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"With an 8.1 percent August unemployment rate and 12.5 million Americans out of work, a new Temple University study examines a neglected area of research: how the unemployment process impacts the willingness of those laid off to endorse or return to their previous employer."

A "rogue tweet" referencing drinking and #gettngslizzerd was accidentally posted to the @RedCross account. They responded in a great way: owning up to the mistake, deleting the original tweet in the process, and thanking those who helped turn it into an awareness opportunity.

Surprisingly, a study of deception in e-mails versus phone calls found that people were more honest in e-mails because they can be documented, saved and aren't real-time communication scenarios, which is when most people drop white lies. Technology isn't the gateway to rampant deception; instead, Toma and Hancock both suspect that our distrust of communication technology is more likely rooted in our fear of it. "We've evolved as a species that talks face to face, and evolution is a slow process, and we're interacting in a new environment where our basic assumptions are undercut," Hancock said. So, in a way, it's natural to expect people to lie more online. "Every time a technology is new, it elicits great fears. Many people are fearful about what it's going to do," Toma said. "So I think fears about deception stem from this general fear of technology and certain features of technologies that make it easy to lie."

Brad Feld, a venture capitalist, recently had a very uncomfortable experience with social media. The final quote from his account of the experience highlights the need to experience media to understand it: "I guess it's a good thing that this just happened and caused me to think harder about the implications. One of the reasons I immerse myself in this stuff is to understand the products and services, but also to understand the impact on humans and our society. While it's easy to think intellectually about privacy, it's a whole different deal when you have to process the ideas in the context of real issues that you encounter."

Businesses that hoard information in their head office and keep staff in the dark on important metrics risk falling behind their competitors, according to MIT business guru Jeanne Ross. For organisations to fully benefit from this information, they need to share it with their staff, customers and business partners, she said. Once these groups get hold of such information, they can use it to take decisions that will boost the business. Customer service reps with a raft of data are more likely to be able to answer customer queries without having to refer the customer on, for example, and in the process save the company both time and money. But instead of spreading this information around, businesses have a tendency to keep it in head office and share it between a small pool of managers, who use it to run the business from the centre.

The results of this research project reveal that female directors are willing to tackle tough issues that are often considered unpalatable by all-male boards. Female board participation is also found to lead to more effective board communication with investors. The presence of female directors in monitor positions on audit and corporate governance committees also makes for more transparent reporting and earnings quality. There is evidence that boards with female directors promote greater vigilance over financial reporting, exhibit greater independence of though and ensure a more rigorous monitoring process.

We chose to highlight six drivers-big, disruptive shifts that are likely to reshape the landscape for organizations and workers. Although each driver is in itself important when thinking about the future, it is the confluence of several drivers working together that produces true disruptions. We then identified ten skills that we believe will be vital for success in the workforce: Sense-making: ability to determine the deeper meaning or significance of what is being expressed Social intelligence: ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions Novel and adaptive thinking: proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based Cross -cultural competency: ability to operate in different cultural settings Computational thinking: ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning New media literacy: ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communication Transdisciplinarity: literacy in and ability to understand concepts across multiple disciplines Design mindset: ability to represent and develop tasks and work processes for desired outcomes Cognitive load management: ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques Virtual collaboration: ability to work productively, drive engagement, and demonstrate presence as a member of a virtual team

The customer-centered company needs to make its products interactive, train its people for co-creative dialogue, redesign its physical places for two-way interactions, and open up the architecture of its digital sites to other processes and content that the company doesn't control. Nike puts a sensor in its shoes that lets runners track their runs and has a web platform where exchange data with others. Starbucks encourages a dialogue across all its stakeholders through the highly popular mystarbucksidea.com website. 3M invites its B2B customersto co-create new products with its R&D people live in their corporate labs. Apple invites third parties to develop new applications for its iPhones, iPads, and iPods. Companies are generally unprepared for this transformation to experience co-creation. Most product development groups continue to design non-interactive products. Company people in call centers and company stores still generally follow company narratives. Most corporate IT departments and suppliers are trained in one-way project-management techniques incompatible with true engagement-platform development. Herein lies the transformational challenge customer experience managers will face as they become customer-experience co-creators.

There were many successes, but far too many more failures in this endeavor. Why? Companies absorbed the process of Design Thinking all to well, turning it into a linear, gated, by-the-book methodology that delivered, at best, incremental change and innovation. Call it N+1 innovation. Above all, CQ is about abilities. I can call them literacies or fluencies. If you walk into one of Katie Salen's Quest to Learn classes or a business strategy class at the Rotman School of Management, you can see people being taught behaviors that raise their CQ. You can see it in the military, corporations, and sports teams. It is about more than thinking, it is about learning by doing and learning how to do the new in an uncertain, ambiguous, complex space--our lives today.

"Twitter-using Cardinals are going to have to shutter their devices when they all convene to select a new Pope to replace the outgoing Benedict XVI. The 117 Cardinals who will participate in the upcoming Papal Conclave will be barred from tweeting the moment they sit down to make the decision. Like a sequestered jury, the Cardinals will be prohibited from have access with the outside world - and this of course includes Twitter."

With today's launch of the Google for Nonprofits program, which provides exclusive product offerings and enhanced online resources, we'll be able to help U.S.-based nonprofits reach more donors, improve operations and raise awareness for their cause.

Alex Pang, a visiting fellow at Microsoft Research Cambridge, actively researches this area. Pang proposes a new paradigm called contemplative computing. Today he gave a talk on the idea at the Lift France 2011 conference and has published a PDF of it. You can also find a rough draft of his paper on contemplative computing. So can computers actually help improve our concentration and contemplation, instead of leading us into distraction? The problem, as Pang puts it, is that "Technologies that were supposed to help us think better, work more efficiently, and connect more meaningfully with others now interrupt us, divide our attention, and stretch us thin."