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recent bookmarks from jerrykingWhy Business Leaders Need to Read More Science Fiction2023-07-03T23:27:30+00:00
https://hbr.org/2017/07/why-business-leaders-need-to-read-more-science-fiction
jerryking> Change Agent by Daniel Suarez<<
>> Infomocracy , by governance researcher Malka Older <<
>> New York 2140 by Kim Stanley Robinson<<
** Summary **
At the end of the 19th century, New York City was struggling with a manure crisis; as horses ferried people and goods through the streets of Manhattan, they produced tens of thousands of tons of waste, choking the streets and creating a public health problem. Urban planners were at a loss, unable to imagine that a new technology — the automobile — would render the problem obsolete in little more than a decade. What assumptions are constraining your thinking? Business leaders can expand their mindsets and envision new futures by leaving the industry white papers and management hot-takes at the office, and picking up a science fiction novel instead. These futuristic fantasies tap into our fears, hopes, and ambitions, expanding our notion of what’s possible and helping us see the present more clearly. That’s why leaders like Jeff Bezos and Sergey Brin have admitted to mining Sci-Fi novels for inspiration. Science fiction >>reframes<< our perspective on the world. Like international travel or meditation, it creates space for us to question our assumptions.
++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++
At the end of the 19th century, New York City stank. One hundred fifty thousand horses ferried people and goods through the streets of Manhattan, producing 45,000 tons — tons! — of manure a month.....in 1898 urban planners convened from around the world to brainstorm solutions to the impending crisis. They failed to come up with any, unable to imagine horseless transportation.
Fourteen years later, cars outnumbered horses in New York, and visions of manure dystopia were forgotten.
If 19th-century urban planners had had access to big data, machine learning techniques, and modern management theory, these tools would not have helped them. They simply would have confirmed their existing concerns. Extrapolating from past trends is useful but limiting in a world of accelerating technological change.
>>Science fiction<< can help. Maybe you associate it with spaceships and aliens, but science fiction offers more than escapism. By presenting plausible >>alternative realities<<, science fiction stories empower us to confront not just ****what we think but also how we think and why we think it.**** They reveal how fragile the status quo is, and how >>malleable<< the future can be...........
Because although we tend to assume that science fiction is about the future, it’s actually about the present.[i.e. = "present_bias"] George Orwell’s 1984 , which recently shot to the top of the best-seller lists, was really about 1948, the year Orwell finished writing it. The fact that so many readers feel that it’s actually about 2017 is a testament to Orwell’s insights into human nature [i.e. = being "timeless"] and the always-evolving relationship between technology, power, and society.
Science fiction isn’t useful because it’s predictive. It’s useful because it reframes our perspective on the world. [i.e. = it provides a "shift in mental perspective"] Like international >>travel<< or meditation, it creates space for us to question our >>assumptions<<.
Assumptions locked top 19th-century minds into believing that cities were doomed to drown in horse manure. Assumptions toppled >>Kodak<< despite the fact that its engineers built the first >>digital camera<< in 1975. **Assumptions are a luxury true leaders can’t afford.**
But assumptions are notoriously hard to beat back, and for a very good reason: They’re useful. They provide us with cognitive shortcuts [i.e. = "mental maps"/"metaphors"] for making sense of the world. They make us more efficient and productive. The problem is that they fail to **update when that world changes** [i.e. = "update your priors"], and they stand in our way when we could change the world.
That’s why science fiction is invaluable to the ambitious, and why companies like Google, Microsoft, and Apple have brought in science fiction writers as consultants. Exploring fictional futures frees our thinking from false constraints. It challenges us to wonder whether we’re even >>asking the right questions<<. It forces us to recognize that sometimes imagination is more important than analysis. So consider leaving the latest white papers, industry rundowns, and management hot takes at the office. For your summer reading, pick up a paperback in the Sci-Fi section.
]]>alternative_realities asking_the_right_questions assumptions digital_cameras extrapolations fiction future George_Orwell HBR imagination Kim_Stanley_Robinson Kodak malleability mental_maps metaphors present_bias reading reframing reimagining science_fiction self-awareness self-interrogation self-questioning self-scrutiny shifts_in_mental_perspective technological_change timeless travel update_your_priors 5_W’shttps://pinboard.in/https://pinboard.in/u:jerryking/b:049a488f5087/Stop Making Small Talk. No One Will Miss It. - WSJ2021-12-29T19:14:40+00:00
https://www.wsj.com/articles/stop-making-small-talk-no-one-will-miss-it-11640798121?mod=hp_lead_pos13
jerryking5_W’s Communicating_&_Connecting conversations Dan_Ariely follow-up_questions howto ice-breakers likeability listening questions second-order small_talkhttps://pinboard.in/https://pinboard.in/u:jerryking/b:98c42fd1d826/Unlocking Data Curiosity in your Organization2020-09-20T01:24:43+00:00
https://www.linkedin.com/pulse/unlocking-data-curiosity-your-organization-ben-schein/
jerrykingasking_the_right_questions curiosity dashboards data datasets data_curiosity data_driven inquisitiveness KPIs organizational_culture 5_W’s insights scorecardshttps://pinboard.in/https://pinboard.in/u:jerryking/b:5b477e4f80b7/Barbara W. Tuchman, Folly and the Stream of History - The New York Times2020-05-09T04:04:17+00:00
https://www.nytimes.com/2018/03/14/books/review/barbara-w-tuchman-march-of-folly.html
jerrykingalt-right anticipating Barbara_Tuchman blind_loyalty books Donald_Trump fallacies_follies historians history Jon_Meacham lessons_learned Niccolò_Machiavelli overreach questions self-destructive statecraft the_human_condition truth-telling historical_lessons wooden-headedness 5_W’s brutal_honesty straight-shooting ruling_classes truth-seeking advice-seekinghttps://pinboard.in/https://pinboard.in/u:jerryking/b:8313617a6918/Studying History Is More Important Than Ever - Maarten van Doorn2020-04-10T23:54:10+00:00
https://medium.com/the-polymath-project/studying-history-is-more-important-than-ever-in-todays-economy-c99fde4be7d0
jerryking5_W’s Albert_Einstein Elon_Musk history insights Nassim_Taleb public_education self-improvement Seth_Godin public_schools commoditization_of_information leadership problem_solving historical_data future-proofing worthwhile_problems historical_lessonshttps://pinboard.in/https://pinboard.in/u:jerryking/b:0687aa99e647/How 5 Data Dynamos Do Their Jobs2019-06-14T23:58:29+00:00
https://www.nytimes.com/2019/06/12/reader-center/data-reporting-spreadsheets.html?rref=collection%2Fsectioncollection%2Freader-center
jerryking>specialized schools<< once looked more like the rest of the city school system, which is mostly black and Hispanic.
With my colleague K.K. Rebecca Lai from The Times’s graphics department, I started to dig into a huge spreadsheet that listed the racial breakdown of each of the specialized schools dating to the mid-1970s.
analyzed changes in the city’s immigration patterns to better understand why some immigrant groups were overrepresented at the schools and others were underrepresented. We mapped out where the city’s accelerated academic programs are, and found that mostly black and Hispanic neighborhoods have lost them. And we tracked the rise of the local test preparation industry, which has exploded in part to meet the demand of parents eager to prepare their children for the specialized schools’ entrance exam.
To put a human face to the data points we gathered, I collected yearbooks from black and Hispanic alumni and spent hours on the phone with them, listening to their recollections of the schools in the 1970s through the 1990s. The final result was a data-driven article that combined Rebecca’s remarkable graphics, yearbook photos, and alumni reflections.
(4) Reed Abelson, Health and Science reporter
the most compelling stories take powerful anecdotes about patients and pair them with eye-opening data.....Being comfortable with data and spreadsheets allows me to ask better questions about researchers’ studies. Spreadsheets also provide a way of organizing sources, articles and research, as well as creating a >>timeline<< of events. By putting information in a spreadsheet, you can quickly access it, and share it with other reporters.
(5) Maggie Astor, Politics reporter
a political reporter dealing with more than 20 presidential candidates, she uses spreadsheets to track polling, fund-raising, policy positions and so much more. Without them, there’s just no way she could stay on top of such a huge field......The climate reporter Lisa Friedman and she used another spreadsheet to track the candidates’ positions on several climate policies.
]]>311 behind-the-scenes data datasets data_journalism data_scientists FOIA groundbreaking hidden massive_data_sets Communicating_&_Connecting 5_W’s information_overload information_sources mapping New_York_City open_data organizing_data self-organization systematic_approaches spreadsheets storytelling timelines tools journalism NYT reporters location_data fundraising polling policy_positions Stuyvesant_High specialized_programs demand_spikeshttps://pinboard.in/https://pinboard.in/u:jerryking/b:c0839009fe67/Want to Seem More Likable? Try This2018-09-26T02:19:26+00:00
https://www.nytimes.com/2018/09/23/smarter-living/how-to-be-more-likeable.html?fallback=0&recId=1AieiIJdnJt6laixK74vDjAHkQn&locked=0&geoContinent=NA&geoRegion=ON&recAlloc=control&geoCountry=CA&blockId=home-living-vi&imp_id=825635586&action=click&module=Smarter%20Living&pgtype=Homepage
jerrykingCommunicating_&_Connecting conversations howto likeability questions listening 5_W’s second-order follow-up_questions ice-breakers small_talkhttps://pinboard.in/https://pinboard.in/u:jerryking/b:3a9a41e79c12/Review: ‘The Book of Why’ Examines the Science of Cause and Effect - The New York Times2018-06-05T09:31:21+00:00
https://www.nytimes.com/2018/06/01/business/dealbook/review-the-book-of-why-examines-the-science-of-cause-and-effect.html?rref=collection%2Fsectioncollection%2Fbusiness
jerryking>raw data<< still drives the fitting process,” according to Professor Pearl. The causal revolution is what has enabled researchers to explore the higher rungs of the ladder.
The second rung of the ladder of causation moves from seeing to doing. That is, it goes from asking what happened to asking what would happen based on possible interventions.[i.e. = "predictive modeling"] Professor Pearl notes that “many scientists have been traumatized to learn that none of the methods they learned in statistics is sufficient to articulate, let alone answer, a simple question like ‘What happens if we double the price?’” “The Book of Why” provides a detailed explanation and history of how and when a model alone can answer such questions in the absence of live experiments.
The top rung of the ladder involves something called “>>counterfactual<<” questions: What would the world be like if a different path had been taken? These are “the building blocks of moral behavior as well as scientific thought.[i.e. = "scientific method"]” The ability to look backward and imagine what could have been governs our judgments on success and failure, right and wrong.
]]>books book_reviews counterfactuals causality Jonathan_Knee think_threes 5_W’s backward_looking models datasets neural_networks raw_data scientific_method predictive_modelinghttps://pinboard.in/https://pinboard.in/u:jerryking/b:1c3d5a0206ed/Reading with intention can change your life2018-05-17T15:24:51+00:00
https://qz.com/658605/reading-with-intention-can-change-your-life/
jerryking>quake books<<”—pieces of writing that are so powerful they shake up your entire worldview......As author and avid reader Ryan Holiday explains: “Whatever problem you’re struggling with is probably addressed in some book somewhere written by someone a lot smarter than you.” [JCK: Don't Reinvent the Wheel]
Every story has been experienced, recorded, and published by someone at some point in time. Beyond just stories, books provide life lessons—a set of proven theories and anecdotes that you can apply to your own life.“.........
Often we're ok with the why of reading, but what about the how? Too often we get through a book, flip the last page, sit back, and think, “What the hell did I just read?” Reading and being able to use what you’ve read are completely different things......Without purpose and intention, the ideas sparked while reading easily slip away. .......Having a clear question in mind or a topic you’re focusing on can make all the difference in helping you to remember and recall information. While this can be as easy as defining a subject to look into beforehand, if time is no object here’s how to effectively “hack” your brain into being impressed with the subject matter:
Before reading
Ruin the ending. Read reviews and summaries of the work. You’re trying to learn why something happened, so the what is secondary. Frame your reading with knowledge around the subject and perspective of what’s being said and how it relates to the larger topic.
During reading
As you read, have a specific purpose in mind and stick to it. Don’t let your mind be the river that sweeps your thoughts away as you read. Be a ruthless notetaker. Your librarian might kill you for this, but using a technique such as marginalia (writing notes in the margin and marking up key patterns for follow ups), will make you a more active reader and help lock information in your memory.
After reading
Engage with the material. Write a summary or analysis of the main ideas you want to recall or use, research supporting topics and ideas noting how they connect with what you’ve read, and then present, discuss, or write about your final ideas.
Make associations with what you already know
Repeat, revisit, and re-engage
]]>reading intentionality howto tips productivity purpose high-impact note_taking cross-pollination hacks deep_learning life-changing 5_W’s problem_definition problem_framing questions memorization Ryan_Holiday reinventing_the_wheel mental_maps interconnections work_smarter Tyler_Cowen active_reading marginalia quake_bookshttps://pinboard.in/https://pinboard.in/u:jerryking/b:349779aabf42/Fine-Tune Your B.S. Detector: You’ll Need It - WSJ2018-03-21T03:56:39+00:00
https://www.wsj.com/articles/fine-tune-your-b-s-detector-youll-need-it-1521471721
jerrykinginfoliteracy Elizabeth_Bernstein confirmation_bias misinformation howto skepticism evidence critical_thinking questions gut_feelings unshared_information 5_W’s bullshitake pay_attention power_of_the_pause brainpower prior_knowledge update_your_priors disinformation false_claims fine-tuninghttps://pinboard.in/https://pinboard.in/u:jerryking/b:7a80cc2ec049/The Great Questions of Tomorrow: David Rothkopf: 9781501119941: Books - Amazon.ca2017-04-30T21:08:52+00:00
https://www.amazon.ca/Great-Questions-Tomorrow-Ideas-Remake/dp/150111994X
jerrykingAmazon David_Rothkopf books questions podcasts foundational existential recency_bias distractions expertise_bias Edward_Luce metacognition 5_W’s asking_the_right_questionshttps://pinboard.in/https://pinboard.in/u:jerryking/b:2f869d0240de/The Power of ‘Why?’ and ‘What If?’ - The New York Times2016-07-04T01:17:52+00:00
http://www.nytimes.com/2016/07/03/jobs/the-power-of-why-and-what-if.html?ref=business&_r=0
jerryking>curious<<, more cognizant of **what they don’t know**, and more >>inquisitive<< — about everything, including “Why am I doing my job the way I do it?” and “How might our company find new opportunities?”....Companies in many industries today must contend with >>rapid change<< and rising >>uncertainty<<. In such conditions, even a well-established company cannot rest on its >>expertise<<; there is pressure to keep learning what’s new and anticipating what’s next. It’s hard to do any of that without asking >>questions<<.
Steve Quatrano, a member of the Right Question Institute, a nonprofit research group, explains that the act of formulating questions enables us “to >>organize our thinking<< around what we don’t know.” This makes questioning a good skill to hone in dynamic times.....So how can companies encourage people to ask more questions? There are simple ways to train people to become more comfortable and proficient at it. For example, question formulation exercises can be used as a substitute for conventional >>brainstorming<< sessions. The idea is to put a problem or challenge in front of a group of people and instead of asking for ideas, instruct participants to generate as many relevant questions as they can.......Getting employees to ask more questions is the easy part; getting management to respond well to those questions can be harder.......think of “what if” and “how might we” questions about the company’s goals and plans........Leaders can also encourage >>companywide<< questioning by being more curious and >>inquisitive<< themselves.]]>questions curiosity humility pretense_of_knowledge unknowns leadership cost_of_inaction expertise brainstorming dynamic change uncertainty rapid_change inquisitiveness Dr.Alexander's_Question leaders companywide asking_the_right_questions 5_W’s anticipating idea_generation ideas incisiveness information_gaps innovation counterfactuals organize_your_thinkinghttps://pinboard.in/https://pinboard.in/u:jerryking/b:47a55b99c041/Being John Ibbitson2016-04-11T11:50:33+00:00
http://rrj.ca/being-john-ibbitson/
jerrykingJohn_Ibbitson questions worthiness public_policy columnists discernment think_threes 5_W’shttps://pinboard.in/https://pinboard.in/u:jerryking/b:cb435674037d/Dark data is more important than big data2015-08-04T04:57:35+00:00
https://medium.com/what-i-learned-building/7d88d014ba98
jerryking>inaccessibility<< of data, but by the abundance of it.
That’s why big data opportunities are smaller than dark data opportunities. Dark data is a bigger problem, because it hasn’t been surfaced yet [i.e. = "uncharted problems"] . And the bigger the problem, the bigger the opportunity.
Big companies tend to have big data problems, and they know it. That’s why big data is a great market. Lots of customers with lots of data willing to pay startups to help them make sense of it all. Think banks, insurance companies, telcos, hospitals, and on and on…
Startups going after dark data problems are usually not playing in existing markets with **customers self-aware of their problems** [i.e. = "problem awareness"]. They are creating >>new markets<< by surfacing new kinds of data and creating unimagined applications with that data. But when they succeed, they become big companies, ironically, with big data problems.
Dark data is everywhere
In my “useless” liberal arts background I learned about this dude named Immanuel Kant. Kant split experience in two . There is the experience of reality itself. Reality is infinite, multi-layered and complex. Kant called this the “phenomenal” realm. Then there is the way we interpret and understand reality, as we describe it with language and data. Kant called this the “numenal” realm. To make sense of reality, and to navigate our way through it, we have to >>abstract away<< meaning from it by simplifying it through **creating models** [i.e. = "model-making"], >>frameworks<<, >>world-views<<, etc.
If reality is infinite, multi-layered and complex, the good news is that there are always more types of data to extract, and new types of applications to create on top of that data. That’s why there are so many dark data opportunities all around us.
Great companies that are surfacing dark data
If your startup is surfacing dark data, I’d like to hear about it, feel free to reach out. Several of these companies I am either friends with or advise, so full disclosure, but here are some that come to mind:
Boxes — a social network for stuff. Stuff is dark data. All of your stuff is not online. There’s no place online that has all the things that I own, all the things that I want to own, etc.
NewHive — the blank canvas for the web; a social network for creativity. Expression and art is dark data, but create the right platform, and all of a sudden, all of it springs into light.
Xola — a booking and distribution platform that powers businesses offering lifestyle experiences. Their software helps these businesses manage their back-office and online reservations, payment processing, calendaring, inventory and guide management, and customer relationship management. All of this is dark data: until Xola, most of these businesses were being run with pen and paper, out of a cigar box. Now, all of their data is running through their platform.
The Tip Network — these guys are taking tips at restaurants (and eventually bars, hotels, casinos, etc.), which are currently all handled old-school, with receipts and cash and paper records (dark data), and moving them into the digital era, with beautiful software that adds value (in multiple ways) to both servers and restaurants. They will be processing the $35B in tips in the US every year, and soon will be adding other services for restaurants and services, from payroll to banking, on top of that platform.
Newtrust — Louis Anslow’s startup idea is based on the realization that everything from the school you go to, to your LinkedIn profile, is ultimately about signaling credibility to create trust, so that you can be employable and well compensated, but that instead of relying on proxies for trust, we should go right to the source: the work itself, as it is done, every hour of every day, and track and measure that — it is valuable dark data.
NeuroVigil — your brain activity is dark data.
Nest — your home energy consumption patterns are dark data.
23andme — your DNA is dark data.
My friend Louis Anslow trotted out this great line recently:
“Often that is treated as important which happens to be **accessible to measurement** [i.e. = "easy to measure']”
Friedrich Von Hayek
That which is **not accessible to measurement** [i.e. = "hard to measure"] may be very important tomorrow, even though it is dark to us today, it just needs to be brought to light.]]>IT data_mining massive_data_sets uncertainty unknowns via:jtyost2 contextual sense-making dark_data measurements insights customer_insights problem_awareness abstractions augmented_reality Friedrich_Hayek 23andMe 5_W’s information-poor location_data Immanuel_Kant hard_to_measure inaccessibility new_markets uncharted_problems easy-to-measure frameworks model-making worldviewshttps://pinboard.in/u:jerryking/b:3730a24b71c8/Small words make a big difference: how to ask incisive usability questions for richer results | Loop112014-12-18T16:38:32+00:00
http://www.loop11.com/small-words-make-a-big-difference-how-to-ask-incisive-usability-questions-for-richer-results/
jerrykingquestions open-ended brevity howto insights rhetoric Romans Greek focus incisiveness 5_W’s small_moves concision conversations asking_the_right_questions bite-sizedhttps://pinboard.in/https://pinboard.in/u:jerryking/b:acdc6ae57ba3/Surprise business result? Explore whether it is a hidden opportunity2013-01-18T15:31:19+00:00
https://docs.google.com/document/d/1stTEQxNlfJdkfALausjRNRKJkxBtUOnfERyw2b_2etE/edit
jerryking>anomalies<< that signal a potential business opportunity from those that are merely >>one-time events<<. The key is to examine the pattern of unusual performance over time. The customer who consistently buys high volumes or the market that outperforms the average year after year are, by definition, not random. Is there an underlying cause that can be identified and then replicated elsewhere?
Finally, you need to understand the precise mechanisms that animate the anomalies you identify. Why is the unusual pattern of performance happening? What specific features of the product or the local environment or the customer experience are bringing it about? Don’t accept the usual first-order explanations. It’s not enough to know that a particular customer has been loyal for years; find out precisely why.
It’s up to senior management to create the forum for asking why and to persist until the question is answered with genuine insight.
]]>metrics George_Stalk_Jr. BCG anomalies growth opportunities customer_insights surprises quizzes ratios pattern_recognition insights questions first-order second-order OPMA Waudware curiosity new_businesses one-time_events signals noise overlooked_opportunities latent hidden averages information_systems assessments_&_evaluations randomness 5_W’s systematic_approaches possibility_space outliershttps://pinboard.in/https://pinboard.in/u:jerryking/b:b0f565a0950c/Everything I know I learned at Western, plus a little extra2013-01-08T04:21:53+00:00
http://www.alumni.uwo.ca/connect/publications/young-alumni-magazine/ya_2006.pdf
jerryking>complex problems<<:
(1) Write down what you know.
(2) Write down what you’re trying to figure out. [i.e. = " what are you solving for?"]
(3) Write down the tools you’ve mastered that might get you from here to there.
It’s not a technique, really, just an attitude toward the known and >>unknown<<, which is why it’s all I’ve retained from my failed years as a science student. I’ve learned that politicians who approach problems with the same attitude — What do you have? What do you need? How can you get from here to there? — are likelier to succeed than the ones who hope to coast on “charisma” or “electability” or, Lord save us,“vision.”
At school, the kids who sat at the front of the lecture hall and closed the library every night [i.e. = "keeners"] actually did better. The same is true in life.]]>Paul_Wells UWO problem_solving unknowns information_gaps charisma attitudes politicians visionaries electability 5_W’s complex_problems think_threes what_are_you_solving_for? keenershttps://pinboard.in/https://pinboard.in/u:jerryking/b:5f68b7ff9239/You Should Have Asked - The Art of Powerful Conversation2012-11-22T12:14:57+00:00
http://www.stuartknightproductions.com/book/
jerryking>memorable<< to that person.
(5) Make yourself likeable and have fun.
ENTER STAGE LEFT:PART TWO QUESTIONING
Part Two Questioning
is the quickest way to get to the core of who a person truly is.It’s the easiest and one of the most effective things you can do to create powerful conversations. Are you ready for the secret? All you have to do is ask questions on the answers you have just been given.
These questions are normal and in fact I use them myself to start a conversation. The problem arrives about one second after the person has answered the Stock Question. After asking a Stock Question, most people make one of two mistakes. The first mistake made is they ask a mediocre follow-up question. The second mistake made is they ask a brand new question entirely.The **smallest shift** can make the biggest difference. Talk to women about the female orgasm and they will confirm this to be true!
]]>conversations Communicating_&_Connecting questions quizzes second-order small_talk 5_W’s Stuart_Knight small_moves mistakes follow-up_questions authenticity vulnerabilities memorableness question-askers small_differenceshttps://pinboard.in/https://pinboard.in/u:jerryking/b:73ebe64af098/Start With Why2012-05-29T00:07:54+00:00
http://www.startwithwhy.com/
jerrykingbooks entrepreneurship inspiration marketing Terry_O'Reilly 5_W’shttps://pinboard.in/https://pinboard.in/u:jerryking/b:a2561e77769d/Seth's Blog: Why ask why?2012-05-14T23:55:40+00:00
http://sethgodin.typepad.com/seths_blog/2012/05/why-ask-why.html
jerrykingSeth_Godin say_"no" change_your_mind 5_W’s questionshttps://pinboard.in/https://pinboard.in/u:jerryking/b:5d61d47910a8/Tips for asking better questions2012-03-15T18:40:55+00:00
http://notes.pinboard.in/u:jerryking/f1950df44d2908ed0c1b
jerrykingReid_Hoffman tips LinkedIn Communicating_&_Connecting questions conversations adjustments generosity wide-framing narrow-framing 5_W’s follow-up_questions level_of_analysis self-betterment question-askershttps://notes.pinboard.in/https://pinboard.in/u:jerryking/b:877273bf4f7c/Tackling Canada's thorniest issue2011-10-31T18:04:13+00:00
http://proquest.umi.com.ezproxy.torontopubliclibrary.ca/pqdweb?did=1058002291&sid=5&Fmt=3&clientId=1525&RQT=309&VName=PQD
jerryking>wisdom's<< >>first principle<< -- an appreciation of >>complexity<<.
Mr. Stackhouse was an eyewitness rather than an "I" witness. He invited readers to understand what he saw and heard rather than what he ate for lunch. The best journalists are shoe-leather sociologists who ask, listen and observe.
Mr. Stackhouse displayed a rare gift as a foreign correspondent for asking the right questions, understanding the answers and conveying the complexities of what he found. What worked for him in the developing world was perfectly suited to tackling Canada's thorniest issue: relations between aboriginals and the rest of us.
His series seemed effortlessly written, the way people at the top of their game make whatever they do appear easy.]]>Jeffrey_Simpson John_Stackhouse aboriginals journalists journalism complexity wisdom 5_W’s curiosity developing_countries asking_the_right_questions first_principleshttps://pinboard.in/https://pinboard.in/u:jerryking/b:b32c6e440506/SPEECHCRAFT - IMPROMPTU SPEAKING – Speaking Without Preparation2011-10-24T13:43:52+00:00
http://webuser.bus.umich.edu/organizations/umbstoastmasters/file/members/prepare/impromtuspeakinghints.pdf
jerrykingtips public_speaking speeches Communicating_&_Connecting improvisation impromptu 5_W’s think_threes brevity concision frameworks clarity structure mental_organization structured_thinking outlining organize_your_thinking thinking_on_your_feethttps://pinboard.in/https://pinboard.in/u:jerryking/b:94e37da8018d/Voice of Influence2010-10-18T09:07:17+00:00
http://www.time.com/time/printout/0,8816,2024094,00.html
jerrykingFareed_Zakaria profile sense-making foreign_policy politics economics trends popular_culture public_discourse journalism public_intellectuals connecting_the_dots engaged_citizenry worldviews 5_W’shttps://pinboard.in/u:jerryking/b:b093f716ecce/A new Globe, but timeless principles2010-10-02T20:41:19+00:00
http://proquest.umi.com.ezproxy.torontopubliclibrary.ca/pqdweb?did=2151227581&sid=1&Fmt=3&clientId=1525&RQT=309&VName=PQD
jerryking>executive power<<, and protects the freedoms of speech & commerce....Our website today is different, too,, building on globeandmail.com's award as the best newspaper-affiliated site in the world.
Today it has more matter, depth and resources, from >>community groups<< to financial tools to Emmy Award-winning videos. Together, the changes in print and online are based on technology: new presses for the newspaper, and rapidly expanding h/w and s/w for our websites, mobile channels and tablet apps. But technology cannot replace human journalism, the basic task of finding answers to the great questions of the times.
]]>newspapers inspiration editorials public_affairs credos websites journalists journalism redesign Globe_&_Mail 5_W’s free_speech Parliament principles timeless liberal_democracies executive_power community_groupshttps://pinboard.in/u:jerryking/b:7c846ae9e8a2/A dizzying world of insight lurks beyond the averages2009-10-26T03:38:19+00:00
http://proquest.umi.com/pqdweb?did=1325994941&sid=2&Fmt=3&clientId=11263&RQT=309&VName=PQD
jerrykingGeorge_Stalk_Jr. strategic_thinking insights BCG management_consulting competitive_advantage questions extremes laggards decision_making anomalies leading-edge quizzes ratios second-order averages 5_W’s base_rates outliers possibility_spacehttps://pinboard.in/u:jerryking/b:6cff24bbe395/Bain & Company chairman Orit Gadiesh on the importance of curiosity - HBR.org2009-08-31T16:40:28+00:00
http://hbr.harvardbusiness.org/2009/09/bain--company-chairman-orit-gadiesh-on-the-importance-of-curiosity/ar/pr
jerrykingBain HBR curiosity questions second-order follow-up_questions management_consulting Orit_Gadiesh women 5_W’s asking_the_right_questionshttps://pinboard.in/u:jerryking/b:5a53e6684e20/Making Old Media New Again - WSJ.com2009-04-21T12:51:33+00:00
http://online.wsj.com/article/SB123958338833312319.html
jerrykingL._Gordon_Crovtiz newspapers digital_media creative_renewal books WSJ print_journalism financial_markets news implications journalism 5_W’shttps://pinboard.in/u:jerryking/b:be9e468deb82/Rage against the routine2009-04-04T07:15:22+00:00
http://www.canadianbusiness.com/shared/print.jsp?content=20070917_12300_12300&adZone=homepage&pubZones=/shared/blank.jsp%7C/content/HOMEPAGE/HOMEPAGE_SHARED_SIDE_AD_HTML.jsp
jerryking>Learn to see<< and listen
with heightened senses. Say “Tell me more” more often. And take time to
ask two questions: “Why?” and “Why not?”.
]]>Seth_Godin creativity inspiration innovation Rick_Spence time-management creative_renewal conversations questions timeouts quizzes routines ideaviruses 5_W’s boredom novelty learning_to_seehttps://pinboard.in/u:jerryking/b:43bd46207a88/Nouriel Roubini Says Nationalizing the Banks Is the Market-Friendly Solution - WSJ.com2009-02-22T22:18:46+00:00
http://online.wsj.com/article/SB123517380343437079.html
jerryking>bubble<< years, everyone becomes a >>cheerleader<<, including the media. This is when journalists should be asking tough questions...there was a failure there. More financial and business journalists, in the good years, should have asked, 'Wait a moment, if this man, or this firm, is making a 100% return a year, how do they do it? Is it because they're smarter than everybody else.......or because they're taking so much risk they'll be bankrupt two years down the line?'[i.e. = "asking the right questions"] In the bubble years, no one asked the >>hard questions<<. A good >>journalist<< has to be one who, in good times, challenges the >>conventional wisdom<<. If you don't do that, you fail in one of your duties."
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a healthy dose of reality and skepticism is always a good idea. ]]>economics crisis ECONOMY finance nourielroubini banking recessions bailouts journalists journalism nationalizations hard_questions financial_journalism 5_W’s questions skepticism asking_the_right_questions cheerleading conventional_wisdom bubbleshttps://pinboard.in/u:jerryking/b:9ad01995923c/globeandmail.com - Is the answer to business success a never-ending question?2009-01-24T03:54:58+00:00
http://www.theglobeandmail.com/report-on-business/careers/management/is-the-answer-to-business-success-a-never-ending-question/article1341593/
jerryking>organized approach<< to developing >>thought-provoking<< questions.
Identifying
The source for questions already exist around us, in books, white papers, journals, brochures, competitive intelligence, market research and technical documents. Consider the various outside experts, industry leaders, competitors, suppliers, customers, and even family members who already ask questions about your workplace. "With a little imagination, the sources for questions are nearly endless," she says.
Collecting
Send an e-mail to 30 people asking "what questions should be asked before taking on a new project?" A helpful question to start that process is: "What are all the questions that people might answer in order to address the company's goals, challenges or problems?" Collect questions in advance of decision-making meetings to help plan each session better and make it more effective.
Organizing
Look for patterns that will indicate the categories that the questions can be stored in, for appropriate retrieval when needed.[i.e.= "categorization" /"information_baskets"] Sometimes the topic might have an industry standard categorization already.
Refining
Although it's common to begin brainstorming with "there's no such thing as a bad question," not all questions are good ones. So keep refining your questions to make sure they are open-ended, not easy to answer, and provocative.
Follow Kipling
Rudyard Kipling : What and Why and When and How and Where and Who." A good QuestionBank contains a mix of those question types. Two of the most provocative questions you can ask are: "What or how might people change or improve ____ to ____?" and "What new or different ideas might change or improve _____?"
Ownership
Make sure somebody is accountable for each QuestionBank, ensuring periodic improvements and maintenance. That person should be in a position of responsibility in the organization.]]>innovation questions Rudyard_Kipling pattern_recognition open-ended insights Dr.Alexander's_Question inquisitiveness 5_W’s prospecting systematic_approaches career creativity Harvey_Schachter incisiveness thought-provoking categorization information_baskets continuous_improvements self-betterment self-improvement organize_your_thinkinghttps://pinboard.in/u:jerryking/b:08c86244d034/reportonbusiness.com: Asking 'why' again and again is harder than you think, but it works2009-01-13T06:03:41+00:00
http://proquest.umi.com/pqdweb?did=1473049551&sid=1&Fmt=3&clientId=11263&RQT=309&VName=PQD
jerrykingroot_cause George_Stalk_Jr. BCG questions thinking_backwards 5_W’s work-back_schedules second-order follow-up_questionshttps://pinboard.in/u:jerryking/b:19bd035a19cd/