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Artificial intelligence that can understand and answer any work-related question it is asked has been made available in the UK for the first time.

Google answers these questions with the help from deep neural networks, a form of artificial intelligence rapidly remaking not just Google's search engine but the entire company and, well, the other giants of the internet, from Facebook to Microsoft.

New Scientist article on 'Knowledge Engines'. Provides further confusion between definitions of information and knowledge. Wolfram Alpha revealed as Apple's SIRI answer engine. 

"Changing behaviour is often about finding a way to make people want to change, making things fun is one way - this video looks at how to get more people to use the stairs by making it fun. The question is - what do you do once the 'novelty' element wears off...?"

"Changing behaviour is often about finding a way to make people want to change, making things fun is one way - this video looks at how to get more people to use the stairs by making it fun. The question is - what do you do once the 'novelty' element wears off...?"

How do we learn the meaning of text from data? In other words, how can a machine truly understand the phrases that human beings blab into its search fields and microphone? The researchers at Google and elsewhere have settled on an answer to that question: machine learning; specifically, a form of artificial intelligence called neural networks-self-organising systems modelled on the way the brain works.

The implications of advancing technology to a point where its applications can mimic, assume or replace the role of people, to a point where humankind is no longer needed to guide such developments, leads to a multitude of questions about what this means for the future of society.

Fictional story written in the first person by an autonomous bomb disposal robot. Raises fascinating questions about social robotics ethics.

The DoNotPay artificial intelligence service, created by a 19-year-old student, is called the "world's first robot lawyer" and uses a step-by-step chat-like system that asks a series of questions to find out the details of the issued ticket and then highlight areas where you can appeal the fine.

What if, rather than asking the traditional question-What tasks currently performed by humans will soon be done more cheaply and rapidly by machines?-we ask a new one: What new feats might people achieve if they had better thinking machines to assist them?

"Thinking is hard - yet barely a waking moment passes when we're not labouring away at it. A few of us may be natural geniuses, able to work through the toughest tangles in an instant; others, blessed with reserves of willpower, stay the course in the dogged pursuit of truth. Then there's the rest of us. Not prodigies and a little bit lazy, but still aspiring to understand the world and our place in it. What can we do? In Intuition Pumps, Daniel Dennett, one of the world's most original and provocative thinkers, takes us on a profound, illuminating and highly entertaining philosophical journey. He reveals a collection of his favourite thinking tools, or 'intuition pumps', that he and others have developed for addressing life's most fundamental questions. Along with new discussions of familiar moves - Occam's Razor, reductio ad absurdum - Dennett offers cognitive tools built for the most treacherous subject matter: evolution, meaning, consciousness and free will. In his genial style, Dennett guides readers around the pitfalls in arguments, and reveals easier ways to better understand the world around us and our place in it. An enlightening and practical store of knowledge, Intuition Pumps and Other Tools for Thinking will teach you to think truly independently and creatively."

Humans are biased, and the biases we encode into machines are then scaled and automated. This is not inherently bad (or good), but it raises the question: how do we operate in a world increasingly consumed with "personal analytics" that can predict race, religion, gender, age, sexual orientation, health status and much more.

" KRT elicitation questions, feel free to update"

"Use this simple tool to send out surveys and gather information across your Network. Laurence Lock-Lee who presented at a recent KIN Workshop is happy to help with any questions if you get stuck! llocklee@optimice.com.au"

" Innovation Culture - MIT Sloane talk by the charismatic CEO, Terri Kelly. The top things I took from this inspiring talk are: - Staff turnover only 5% (the new hire process is lengthy and rigorous to ensure cultural fit) - CEO is elected by staff (CEO is one of the few job titles in the organisation - Costs are regarded as 'investments' - Every individual has a sponsor or coach - Leaders get there through others wanting to follow, not their power - Innovation culture is the MAIN driver of business results - Business units are no larger than 250 people (the founder talked about divide to multiply) - 'Give them the right tools, minimal bureaucracy, responsibility for P&L, expect people to lattice (network), organise around small teams'. Lastly, the culture at Gore has evloved of 50 years - it takes huge effort (equal to strategy and business development) and a lot of time to change culture I screen grabbed some of the culture survey questions that staff fill out about their leaders (not the other way round) http://members.ki-network.org/innovation/Innovation%20SIG%20Picture%20Library/Forms/DispForm.aspx?ID=1"

Or why would I use Wave and what for.

Nowadays organizations have realized the importance of knowledge and knowledge management.  The organizations know that machines, equipments, and building cannot count as the most important properties of the organization. It is clear that the most important property of every organization is organizational knowledge and correct management of it will cause core competencies for the organization and also victory against the competitors. Of course knowledge and knowledge management both are important for an organization, but are all knowledge management efforts in the organizations successful? If knowledge management efforts fail in an organization, what are the main failure factors of this phenomenon? This paper attempts to answer this question by analyzing a failed case study in implementing a knowledge management system .

Why and how to measure the impact of knowledge management are questions that never go away

Autonomy also produce some tools - see attached documents

Nancy Dixon focuses on the people side of knowledge management. Our most effective knowledge sharing tool is conversation. The words we choose, the questions we ask, and the metaphors we use to explain ourselves, are what determine our success in creating new knowledge, as well as sharing that knowledge with each other.

"The future of digital culture-yours, mine, and ours-depends on how well we learn to use the media that have infiltrated, amplified, distracted, enriched, and complicated our lives. How you employ a search engine, stream video from your phonecam, or update your Facebook status matters to you and everyone, because the ways people use new media in the first years of an emerging communication regime can influence the way those media end up being used and misused for decades to come. Instead of confining my exploration to whether or not Google is making us stupid, Facebook is commoditizing our privacy, or Twitter is chopping our attention into microslices (all good questions), I've been asking myself and others how to use social media intelligently, humanely, and above all mindfully. This book is about what I've learned."