Archive for August, 2004
A Theory Of Knowledge, And How It Could Save The World By Dave Pollard
In human activities, we now get almost all of our knowledge second-hand, through books, newspapers, television and online, and its relative lack of credibility causes us to develop and assign a trust ‘rating’ to different sources, based on how often, in our experience and that of others we trust, that report has turned out to be accurate or useful. A blogroll is one manifestation of that need to rate the trust-worthiness of second-hand sources of knowledge.
Why do we learn? The squirrel learns in order to survive — by direct participation at first in play and then, often by observing its parents, in gathering food, building a nest etc. The squirrel draws as well on instinctive knowledge, which is coded in its DNA as an evolutionary advantage, which ‘teaches’ it the knowledge of its ancestors, for example to ‘freeze’ when it senses a predator species, which is often more effective than fleeing predators whose eyesight is attuned to motion, more than shape. That instinctive knowledge also tells it at what point, as the predator approaches, to flee, based on its ancestors’ cumulative learnings of that point at which the probability of evasion through flight begins to exceed the probability of non-detection by the predator. Instinctive knowledge doesn’t need to be learned, so it doesn’t appear on fig.1 above. We’re born with it.
Analytics: The CLO’s Case in the CEO’s Language by Larry N. Long at CLO Media
One measures, of course, to impact decision-making. The purpose of any measurement is to provide meaningful, objective and accurate information to facilitate that decision-making. The context and type of decision drives the measurement effort. This is why it’s imperative that the CLO converse in language that is not only understandable, but also important to the CEO.
In order to do this, CLOs must keep in mind the decisions the CEO needs to make. One way to look at this is to use the concept of the “business case”-the organizational reasoning that supports the application of the organization’s resources to a measurement effort.
Motivating Sales Forces With Enhanced Learning by Jeff Thull at CLO Media
How does one enhance the learning process to motivate the sales force? To consider this question, let’s start with a basic set of four criteria that we teach sales leadership to ensure motivation. Motivated sales professionals have these four traits in common:
- They possess a present projection of a desired future.
- They understand the costs and are willing to pay the price to get there.
- They take action.
- They are able to recognize short-term incremental progress.
The challenges of today’s sales professional have vastly surpassed the level of learning required by historic feature benefit/product training. We are well advised to design our learning programs to reflect the characteristics of the programs designed to meet similar challenges of other professions, such as teaching scientific principles to research scientists, diagnostic methods to physicians or the laws of aerodynamics to pilots. All of these learning designs fully meet the four criteria for motivation.
By meeting these four criteria, you lay a mandatory foundation for motivation. Upon that foundation, you can build a program that meets the requirements of performance: a system that will guide performance, the skill that enables the system to be executed and the discipline to address the emotional inhibitors of performance. With that accomplished, you have successfully delivered on your commitment to motivate the sales organization through enhanced learning.
The knowledge profile (KP) By Denham Grey
A knowledge profile records skills, tools, practices and social networks, it highlights competencies, identifies gaps, helps with learning programs to address deficits, realize opportunities and heighten awareness for the owner and colleagues.
KPs may focus on the individual where they form a key part of your personal knowledge management (PKM) system or aimed at a ‘collective’ view of a team, group, community or firm. Profiles may be constructed via manual or automatic means, highly structured or very informal, maintained by the end-user or compiled from test batteries and questionnaires by expertise profilers and competency specialists.
As you say, value in business is migrating from the world of products to one of services and experiences. We believe that many of the same methodologies and insights we developed as product designers are highly applicable to these new kinds of problems. Essentially, we see design thinking as a tool for working on a vast array of problems, but to do so we have to continue to broaden our outlook as designers.
We have to be prepared to participate in the creation of the briefs that we work on and not wait for the client to do that for us. We have to be able to take very abstract problems and use our design skills to make them more tangible for us and for the client. We need to continue to broaden the base of experience we have as designers. We also need to become more confident in describing the business outcome of what we do, as well as the human experience.
I think that if we designers can do these kinds of things, then we can expect to participate in many more strategic initiatives within the companies we work for.