Stephen Judd

Neo-generalist

1 min read

The value of the neo-generalist at work | Marginalia

In the second part of The Neo-Generalist, we explore some of the characteristics and behaviours that we associate with the concept. Among them are: An acceptance that we are always in beta, never the finished product. An understanding that we never truly know (recognising that the history of scientific discovery teaches us that what was correct yesterday is wrong tomorrow; that the bounds of the unknown grow exponentially). A passion for learning fuelled by never-sated curiosity. A tolerance of ambiguity. An ability to adapt to change. A willingness to test out the crazy hypothesis, as an opportunity to either create or educate. Plus a host of skills that we associate with leadership, sense-making and communication.

 

Stephen Judd

Knowing what we don't know

1 min read

Tim Harford — Article — Can trivia help us to be less ignorant of our own ignorance?

any particular fact can be looked up, but without a knowledge base who knows where to start?

Stephen Judd

More than a logo

1 min read

Brand Is Experience in the Digital Age

Brand is a tool for influencing choice. Brand is not made of visuals or words alone — it’s not a logo or a slogan. Nor is it a figurehead, such as Steve Jobs. Those things are simply ways to communicate the brand. Although a figurehead such as Elon Musk or a logo such as McDonald’s golden arches can and do serve to effectively deliver the brand message, ultimately, a brand is formulated through a larger set of experiences. Flipping the flow of information from one-way to two-way (as discussed above) results in flipping brand from being a message to being an experience.

Stephen Judd

Will the networks emerge?

1 min read

End of nations: Is there an alternative to countries? | New Scientist

Ian Goldin, head of the Oxford Martin School at the University of Oxford, which analyses global problems, thinks such networks must emerge. He believes existing institutions such as UN agencies and the World Bank are structurally unable to deal with problems that emerge from global interrelatedness, such as economic instability, pandemics, climate change and cybersecurity – partly because they are hierarchies of member states which themselves cannot deal with these global problems. He quotes Slaughter: “Networked problems require a networked response.”

via @ndcollaborative

Stephen Judd

Great conference activity

1 min read

Using Events to Close Triangles - New Directions Collaborative

We placed forms to enter the drawing in registration packets. The forms required the name of the connector and the two connected people – and prompted people to name what made the connection meaningful.

Stephen Judd

The essence of networks

1 min read

Interdependence by Valdis Krebs

Connect on your similarities and profit from your differences. Everyone has knowledge and skills that can benefit others. Look for opportunities to build upward spirals via creative combinations of similarity and difference.

Stephen Judd

We all learn like children, and it's not usually through training! via @rogerschank

1 min read

Education Outrage: Pragmatic Learning: It's not "fun"

With this simple idea, I have told you all you need to know about training. Because we can build “on-demand online training” we can change the world of training significantly. This is what we have to do:

  1. We need to anticipate the needs of trainees
  2. We need to provide a way for them to satisfy those needs
  3. We need to provide people for them to discuss things with

Lecturing and training are rarely the right way for people to learn. People are motivated to learn when they need to know or do something in the moment. Providing just-in-time information, mentors and colleagues for conversation, and short, digestible resources are key.

Stephen Judd

Only ask if the responses will change your behavior

1 min read

Seth's Blog: Survey questions

Are you asking questions capable of making change happen? After the survey is over, can you say to the bosses, "83% of our customer base agrees with answer A, which means we should change our policy on this issue."

It feels like it's cheap to add one more question, easy to make the question a bit banal, simple to cover one more issue. But, if the answers aren't going to make a difference internally, what is the question for?

Stephen Judd

Reading scientific papers is a skill that needs to be developed through practice

1 min read

jtleek/readingpapers: A guide to reading scientific papers

The academic paper is still the primary way of distributing new knowledge to the world. There are other ways too, with code, or blogs, or twitter. But academic papers are still the gold standard and where the vast majority of new scientific discoveries are reported.

 I like that this is published on GitHub - if the author got something wrong or missed something, fork it and issue a pull request!

Stephen Judd

via @kjeannette - What's stopping communities from developing in your organization. #netlit

1 min read

Six Obstacles To Building Communities In Organizations

I've encountered, or been a part of, all six obstacles described in this article:

  1. Proliferating Platforms
  2. The “Bottom-Up” Approach
  3. Policy-Driven Paralysis
  4. Collaboration Conundrum
  5. Leadership Detachment
  6. Dearth of Digital Skills

My sense is that people just want a tool (a magic wand) to drive collaboration within the organization, without understanding the change in mindset and culture that is necessary for success.