SociaLens

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.

The same surveys that show CEOs' ideas of successful business strategies also show that they view the environment of the business, not the business itself, as the source of the greatest business risk - because it keeps changing faster and faster. As it does, customer needs and wants will inevitably do so as well, and probably faster and faster. Your business intelligence that analyzes these needs and wants must be open to the customer's indication of those changes - which often show up as information in an Other Category. And if you want to hug the customer closer, you need to ensure that the customer's changes result in the customer finding you to be an even better fit for purpose, and thus hugging you better. To do this, pick business intelligence solutions that will continue to handle the Other Categories of the future. Your customers may well hug you for it.