As they grow, children learn a lot about the world from what other people tell them. Along the way, they have to figure out who is a reliable source of information. A new study, which will be published in an upcoming issue of Psychological Science, a journal of the Association for Psychological Science, finds that when children reach around 4 years, they start noticing whether someone is actually knowledgeable or if they're just getting the answers from someone else.

The mass media, including interactive social-networking tools, make you passive, can sap your initiative, leave you content to watch the spectacle of life from your couch or smartphone. Enlarge This Image Apparently even during a revolution. That is the provocative thesis of a new paper by Navid Hassanpour, a political science graduate student at Yale, titled "Media Disruption Exacerbates Revolutionary Unrest." Using complex calculations and vectors representing decision-making by potential protesters, Mr. Hassanpour, who already has a Ph.D. in electrical engineering from Stanford, studied the recent uprising in Egypt. His question was, how smart was the decision by the government of President Hosni Mubarak to completely shut down the Internet and cellphone service on Jan. 28, in the middle of the crucial protests in Tahrir Square?

It really amazes me. We are still predicting failure/success, trying to figure out exactly what Enterprise 2.0 is. Why? Not because I know the answer, but because our expectations are off. It's like trying to predict the winner of the ball game at the end of the 1st inning.

Believe it or not, one thing that predicts how well a CEO's company performs is the width of his face. CEOs with wider faces, like Herb Kelleher, the former CEO of Southwest Airlines, have better-performing companies than CEOs like Dick Fuld, the long-faced final CEO of Lehman Brothers. That's the conclusion of a new study which will be published in an upcoming issue of Psychological Science, a journal of the Association for Psychological Science.

Much has been written about employee motivation and retention. It's written by folks who actively use words like motivation and retention and generally don't have a clue about the daily necessity of keeping your team professionally content because they've either never done the work or have forgotten how it's done. These are the people who show up when your single best engineer casually and unexpectedly announces, "I'm quitting. I'm joining my good friend to found a start-up. This is my two weeks' notice." You call on the motivation and retention police because you believe they can perform the legendary "diving save". Whether it's HR or a well-intentioned manager with a distinguished title, these people scurry impressively. Meetings that go long into the evening are instantly scheduled with the disenfranchised employee. It's an impressive show of force, and it sometimes works, but even if they stay, the damage has been done. They've quit, and when someone quits they are effectively saying, "I no longer believe in this company". What's worse is that what they were originally thinking was, "I'm bored". Boredom is easier to fix than an absence of belief.

Canadian researchers have found the first evidence that older brains get more benefit than younger brains from learning information the hard way - via trial-and-error learning

The assumption that human beings are inherently selfish-interested in the greater good only when it serves their own interests-has long-influenced capitalism's most prominent thinkers (Adam Smith, Alan Greenspan, Gordon Gekko) and served as a litmus test for modern America's so-called political realists. Employees are best motivated with bags of carrots and a big stick. Without law there is no order, and without the threat of punishment there is no law. We're all out for number one. Greed is good. Dogs eat dogs. Just turn on the news anytime of the day or night. The anecdotal evidence is overwhelming. A compelling counter-narrative is emerging, however. In the latest issue of Harvard Business Review, Yochai Benkler points to "recent research in evolutionary biology, psychology, sociology, political science, and experimental economics [that suggests] people behave far less selfishly than most assume." "Evolutionary biologists and psychologists have even found neural and, possibly, genetic evidence of a human predisposition to cooperate," he writes.

Give a penny, take a penny - that's the concept behind Jonathan Stark's new "experiment in social sharing." He has put a picture of his Starbucks card online so that anyone in the world can use his account to purchase a cup of coffee. Just save the photo on your smartphone, go to your local Starbucks, and scan the barcode. Simple as that. You'll have a free cup of piping hot coffee.

We spend a large percentage of our lives at the office, engaged in the drudgery of work. Although we obsess over the medical benefits of various leisure activities - should I do yoga? take long walks? not watch television? - the amount of time we might spend in downward facing dog pose pales in comparison to the amount of time we spend seated in our chair, staring at the computer screen, surrounded by co-workers. A new study led by Arie Shirom at Tel Aviv University reveals the powerful impact of the workplace on longevity. The researchers tracked 820 adults for twenty years, starting with a routine health examination in 1988. The subjects worked in various professions, from finance to manufacturing to health care. They were interviewed repeatedly about conditions at their workplace, from the behavior of the boss to the niceness of their colleagues. Over the ensuing decades, their health was closely monitored, allowing the scientists to control for various medical conditions, such as high blood pressure, smoking and depression.

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 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.

Social media provides companies with new opportunities for customer service, research and marketing (within reason of course), but most respondents to a survey of C-level executive conducted by Harris Interactive for Capgemini aren't yet sure how to harness social media. The results are part of Capgemini's Executive Outsourcing Survey, and follows the firm's launch of its social media management service. Harris surveyed 302 senior executives at Fortune 1000 companies. More than half say that social media is a part of their company's customer care operations, but 64% of those said that the marketing department is solely responsible for social media marketing. Most (74%) executives in the study were simply unsure how many employees are dedicated to customer care via the social Web.

In 2006, sociologists from the University of Arizona and Duke University sent out another distress signal-a study titled "Social Isolation in America." In comparing the 1985 and 2004 responses to the General Social Survey, used to assess attitudes in the United States, they found that the average American's support system-or the people he or she discussed important matters with-had shrunk by one-third and consisted primarily of family. This time, the Internet and cellphones were allegedly to blame. Keith Hampton, a sociologist at the University of Pennsylvania, is starting to poke holes in this theory that technology has weakened our relationships. Partnered with the Pew Research Center's Internet & American Life Project, he turned his gaze, most recently, to users of social networking sites like Facebook, Twitter and LinkedIn. "There has been a great deal of speculation about the impact of social networking site use on people's social lives, and much of it has centered on the possibility that these sites are hurting users' relationships and pushing them away from participating in the world," Hampton said in a recent press release. He surveyed 2,255 American adults this past fall and published his results in a study last month. "We've found the exact opposite-that people who use sites like Facebook actually have more close relationships and are more likely to be involved in civic and political activities."

Why is it that some technologies cause moral panic and others don't? Why was the introduction of electricity seen as a terrible thing, while nobody cared much about the fountain pen? According to Genevieve Bell, the director of Intel Corporation's Interaction and Experience Research, we have had moral panic over new technology for pretty well as long as we have had technology. It is one of the constants in our culture.

The White House began their "office hours" today at 2 p.m. EST. They asked Twitter followers to submit questions about the debt debate using the hashtag #WHChat. As their last response, they took the opportunity to play the internet's oldest practical joke on a user (and catching the rest of us in the wake).

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."

One could feel a tiny bit bad for the person at Microsoft's British PR team who tweeted "Remember Amy Winehouse by downloading the ground-breaking Back to Black over at Zune." He or she must be having a terrible day. On one hand, it may have seemed like a sensible marketing move: The person was probably correct in thinking that people might want to remember the singer, who was found dead in London on Saturday, by listening to her music. On the other hand, it reads as an insensitive way for Microsoft to cash in on the tragedy surrounding the 27-year-old performer.

One of the issues facing social business and social CRM strategies is the issue of whether customers want to use social media as means for getting customer support. As of now, the phone is still the most common way to provide support. But would customers be willing to engage in other ways? An infographic from customer experience analytics firm ClickFox organizes research on the subject and finds that two in three customers would be willing to use social media for customer service if they understood the tools better. The infographic also breaks down the cost per interaction of various types of engagement, and finds website visits to be the cheapest by far.

Gossip can be hurtful, unproductive, and mean. It can also be an important part of making sure that people will share and cooperate, according to a study in the current Social Psychological and Personality Science.

People who see the "glass as half empty" may be more willing to contribute to a common goal if they already identify with it, according to researchers from The University of Texas at Austin, University of Chicago and Sungkyunkwan University.