The last great barrier to better outcomes demands that we act as though our judgment is a work in progress.
Why do live performances, like King Lear, give us a sense of wonderment in a way that technology cannot? As it turns out focusing on one task at a time, like watching a play, allows us to better understand what’s happening in the moment and minimizes fatigue in making decisions
What if we considered disciplines like sociology to bridge the divide between customer experience and user experience? Imagine a space where the troubles of the customer are aligned with the issues facing users. Charles Wright Mills did just that … in 1959.
Intelligence is a toolbox we use to reach a given goal, but strictly speaking it doesn’t entail motives and goals by itself. The motivation of our AI’s will stem from the existing building blocks of our society.
Raising confidence can be accomplished in many ways. I suggest we start by understanding that which sparks curiosity in employees.
The information age has created somewhat of a paradox. While the world has access to the wisdom of several ages, we continue to work from a position of professional and individual absolutes.
Questioning and clarifying with the intent to understand is critical for success. Without such effort, how can we be certain we’re even asking the right questions?
I’ve learned over the years that holding tightly to one’s own beliefs around best practices, tools, and disciplines has been a fundamental source of failure in business. While it feels easier to simply argue against those with whom we don’t agree, it actually exhausts time limited resources required to be objective.
Working with patients who suffered traumatic brain injuries would prove to be one of the most important experiences early in my career. While I had many influences in the industry, Dr. Oliver Sacks provided perspective and insights that drove my curiosity to dig deeper into the human condition.
When I was younger I learned to play the drums. It was when I focused on jazz that I learned the critical difference between top-down vs bottom-up thinking as described by Daniel Kahneman.