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AI as a System

7 May 2024 by Clark Leave a Comment

At the recent Learning Guild‘s Learning & HR Tech Solutions conference, the hot topic was AI. To the point where I was thinking we need a ‘contrarian’ AI event! Not that I’m against AI (I mean, I’ve been an AI groupie for literal decades), I think it’s got well-documented upsides. (And downsides.) Just right now, however, I feel that there’s too much hype, and I’m waiting for the trough of disillusionment to hit, ala the Gartner hype cycle.  In the meantime, though, I really liked what Markus Bernhardt was saying in his session. It’s about viewing AI as a system, though of course I had a pedantic update to it ;).

So, Markus’ point was that we should separate out data from the processing method. Markus presented a simple model to think about AI that I liked. In it, he proposed three pieces that I paraphrase:

  • the information you use as your basis
  • the process you use with the information
  • and the output you achieve

Of course, I had a quibble, and ended up diagramming my own way of thinking about it. Really, it only adds one thing to his model, an input! Why?

So I have the AI system containing the process and data it operates on. I like that separation, because you can use the same process on other data, or vice versa. As the opening keynote speaker, Maurice Conti, pointed out, the AI’s not biased, the data is. Having good data is important. As is having the right process to achieve the results you want (that is, a good match between problem and process; the results are the results ;). Are you generating or discriminating, for instance? Then Markus said you get the output, which could be prose, and image, a decision, …

However, I felt that it’s important to also talk about the input. What you input determines the output. With different queries, for instance, you can get different results. That’s what prompt engineering is all about! Moreover, your output can then be part of the input in an iterative step (particularly if your system retains some history). Thus, thinking about the input separately is, to me, a useful conceptual extension.

It may seem a trivial addition, but I think it helps to think about how to design inputs. Just as we align process with data for task, we need to make sure that the input matches to the process to get the best output. So, maybe I’m overcomplicating thinking about AI as a system. What say you?

Concept Maps and Learning

3 August 2021 by Clark 1 Comment

Once again, someone notified me of something they wanted me to look at. In this case, a suite of concept maps, with a claim that this could be the future of education. And while I’m a fan of concept maps, I was suspicious of the claim, So, while I’ve written on mindmaps before, it’s time to dig into concept maps and learning.

To start, the main separation between mindmaps and concept maps is labels. Specifically, concept maps have labels that indicate the meaning of  connections between concepts. At least, that’s my distinction. So while I’ve done (a lot of) mindmaps of keynotes, they’re mostly of use to those who also saw the same presentation. Otherwise, the terms and connections don’t necessarily make sense. (Which doesn’t mean a suite of connections can’t be valuable, c.f. Jerry’s Brain, where Jerry Michalski has been tracking his explorations for over two decades!) However, a concept map does a better job of indicating the total knowledge representation.

I know a wee bit about this, because while writing up my dissertation, I had a part-time job working with Professor  Kathy Fisher and SemNet. Kathy Fisher is a biologist and teacher who worked with Joe Novak (who can be considered the originator of concept mapping). SemNet is a Macintosh concept mapping tool (Semantic Network) that Kathy created and used in teaching biology. It allows students to represent their understanding, which instructors can use to diagnose misconceptions.

I also later volunteered for a while with the K-Web project. This was a project with James Burke (of Connections fame) creating maps of the interesting historical linkages his show and books documented. Here again, navigating linkages can be used for educational purposes.

With this background, I looked at this project. The underlying notion is to create a comprehensive suite of multimedia mindmaps of history and the humanities. This, to me, isn’t a bad thing! It provides a navigable knowledge resource that could be a valuable adjunct to teaching. Students can be given tasks to find the relationships between two things, or asked to extend the concept maps, or… Several things, however, are curious at least.

The project claims to be a key to the future of global education. However, as an educational innovation, the intended pedagogical design is worrisome. The approach claims that “They have complete freedom to focus on and develop whichever interests capture their fancy.” and “…the class is exposed to a large range of topics that together provide a comprehensive and lively view of the subject…”  This is problematic for two reasons. First, there appears to be no guarantee that this indeed will provide comprehensive coverage. It’s possible, but not likely.

As a personal example, when I was in high school, our school district decided that the American Civil War would be taught as modules. Teachers chose to offer whatever facets they wanted, and students could take any two modules they wanted. Let me assure you that my knowledge of the Civil War did not include a systematic view of the causes, occurrences, and outcomes, even in ideologically distorted versions. Anything I now know about the Civil War comes from my own curiosity.

Even with the social sharing, a valuable component, there appears to be no guidance to ensure that all topics are covered. Fun, yes. Curricularly thorough, no.

Second, presenting on content doesn’t necessarily mean you’ve truly comprehended it. As my late friend, historian Joseph Cotter, once told me, history isn’t about learning facts, it’s about learning to think like a historian. You may need the cultural literacy first, but then you need to be able to use those elements to make comparisons, criticisms, and more.  Students should be able to  think with these facts.

Another concerning issue in the presentation about this initiative is this claim: “reading long passages of text no longer works very well for the present generation of learners. More than ever, learners are visual learner [sic].” This confounds two myths, the digital native myth with the learning styles myth. Both have been investigated and found to be lacking in empirical support. No one likes to read long passages of text without some intrinsic interest (but we can do that).

In short, while I laud the collection, the surrounding discussion is flawed. Once again, there’s a lack of awareness of learning science being applied. While that’s understandable, it’s not sufficient.  My $0.05.

New recommended readings

8 June 2021 by Clark Leave a Comment

My Near Book ShelfOf late, I‘ve been reading quite a lot, and I‘m finding some very interesting books. Not all have immediate take homes, but I want to introduce a few to you with some notes. Not all will be relevant, but all are interesting and even important. I‘ll also update my list of recommended readings. So here are my new recommended readings. (With Amazon Associates links: support your friendly neighborhood consultants.)

First, of course, I have to point out my own Learning Science for Instructional Designers. A self-serving pitch confounded with an overload of self-importance? Let me explain. I am perhaps overly confident that it does what it says, but others have said nice things. I really did design it to be the absolute minimum reading that you need to have a scrutable foundation for your choices. Whether it succeeds is an open question, so check out some of what others are saying. As to self-serving, unless you write an absolute mass best-seller, the money you make off books is trivial. In my experience, you make more money giving it away to potential clients as a better business card than you do on sales. The typically few hundred dollars I get a year for each book aren‘t going to solve my financial woes! Instead, it‘s just part of my campaign to improve our practices.

So, the first book I want to recommend is Annie Murphy Paul‘s The Extended Mind. She writes about new facets of cognition that open up a whole area for our understanding. Written by a journalist, it is compelling reading. Backed in science, it’s valuable as well. In the areas I know and have talked about, e.g. emergent and distributed cognition, she gets it right, which leads me to believe the rest is similarly spot on. (Also her previous track record; I mind-mapped her talk on learning myths at a Learning Solutions conference). Well-illustrated with examples and research, she covers embodied cognition, situated cognition, and socially distributed cognition, all important. Moreover, there‘re solid implications for the redesign of instruction. I‘ll be writing a full review later, but here‘s an initial recommendation on an important and interesting read.  

I‘ll also alert you to Tania Luna‘s and LeeAnn Renninger‘s Surprise. This is an interesting and fun book that instead of focusing on learning effectiveness, looks at the engagement side. As their subtitle suggests, it‘s about how to Embrace the Unpredictable and Engineer the Unexpected. While the first bit of that is useful personally, it‘s the latter that provides lots of guidance about how to take our learning from events to experiences. Using solid research on what makes experiences memorable (hint: surprise!) and illustrative anecdotes, they point out systematic steps that can be used to improve outcomes. It‘s going to affect my Make It Meaningful  work!

Then, without too many direct implications, but intrinsically interesting is Lisa Feldman Barrett‘s How Emotions Are Made. Recommended to me, this book is more for the cog sci groupie, but it does a couple of interesting things. First, it creates a more detailed yet still accessible explanation of the implications of Karl Friston‘s Free Energy Theory. Barrett talks about how those predictions are working constantly and at many levels in a way that provides some insights. Second, she then uses that framework to debunk the existing models of emotions. The experiments with people recognizing facial expressions of emotion get explained in a way that makes clear that emotions are not the fundamental elements we think they are. Instead, emotions social constructs! Which undermines, BTW, all the facial recognition of emotion work.

I also was pointed to Tim Harford‘s The Data Detective, and I do think it‘s a well done work about how to interpret statistical claims. It didn‘t grip me quite as viscerally as the afore-mentioned books, but I think that‘s because I (over-)trust my background in data and statistics. It is a really well done read about some simple but useful rules for how to be a more careful reviewer of statistical claims. While focused on parsing the broader picture of societal claims (and social media hype), it is relevant to evaluating learning science as well.  

I hope you find my new recommended readings of interest and value. Now, what are you recommending to me? (He says, with great trepidation. ;)

An ATD TK2020 retrospective #ATDTK

11 February 2020 by Clark Leave a Comment

This past week, I spent two days at ATD’s Techknowledge conference. I gave a talk on ‘transforming learning’, and another (largely) on myths. And I participated in a couple other things, including helping out a colleague for  her session. But I want to reflect on the rest of the event. So here’s an ATD TK2020 retrospective.

First, I should note, I did  not mindmap the keynotes (in case you missed them). I used to do it all the time. However, the app that I used to do it has a new edition out, and it’s pricey.  And, I don’t have enough other use for it. I can sketch out ideas in my note-taking app. So…guess that’s gone by the wayside. We’ll see if I find out an alternative.

I  did try to take notes. And, because I’d read recently that drawing was a better note-taking technique (don’t recall the exact link, but this suggests the benefit), I  tried to draw. Old habits…I mostly wrote. And they weren’t worth publishing.

The conference itself was interesting because they were experimenting. For instance, there was no expo. Vendors had suites, and several tried to get me to meet with them. But didn’t have a viable business case for me to care (I’m not a candidate for your LMS, for instance ;). And they were set up to have several simultaneous speakers at the same time. Even on the same stage!

What I’m talking about here is that there was this little audio device you hung around your neck. It had 6 channels, and a plug for earphones (also provided). So, right after the opening keynote, there was the first of what they called ‘supersessions’. Here, three people were up on different parts of the same stage, and gave three different talks. You set the channel to the one you wanted to hear (or the two you wanted to switch between ;). And, it worked. Largely. One of the presenters for one of the sessions kept running around and interacting (interrupting) the others.

And there were six stages in one room, and you could jump between them, or sit and listen to one. Without, note, being distracted by the others. On the other hand, it was hard to have audience interaction. They couldn’t hear one another, and for instance the one I did I really could’ve benefited from a flip chart (which I asked for but didn’t get).  Still, it largely worked.

There were some more traditional talks in another room (I did one of those, too). And they were, well, familiar. Not that that’s a bad thing.

One other thing that was interesting was a ‘hackathon’. Here, a worthwhile not-for-profit posed a challenge and volunteers were divided up into teams to address it. Unfortunately, it seemed to be more focused on visual design. I tend to think that infusing learning science is more likely to be a problem in their elearning.  (So, of course, I made that my own challenge.) Still, it helped the org, and provided an opportunity to interact.

I ran into my friends and colleagues more, and the discussions were perhaps a little easier to engage in. I liked the more intimate feel. Though I confess to having missed the expo (perhaps because I couldn’t find as much to criticize!). And the food was quite good (the Wed lunch in particular).

I did note that there were still some zombies running around. There was a dialog between two folks who were supposedly talking about the future of work, but played a lot of the ‘millennial’ card. Bad speaker, no Twinkie!

Overall, I laud their willingness to experiment. I know the Guild does a fair bit of it as well, but this was more unusual from a large (and often inflexible) organization. As a fan of ‘learning out loud’, I hope it’s useful to provide an ATD TK2020 retrospective, and if you were there, I welcome your thoughts!

Cognitions By Contexts

20 June 2019 by Clark Leave a Comment

I have, in the past, talked about the three cognitions: situated, distributed, and social. Similarly, I talk about aligning with the contexts: how we think, work, and learn. I then wondered about how they interacted. Naturally, I diagrammed it (surprise, right?). I created the 3 x 3 matrix, and then tried to fill the boxes.  So here’s some preliminary thoughts (ok, they’ve already been processed a few times) on considering cognitions by contexts.

The intersections do point to some implications.  Cutting through the contexts by cognitions, we can make some prescriptions. When we think of Situated by Think, I suggested experimentation as a mechanism to help resolve unclear outcomes. Situated by Work suggested the ambiguity inherent in new situations, and suggested supporting addressing that. Finally, Situated for Learning suggests the need for meaningful practice.

Similarly, when we look at Distributed by Thinking, I considered the need to represent understanding concretely. For Work, it’s about using external tools to support effective performance, e.g. performance support. For Learning, it’s about blending learning  across a variety of elements: technologies, interaction methodologies, etc, to support successful outcomes.

Social is a bit of a conflict, because I often mean that as a reflection of ‘work’. Here, however, I’m considering Work as ‘getting stuff done’. (Note to self: reconcile this!). So Social and Think is the notion of sharing the results (hmm, pondering in next paragraph). Social and Work is collaboration & cooperation, working together specifically on projects and also more broadly a willingness to contribute when/where/ever. Finally, Social for learning is social assignments.

Which makes me think that the whole ‘Think’ line could be Harold Jarche’s Seek > Sense > Share model, and then we’re talking about the Situated Thinking would be continually seeking new information to help settle ambiguity. Which is a nice idea I might put in, but then I have to consider where I put experiment. That may have to go in with ‘represent’  in Distributed and Think.

I also, as an experiment, decided to swap the labels (horizontal for vertical), and see if I came up with the same inputs. And, no, I didn’t. That’s my  next  post, the swapped version. It won’t be ’til the beginning of July, because next week I’m speaking at the Realities 360 conference, and will be posting mindmaps of the keynotes, if all things go per usual. And there’ll be a reconciliation after that, as the above paragraph suggests. Stay tuned! But here you see me ‘think out loud’ as I try to consider Cognitions By Contexts. I welcome any thoughts of yours!

#LSCon 19 Reflections

5 April 2019 by Clark Leave a Comment

It’s hard to think of now, but last week I was at the Learning Solutions conference. And I had a really great time. I didn’t see as much as I’d like (as you ‘ll see, I was busy), but there were some really worthwhile learnings, and some fun as well. Here are my conference reflections.

For the first time, I rented a scooter. That was a learning all in itself. I’d been having pain, and walking was the  worst. The scooter was a way to address that, and it did. I scooted around and avoided much walking. Not all, but a lot. And it was fun to zoop around, but…it was hard to maneuver in small spaces. Like the necessary elevators. And my room. I tried to slow down and do it carefully, and that worked to an extent, but it wasn’t pretty.

Decorated mobility scooterThe great part was that, having heard of my plight, some friends descended upon my ride and tarted it up with glitter and dangly things. And, best of all, caution tape. Very appropriate. Very much appreciated!  And it wasn’t even too hard to take off at the end.

Thus, I was happy to zoom to my room to run my pre-conference workshop on learning experience design. It was designed as an integration of Engaging Learning and the Serious eLearning Manifesto.    I snuck a bit of ‘transformation‘ in there as well.  The evaluations aren’t back yet, but I think overall it achieved the purpose. One attendee later suggested an improvement that I’d agree on (allowing learners to choose from the topics to workshop on). Always learning!

That evening, we did something I’d never done, Presentation Roulette. The speakers (I agreed to be one, without having seen it before; I do like experimenting [read: living dangerously]) choose a random title out of a sock (well, it was clean) and are then given a deck that Bianca Woods of the Guild had developed for that title, including the silliest pictures she could find on the web. As she describes it, a mashup of presentations and improv comedy.  It was very fun, and in particular extremely funny; the other presenters did great jobs. I’ll attend again even if I don’t present!

Tuesday was a normal day (e.g. I didn’t present). As usual, I mindmapped the keynotes (several posts back), cruised the floor, and attended some sessions. The panels were good. I attended the one on the Future of ID, and the comments were insightful about how the tools and goals were changing. Similarly the one on the Future of Work had a convergent message I resonated with, that we need to focus on using tech to augment us on the stuff we’re good at, not try to fight off automation of rote tasks. I also took some time off for calls and work.

That evening, after dinner, some friends and colleagues (they’re the same folks) came over to my suite. (I have gotten lots of accommodations for my situation; and I’m  very grateful.)  Fueled by libations, we proceeded to gin up an evil plan to control the world (or at least the market).  Politically correct it wasn’t, fun it was.  Too late to bed.

The next day I was part of the Guild Master panel with about 14 participants. Too many!  Great thoughts, and I tried to stifle myself and only make the most cogent points. Apparently I still spoke a little too much. I blame it on this blogging, it gives me lots of thoughts. :) The points I wanted to make were, not surprisingly, about the need for getting back to basics in learning design, and to look beyond optimal execution to continual innovation.

I also sat in an ARK Kit presentation. It made AR seem almost within reach. At this time you still do need some coding, but if it progresses like many tools, much will soon become at a higher level of ability to describe what you want and make it so.

I still wasn’t done, as later that day I also gave my ‘professionalism and myths’ talk. The audience was small but enthusiastic. I do believe we made some converts. I added in not just debunking myths, but how to talk to folks who buy into it. There’s a little learning science in it as well. We really do need to be on a sound basis before we can have credibility.

I have to say, delightedly, that I continue to have folks say that my books have helped them. Different books for different folks, but something I love to hear. As an author, you get some idea of the sales, but none of the impact. Some of these were small effects, and some were “I’ve used this to change my/our practice.”  That’s what it’s about, after all, you write a book to effect change. I’m grateful for those who share this insight!  In particular, I hear lots of folks using the Myths book in their orgs to counter employees/customers’ misguided intentions. The Revolution book still (or, perhaps,  now) has influence. And I still hear about the Games book!

I also slipped away with some more conspirators and experienced  The Void. It  was  hard on my legs (I went with cane, not scooter), mostly because they didn’t have anywhere to sit while you waited!?!?!  (I gave them a serve in the too-long post-experience survey.) However, it’s very cool: a compelling experience and great implications for learning. Embedded performance? That would be ‘yes’.

The keynotes, by the way, were excellent  AND…  I’ve heard over the years that conference organizers say it’s hard to have diversity in speakers. All white males (e.g. me ;), or at least white.  This time, there were two women, and two blacks, out of three people. With good messages.  It was inspiring to hear and to see!  Kudos to David Kelly and the Guild for managing to debunk the barrier.

There was some discussion of whether there was a place for those who proselytize learning science or it was all going commercial and cheap. I feel like there’s a growing interest in the science, but I’m frequently a year or several ahead of the market. In this case, I want to yell “make me right!”  This is a field I care about, and we can be doing so much good. I want us to capitalize on that potential. There were new folks looking for solutions and the opportunity to grow. I hope we can make that happen in a positive direction.

Overall, it was a success. I had time with smart colleagues, saw interesting sessions, and met new folks. I presented and got feedback, which is a great cycle. And it was another chance to immerse myself in the state of the industry. Here’s to continual improvement.

 

 

And the myths go on

6 November 2018 by Clark Leave a Comment

Yet another silly post I stumbled upon.  And last week at a conf someone said they liked my take-downs. If you disagree, let me know, but otherwise here’s yet another bunch of marketing hype.  Hopefully no one uses this for any real decisions!

This one talks about ‘generation Z’, and implications for L&D. Ok, so we’re off on the wrong foot from the get-go.  These are listed as 1995-2014. (Er, um, as Jessica Kriegel pointed out last week, isn’t the whole point of the millennial label that they’re ‘2000’? )  However, there’s no evidence to point to reliable generational differences. What differences there are can be attributed to age, and it’s still a form of age discrimination, how about treating people by how they individually behave?

So there’s a list of differentiators, sourced from elsewhere. You go to the elsewhere, and it’s preferences, and anecdotal. Neither one are good bases for making broad claims. There are several cites in the list, as well. From marketing sites. So the author clearly doesn’t understand good data.  What are they talking about? Here’s a subset:

  • Digital multitaskers: well, we know that’s inefficient, but haven’t we seen that taken up by device, not age group? It’s certainly true for millennials as well, and seems to be true for everyone who’s gotten on to mobile devices.
  • Secretly social: (wth?) they share, but with control. As do most astute folks beyond high school.
  • Diverse: er, yes, so’s the whole US. And, more and more, the world. How is this definitional? And do you think they really don’t still have biases?
  • Quick Information Processors/Communicators:  dealing with chunks, quickly but not necessarily accurately. Isn’t that, er, just kind of human?

The recommendations list is similarly silly:

  • Update job descriptions: make sure they’re up-to-date.  Really?  This isn’t just good practice?
  • Expunge bias: ditto
  • Go where the talent is: use appropriate social media. C’mon, already; any other statements of the obvious?
  • Benefits: emphasize the WIIFM. Can you imagine?

The overarching theme here is ‘do good things’.  Why isn’t this appropriate for  every job search?  And the same thing continues when recommendations for your courses:

  • Digital and Visual Content: Use media? Really?  Who’d have thought of it?
  • Reassess your Library and Curricula: you don’t need diversity, but you do need soft skills. Here I think there is bad advice, instead of the generally ‘best principles argued for the wrong reasons’.  Just because you hear more messages of tolerance (yay!), doesn’t mean you know how to be inclusive, and are aware of unconscious bias. (That’s why it’s  unconscious!)

And the same overall pattern of good advice pretending to be specific to a generation holds true for the final list.   (I’m paraphrasing the advice here):

  • Embrace diversity
  • Provide social connection tools
  • Give them the ability to contribute
  • Include them
  • Don’t try to ‘own’ their time

Tell me if you think any of these should be not true for other folks than these new folks?  I think this approach is a bad idea, overall. You’re providing decent advice (er,  mostly), but doing so through a myth-perpetuating framing. That’s still myth-perpetuating!

Ok, so this was from a company that’s trying to flog their services. It still seems like it’s written by a person more focused on marketing than matter. And I think we need to unpack these, and push back. Generation Z is just as discriminatory as millennials,  gender, and other differences that are attempts to avoid dealing with people as individuals.  If we don’t kick up our heels, we won’t get better efforts. And we should.

Question: values?

22 August 2018 by Clark Leave a Comment

So, I’m wrestling with how to characterize useful changes in an organization. I’ve been compiling a list of different tactics (e.g. implement coaching, show-your-work, support curation, etc), and want to map them to the changes you’ll get in the organization. I’ve wanted to tie them to another set of various outcomes: improved participation, innovation, etc. But, while I have the strategies, I’m looking at what breakdowns of outcomes are some minimal useful set. I’ll lay out my  very preliminary set of thoughts around the values we’re trying to develop/influence, and I welcome input, pointers, what have you.

My goal, I should be clear, is to try to take specific changes we want in an organization, and have them linked to specific tactics.  And, of course, a new school approach.  That is, tactics that move organizations into directions that create learning organizations.

I start with the three elements Dan Pink talks about in his book  Drive.  In it, he lists three core motivators of employees: Purpose, Autonomy, and Mastery (this is my order, not his).  Purpose is  why what you’re doing matters.  What does this do for the org, and that what the org is doing also matters. Then, autonomy is when you’re given the freedom to pursue your purposes.  Now, you may not be completely capable of that, so there’s support for mastery, to develop the capabilities to succeed. I think these are all great, but are they sufficient in and of themselves? Are these the right things to want to impact?

I’m also a fan of Amy Edmondson’s quadrant model of psychological safety and accountability. Without either, you’re loafing. With just safety, you’re happy. With just accountability, you’re fearful. But if you’ve accountability  and  safety, you get results.  This draws upon the richer work of Garvin, Gino, and Edmondson on the components of innovation.  That model adds time for reflection, diversity, and openness to new ideas. Is this a better way to think about it?

There’re also personal values (which might be organizational, too).  Barack Obama, in his keynote to ATD 2018, had two very simple ones: be kind, and be useful.  I’ve extended that out one notch, to include three: responsibility (do the right thing, and  do something [useful]), integrity (honesty, do what you promise), and compassion (respect, helping, etc [kind]).  Is that a full set? Or is responsibility derivable from integrity? I’ve a collection of a suite of value proposals (five, with entries ranging from 5 – 8 core values).  Can you derive some of the others from the three I have? E.g. does courage come from integrity and responsibility? Does fairness come from compassion and integrity?  I don’t know.

And so, I’m not sure what the  right core set is.  Trust has to be in there somehow, but is that derivative from integrity?  And do I frame it from the change we want in the org, or the change in the people?  I’m inclined to the former.  And are they unitary, or can the tactics impact more than one? (Preliminary: more than one.)

Obviously, I’m at an early stage in formulating this.  I can beaver away on it on my own, but I’m happy to hear pointers, thoughts, etc.  Yes, I’m trying to diagram it too, but nothing coherent has  yet emerged.  So, once again, this is me ‘thinking out loud’.  Care to do similarly and share?

Chief Cognitive Officer?

13 February 2018 by Clark Leave a Comment

Businesses are composed of core functions, and they optimize them to succeed. In areas like finance, operations, and information technology, they prioritize investments, and look for continual improvement. But, with the shift in the competitive landscape, there‘s a gap that’s being missed. And I‘m wondering if a focus on cognitive science needs to be foregrounded.

In the old days, most people were cogs in the machine. They weren‘t counted on to be thinking, but instead a few were thinking for the many. And those who could do so were selected on that basis. But that world is gone.

Increasingly, anything that can be automated should be automated.   The differentiators for organizations are no longer on the execution of the obvious, but instead the new advantage is the ability to outthink the competition. Innovation is the new watchword.   People are becoming the competitive advantage.

However, most organizations aren‘t working in alignment with this new reality. Despite mantras like ‘human capital management’ or ‘talent development’, too many practices are in play that are contrary to what‘s known about getting the best from people. Outdated views like putting information into the head, squelching discussion, and avoiding mistakes are rife. And the solutions we apply are simplistic.

Ok, so neuroscientist John Medina  says our understanding of the brain is ‘childlike‘.   Regardless, we have considerable empirical evidence and conceptual frameworks that give us excellent advice about things like distributed, situated, and social cognition. We know about our mistakes in reasoning, and approaches to avoid making mistakes. Yet we‘re not seeing these in practice!

What I‘m suggesting is a new focus.   A new area of expertise to complement technology, business nous, financial smarts, and more.   That area is cognitive expertise. Here I’m talking about someone with organizational responsibility, and authority, to work on aligning practices and processes with what‘s known about how we think, work, and learn. A colleague suggested that L&D might make more sense in operations than in HR, but this goes further. And, I suggest, is the natural culmination of that thought.

So I‘m calling for a Chief Cognitive Officer. Someone who‘s responsibility ranges from aligning tools (read: UI/UX) with how we work, through designing continual learning experiences, to leveraging collective intelligence to support innovation and informal learning.   Doing these effectively are all linked to an understanding of how our brains operate, and having it distributed isn‘t working.  The other problem is that not having it coordinated means it‘s idiosyncratic at best.

One problem is that there‘s too little of cognitive awareness anywhere in the organization.  Where does it belong?  The people closest are (or should be) the L&D (P&D) people.  If not, what’s their role going to be?  Someone needs to own this.

Digital transformation is needed, but to do so without understanding the other half of the equation is sort of like using AI on top of bad data; you still get bad outcomes.  It’s time to do better. It’s a radical reorg, but is it a necessary change?  Obviously, I think it is. What do you think?

Let’s talk

9 January 2018 by Clark Leave a Comment

“Conversations are the stem cells of learning.” – Jay Cross

I recently read something that intrigued me. I couldn’t find it again, so I’ll paraphrase the message.  As context, the author was talking about how someone with a different world view was opining about the views of the author. And his simple message was “if you want to know what I, or an X, thinks, ask me or an X. Don’t ask the anti-X.”  And I think that’s important.  We need to talk together to figure things out. We have to get out of our comfort zone.

It’s all too evident that we seem to be getting  more divisive. And it’s too easy these days to only see stuff that you agree with.  You can choose to only follow channels that are simpatico with your beliefs, and even supposedly unbiased platforms actually filter what you see to keep you happy. Yet, the real way to advance, to learn, is to see opposing sides and work to find a viable resolution.

Innovation depends on creative tension, and we need to continue to innovate.  So we need to continue to engage.  Indeed, my colleague Harold Jarche points to the book  Collaborating with the Enemy  and argues that’s a  good thing.  The point is that when things are really tough, we have to go beyond our boundaries.  And life is getting more complex.

So I keep connections with a few people who don’t think like me, and I try to understand the things that they say. I don’t want to listen just to those who think like me, I recognize that I need to understand their viewpoints if we’re going to make progress.  Of course, I can’t guarantee reciprocity, but I can recognize that’s not my problem.

And I read what academic research has to say. I prefer peer-review to opinion, although I keep an open mind as to the problems with academic research as well. I have published enough, and reviewed many submissions, so I recognize the challenges.  Yet it’s better than the alternative ;).

This is, however, the way we have to be as professionals. We have to understand other viewpoints.  It matters to our world, but even in the small little worlds we inhabit professionally.  We need to talk.  And face to face. It matters, it turns out.  Which may not be a surprise.  Still, getting together with colleagues, attending events, and talking, even disagreeing (civilly) are all necessary.

So please, talk.  Engage.  Let’s figure stuff out and make things better. Please.

 

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