This skillset builds on top of the skillset of Insight management basics and is intended for people who want to better understand insight management and its origins.
Ferdigheter som inngår i dette ferdighetssettet:
Intellectual capital is the result of mental processes that form a set of intangible objects that can be used in economic activity and bring income to its owner (organization), covering the competencies of its people (human capital), the value relating to its relationships (relational capital), and everything that is left when the employees go home (structural capital).
Collective intelligence is the body of knowledge that grows out of a group. When groups of people work together, they create intelligence that cannot exist on an individual level.
Knowledge work is work where knowledge is an essential input factor in the production of goods and services.
Knowledge workers are workers whose main capital is knowledge.
Examples include programmers, physicians, pharmacists, architects, engineers, scientists, design thinkers, public accountants, lawyers, editors, and academics, whose job is to "think for a living".
Organisational design is the process of aligning the structure of an organisation with its objectives, with the ultimate aim of improving efficiency and effectiveness.
Dark data is data which is acquired through various computer network operations but not used in any manner to derive insights or for decision making. The ability of an organisation to collect data can exceed the throughput at which it can analyse the data.
Coordination refers to “the process of interaction that integrates a collective set of interdependent tasks” (Okhuysen & Becky, 2009; 463), and is accomplished through emergent practices such as rules and plans, routines, and roles (2009; 472).
Emergent coordination means the gradual evolvement of coordination mechanisms in a group over time.
Research on emergent coordination has shown how small organizations and teams, such as SWAT teams, medical teams and artist groups continuously solve diverse challenges by rearranging roles and routines.
A coordination mechanism is a subsystem of the social system that coordinates the activities of the persons or organizations within it. Wherever a relation subsists between two or more persons or organizations , their activities require coordination in some form.
There are three basic coordinating mechanisms: mutual adjustment, direct supervision, and standardization (of which there are three types: Standardization of work processes, of work outputs, and of worker skills)
Tacit knowledge encompasses everything a person knows how to do but does not necessarily know how to explain or has taken the time to try to document. It can be defined as skills, ideas and experiences that people have but are not written down and may not be captured easily.
Implicit Knowledge is knowledge that is gained through incidental activities, or without awareness that learning is occurring. Some examples of implicit knowledge are knowing how to walk, run, ride a bicycle, or swim.
Deep work refers to activities performed in a state of distraction-free concentration that push your cognitive capabilities to their limits.
Context switching is our tendency to shift from one unrelated task to another.
In the modern workplace, most people are bombarded with possible context switches: on any given day, people read industry news online, respond to emails, or divide their focus across multiple projects.
The problem is, typically, you’re still thinking about a previous task when you switch to a new one at work. You end up paying a switching penalty: impaired focus. Once you start working, the new task doesn’t get your full attention because you’re still partially focused on the previous piece of work.
Another cost is the overhead involved with juggling multiple projects. Carnegie Mellon University researcher Todd Waits explores Gerald Weinberg’s popular theory that team members lose about 20% of their cognitive capacity to context switching when they work on multiple projects: “...switching between projects requires an operational overhead for the team member to figure out where he or she left off, what needs to be done, how that work fits in the project....”
The first 90 minutes of this podcast episode are relevant.
The hyperactive hivemind is a constant stream of digital work-like chatter, that you feel the need to continuously keep up with. But, also, you sense it’s distracting you from doing your real work.
The hyperactive hivemind is based on this notion that we don’t want a lot of processes in place, we don’t want a lot of logistical overhead. Just give an inbox to every person, associated to their name, and message back-and-forth. We’ll have this ongoing conversation that happens throughout the day, and we can be flexible and figure things out on the fly. This is the dominant workflow that knowledge workers are doing today, according to Cal Newport, work everything out in an ad hoc, ongoing conversation. Though this approach is convenient, it’s disastrously unproductive.
Suggested read:
https://memory.ai/timely-blog/time-confetti
Prosess engineering is the practice of establishing processes for repeating tasks within an organization (To make sure the task is carried out in the best way posible and to reduce mental overhead for employees among other benefits).
"People generally overestimate their ability to communicate expectations clearly." - Eirik Alfstad Johansen
To operationalize insight means to establish mechanisms that ensure that what you want to happen, happens.
Team management
Insight management Organizational health