Group items tagged

"Here we present four specific approaches to the creation of what we call digital "hives"-electronic hubs bristling with collective activity and designed to solve a particular problem or set of problems, to drive new habits, and to encourage organizational change (exhibit). Digital tools to facilitate networking and collaboration propel these "horizontal" cascades, which at their best can weave new patterns of engagement across geographic and other organizational boundaries. In this way, they make it possible to have new conversations around problem solving, unlock previously tacit knowledge, and speed up execution. "

"The problem is that too many 'lessons learned' programmes fail. Without falling into the trap of sweeping generalisations, I would suggest that more often than not the story itself is the problem; they just aren't interesting enough; they are shallow; they lack the richness that is needed to engage the intended audience; and they lack a structure that reflects the way adults learn. And that is the bottom line, all too often they just don't work in relation to the ways in which adults learn - I would argue in the vast majority of practice that there is actually little or no consideration for the the target audience of a lesson learned (the adult as a learner)."

"For problems that are original, whose answers are not already known, and that require intuition, judgment and ingenuity, you need people. Smart people who not only know how to search, but who have the expertise and judgment to know whether what they've found is most relevant to solving the problem at hand."

"In this groundbreaking book, Tim Harford shows us a new and inspiring approach to solving the most pressing problems in our lives. Harford argues that today's challenges simply cannot be tackled with ready-made solutions and expert opinions; the world has become far too unpredictable and profoundly complex. Instead, we must adapt-improvise rather than plan, work from the bottom up rather than the top down, and take baby steps rather than great leaps forward. "

Recommended by Nick Temple at Winter Workshop

Type of cognitive bias categorised into for main problem areas.

Despite improvements in cognitive technologies, that dream managerial scenario is still far from reality. Decisions that executives face don't necessarily fit into defined problems well suited for automation.

We are often faced with a hiatus in knowledge transfer, but the 4 year gap between London and Rio Olympics poses special problems. An interesting post from the HBR Blog

"Gamification is a novel idea, and while the label itself may not endear itself to the nature of law, the concept is spot on: using the concept of games to drive user engagement and solve problems…If we as an industry can tap into [lawyers'] competitive nature to drive change…then we'll be in a better place."

"Tullow Oil, a London-based independent oil and gas exploration and production company, regularly wins awards for its innovative approach to problem solving. Its business culture is based on investing in the best people and then trusting them to work together to keep Tullow on the leading edge of the industry. Tullow's CIO recently challenged his team to develop an approach to devolve control of IT project prioritization to non-IT leaders within the company. This article explains the approach developed and how it is working to keep the business's IT strategy aligned with Tullow's entrepreneurial spirit and commitment to collaborative decision making."

"The biggest problem that businesses -- and governments -- must solve is one that rarely comes up in a behavioral psych lab: how to get people's attention in a world filled with more distractions by the day."

"Explains how their' Collaborative forums' share knowledge and expertise to solve problems - creating inter-dependance on each other."

The inspiration for this first event on Serious Games comes from Jane McGonigal's TED talk on Serious Games, and David Helgason's declaration of the 'Year of Gamification'. The event will examine how games and games technologies are being brought into 'serious' areas, as well as how serious tasks are being made more game-like. There are three ways that games can be adopted by other sectors: * by generating positive side effects from gameplay; * by creating technology that can be reused; * and by increasing engagement with a problem or activity. Mary Matthews from Blitz Games Studios and Alex Fleetwood from Hide and Seek, will discuss future opportunities and the event will be chaired by Stian Westlake, Director of Policy & Research Unit, NESTA.

IBM wants to combine blockchain's distributed ledger technology with its artificial intelligence arm to make the billions of smart devices connected to the internet safer, and by doing so it would allow virtual time travel by letting regulators rewind to the point when the problem occurred and see just what happened.

Interesting read, but misses the 2 key factors: Lack of 'embedding knowledge sharing in the day to day business process instead of separate from it and the 'KM' title itself . If you have to explain it to a manager or engineer etc, you have a problem.

Machines, even virtual ones, have biases. They are designed, necessarily, to favour some kinds of data over others. Unfortunately, we rarely question the judgments of mathematical models and, in many cases, their biases can pervade and distort operational reality, creating unintended consequences that are hard to undo.

Researchers at the MIT Media Lab, think that facial recognition software has problems recognizing black faces because its algorithms are usually written by white engineers who dominate the technology sector. These engineers build on pre-existing code libraries, typically written by other white engineers.