The rich text element allows you to create and format headings, paragraphs, blockquotes, images, and video all in one place instead of having to add and format them individually. Just double-click and easily create content.
A rich text element can be used with static or dynamic content. For static content, just drop it into any page and begin editing. For dynamic content, add a rich text field to any collection and then connect a rich text element to that field in the settings panel. Voila!
Headings, paragraphs, blockquotes, figures, images, and figure captions can all be styled after a class is added to the rich text element using the "When inside of" nested selector system.
The rich text element allows you to create and format headings, paragraphs, blockquotes, images, and video all in one place instead of having to add and format them individually. Just double-click and easily create content.
A rich text element can be used with static or dynamic content. For static content, just drop it into any page and begin editing. For dynamic content, add a rich text field to any collection and then connect a rich text element to that field in the settings panel. Voila!
Headings, paragraphs, blockquotes, figures, images, and figure captions can all be styled after a class is added to the rich text element using the "When inside of" nested selector system.
Someone who can see different business models and participates in creating hypotheses without being intimidated by a blank canvas.
Digital explorers look at the broader picture of what is possible where user need meets current (or potential) business capability.
Holistic performance and engagement solutions for today's HR leaders
"AWS CodeCommit is a secure, highly scalable, managed source control service that hosts private Git repositories. CodeCommit eliminates the need for you to manage your own source control system or worry about scaling its infrastructure."
AWS CodeDeploy makes it easier for you to rapidly release new features, helps you avoid downtime during application deployment, and handles the complexity of updating your applications. You can use AWS CodeDeploy to automate software deployments, eliminating the need for error-prone manual operations.
Automate continuous delivery pipelines for fast and reliable updates
Build beautiful sites for any browser or device. Quickly create and publish web pages almost anywhere with web design software that supports HTML, CSS, JavaScript, and more.
Design the incredible. Lifelike in every sense. Create stunningly real UI/UX designs and stand out from the rest.
Product management made easy with a flexible platform that helps you manage strategy, understand user needs, prioritize, and align your teams around clear roadmaps.
Connect everything. Achieve anything.Accelerate work and unlock potential with powerful apps that connect your data, workflows and teams.
Data-Driven. People Powered.With Analytics for All, anyone can solve problems by turning data into breakthrough insights.
Amazon is guided by four principles: customer obsession rather than competitor focus, passion for invention, commitment to operational excellence, and long-term thinking.
The leading cloud platform.
Give your teams self-service product data to understand your users, drive conversions, and increase engagement, growth and revenue.
Navigate a connected world.
Red Hat® Ansible® Automation Platform on Microsoft Azure offers all the benefits of Ansible automation, with the convenience and support of a managed application. This offering is fully supported by Red Hat and deployed in your Azure cloud.
Apache Ant is a Java library and command-line tool whose mission is to drive processes described in build files as targets and extension points dependent upon each other. The main known usage of Ant is the build of Java applications. Ant supplies a number of built-in tasks allowing to compile, assemble, test and run Java applications. Ant can also be used effectively to build non Java applications, for instance C or C++ applications. More generally, Ant can be used to pilot any type of process which can be described in terms of targets and tasks.
Apache Maven is a software project management and comprehension tool. Based on the concept of a project object model (POM), Maven can manage a project's build, reporting and documentation from a central piece of information.
"Enterprise-class centralized version control for the masses"
Boost product adoption with no-code onboarding flowsDesign, deploy, and test captivating onboarding experiences in minutes, not weeks.
Transform your applications and business with AppDynamics real-time performance monitoring.
The apps you love.From a place you can trust.
The Health app was created to help organize your important health information and make it easy to access in a central and secure place.
From the small stuff to the big picture, Asana organizes work so teams know what to do, why it matters, and how to get it done.
Design it.Build it.Autodesk it.
Achieve your goals with the freedom and flexibility to build, manage, and deploy your applications anywhere. Use your preferred languages, frameworks, and infrastructure—even your own datacenter and other clouds—to solve challenges large and small.
Add cognitive capabilities to apps with APIs and AI services. Azure Cognitive Services bring AI within reach of every developer and data scientist.
Overcome challenges at every stage of remote engineering and learn how Microsoft engineering teams have enabled remote development.
Continuous integration, deployment, and release management.
Collaborate on code with inline comments and pull requests. Manage and share your Git repositories to build and ship software, as a team.
Build powerful, automated workflows: automate your code from test to production with Bitbucket Pipelines, our CI/CD tool that's integrated into Bitbucket Cloud.
Use our content insights to generate ideas, create high-performing content, monitor your performance and identify influencers.
Cascading Style Sheets (CSS) is a simple mechanism for adding style (e.g., fonts, colors, spacing) to Web documents.
Automation Software for Continuous Delivery of Secure Applications and Infrastructure
Discover, engage and convert your most valuable customers — all from one flexible go-to-market foundation.
Cloudflare is designed to run every service on every server in every data center across our global network. It also gives your developers a flexible, Internet-scale platform to deploy serverless code instantly across the globe.
Spend less time hunting things down and more time getting things done. Organize your work, create documents, and discuss everything in one place.
Craft empowers the entire creative process.
The all-in-one market intelligence platform to discover, harvest and share insights.
Find bugs and improve code quality through peer code review.
Fast, easy and reliable testing for anything that runs in a browser. Install Cypress in seconds and take the pain out of front-end testing.
Modern monitoring & security: see inside any stack, any app, at any scale, anywhere.
Changing the world through learning: empower lifelong learners and career growth to drive innovation at your company.
Accelerate how you build, share, and run modern applications.
Search your way. Analyze at scale.
Corporate Cards. Reimbursments. Receipt Scanning. One App, All Free.
Figma connects everyone in the design process so teams can deliver better products, faster.
Search, monitor, and track across SVN, Git, and Perforce repositories.
OpenAI’s API provides access to GPT-3, which performs a wide variety of natural language tasks, and Codex, which translates natural language to code.
Insights to drive stronger performance
Excel at customer experience in a world of changeㅤQuickly pivot based on your customers' feedback and drive more value for them—and your business.
Millions of developers and companies build, ship, and maintain their software on GitHub—the largest and most advanced development platform in the world.
From planning to production, bring teams together in one application. Ship secure code faster, deploy to any cloud, and drive business results.
Our mission is to organize the world’s information and make it universally accessible and useful.
Use Google Docs to create, and collaborate on online documents. Edit together with secure sharing in real-time and from any device.
Explore what the world is searching
Social is your superpower. Easily manage all your social media and get results with Hootsuite.
Your monitoring data displayed on beautiful graphs and dashboards - with alerting.
Understand how users behave on your site, what they need, and how they feel, fast.
IdeaScale is an innovation management solution that links organizations to people with ideas. Collaborative innovation can change the world—not just your business. Find ideas to aid in digital transformation, to face the age of automation, and to fight climate change, inequality and beyond. Connect to the ideas that matter and start co-creating the future.
The modern customer communications platform that unifies every aspect of the customer journey, from conversion to engagement to support.
The number of points of information in a forecasting or trendcasting network
Assumptions and possibilities documented; testing these leads to higher likelihood of offerings that are genuinely useful and feasible
Number of specific value propositions articulated as 'on-paper-tested' models
Number of complete business ideas articulated as 'on-paper-tested' business models
The number of third-party apps or other digital offerings on a Multi-Sided Platform or marketplace
Number of tests passed at a unit level
Number or financial amount of projects, offerings, initiatives or other resource drains which need to be retired or overhauled
Number of APIs available to strategic partners and clients
Category of metrics for the utility and attractiveness of a network
Number of users explicitly willing to pay for something, even if they have not paid for it yet (can be measured by interest forms, deposits, etc)
Number of successful algorithm sets (or models) developed by a data science team
Measure of network quality on content sites
Number of users who have completed a sign-up process
A measure of network quality on content sites
Number of APIs available to the public (a specific measure is needed)
Improvement of retention for new cohorts (users taking a core action in/for the product)
Category of metrics for the rate of growth (or attrition) for a network
Instances of users repeatedly engaging in ineffective clicks because an app or site is malfunctioning
Number of integrations of apps and services that reached a beta state
Number of business models and value propositions tested with the marketplace to a uniform stage (such as customer identification interest, or validation)
Number of app downloads (total, or in a given time period)
Number of (potential) buyers in a marketplace
Number of (potential) sellers or providers in a marketplace
Number of initial, partially-functional digital releases.
Category of metrics used to measure the ability to serve current and future demand
Number of (potential) producer-consumers in a marketplace (who both can contribute to and take from the market or community, like eBay users)
Number of times an app is downloaded and installed to a user's device
Number of data points (total) across data sets
Potential network or market size
Category of metrics for the number of members in a network (such as people, devices, organizations, or data points)
Fully-written user stories (demonstrates listening to users which will lead to increased quality)
Number of APIs for internal stakeholders (measures the quality and utility of network of systems)
Number of successful patents filed, which can increase network size or network uniqueness
Number of preliminary algorithms or data models; can be affected by quality and quantity of data sets
Number of experiments (technical, market, etc.) designed 'on paper'
Average of an organizations' percentile rank across Delivery Frequency and Delivery Lead Time
How many potential target customers have been identified (eg from an existing customer list or prospect list)
Category of metrics measuring the amount of work produced by the DevOps team(s)
Average number of system processes, servers, instructions, etc. in waiting for access to the servers' processors in a given period
Percent of a server's active memory (RAM) in use at a given time (measures application efficiency and health)
Number of support requests made
Time needed to recover or restore from a failure
Category of metrics for catching errors that escape various stages of development
How hard a server is working relative to its total capacity to run given code (measures server capacity and/or application efficiency)
Total amount of money spent on a platform (an indirect measure of network size and quality)
How many social objects get shared (may be divided per user)
Number of social objects (like a video or status update) shared from or in a network
Amount of engagement per user over a period of time (usually 7 or 30 consecutive days); can indicate 'power users'
Number of unique individuals who visit a digital property (couple with network quality metrics to avoid vanity measures)
Amount of engagement a given social object, or average social object, receives
Percent of users paying and average amount paid, indicating if users are getting strong value from a network
Number of users interacting with a service, app or offering per day
Percentage of time that time-sellers on the platform or marketplace are without satisfactory results (eg, drivers who have empty cars vs. those providing a ride)
Number of returning visits
Measurable value to users from switching to a new network (measures network attractiveness)
Frequency of successful user matches (with another user or inventory) in a network
Amount of traffic generated inside a network vs. coming from outside it
Percent of users who leave a service on a given screen, stage or functio. Indicates barriers or unattractive experiences
Number of users actively using your platform (define 'active' specifically; use the same definition throughout).
Number of units sold in a period divided by the number of items at the beginning of the period
Number or percentage of users who are on more than one competing platform (Amazon and Alibaba, or Lyft and Uber)
The percentage of new users who are referrals from other satisfied users (on one-sided networks like social media) or users wanting additional inventory (like 'guests' seeking new 'hosts' on multi-sided networks airbnb)
Amount of effort needed to reach the minimum threshold for a product to be useful (eg, Facebook's 'magic number' of 10 friends)
For businesses with local network effects like ride-sharing services, how user retention in established markets compares to users in new markets
Amount of activity by users who have logged in for a number of consecutive days (7 or 30 days, usually), often represented in a histogram
Number of units sold in a period divided by the number of items available at the beginning of the period
Financial cost of searching a network for matches
Ease with which two sides of a marketplace or community can find each other
Time cost of searching a network for matches
Amount of time a service remains operational (usually expressed as a percentage over a given time period)
Number of customer tickets opened in a given time period (expresses either dissatisfaction or occasionally positive engagement)
Application performance index expressed as a weighted average of users satisifed, tolerating a service, or frustrated.
Category of metrics tracking specific performance relative to promised or targeted service levels
Number of mistakes made by a system, which may or may not be due to a defect in programming
Time needed to detect a failure, error or defect
How long an application takes to perform a triggered transaction
Percentage of a cohort's new users who are (satisfied, properly onboard, converted, etc) in a set period of time vs. percentage of prior cohorts of new users
Number of functional early software releases
Number of General Availability (GA) releases (public releases which are not alpha or beta stage)
Number of MVPs released to market (pre-testing offerings for user alignment both improves quality and helps create an early network of potential users)
Time between a feature being requested and it being deployed
Measures responsiveness of a software team to users, supports a high-quality experience and builds trust
Number of experiments completed
Number of learnings generated from experiments or other tests, measured against number of hypotheses
Number of experiments (technical, market, etc.) built
Average cost of digital initiatives of comparable result size
Number of paying customers
Times a given API has been accessed (may be divided by the number of unique users making the calls)
Total revenue created
Revenue that the marketplace host receives, as a portion of the gross merchandise value passed through a marketplace (eg app store commissions)
Amount of revenue retained after costs
Total revenue divided by number of users in a given time period
Amount of recurring annual revenue per customer
How often a DevOps team successfully releases software to production
Total amount of revenue on a subscription or similar basis
How long it takes for a code commit to be fully deployed into production
Duration between code committed to code deploy-able (not necessarily live in production yet)
Time needed to recover or restore from a failure
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Value 1
Value 2
Value 3
Value 4
The mental models of the 20th century won’t allow us to see the future clearly. We need to upgrade our thinking in order to realize the opportunities of the digital age.
In order to create digital value, we have to understand how data is structured, how it moves from system to system, and how it can be monetized in an ethical way.
Digital business models and value propositions require new thinking about who creates value and how it is delivered.
Selecting and implementing tools for digital value creation is not as easy as it may seem. The right tool can save a lot of work—while the wrong tool can distract you from your goals.
A new set of skills is required for digital value to be created. Technical, intellectual, interpersonal and leadership skills need to be acquired and evolved.
Shifts in thinking about technology tend to follow a pattern. When cars first came into being around 1900, people had no frame of reference for what designers were calling 'automobiles.' So they became known as “horseless carriages.” Why? When people needed transportation, they thought of horses. The concept of a world full of automobiles as commonplace as horses, as visionaries like Ford and Daimler imagined, was so far beyond comprehension that it seemed liked a fantasy. So we had to view the future through the lens of the past—as a horseless carriage. Only much later, with widespread understanding of automobiles, did the network of roads of the modern age come about.
This is an example of 'unlearning.' Before the exponential value of a new way of doing things with advanced technology can be realized, we usually need some time to identify and let go of existing mindsets and practices. It's not just enough to learn new knowledge about digital technologies—we have unlearn our old practices.
Advanced technologies may not look impressive at first, while our thinking catches up with their potential. The language of “more, better, faster” lets us know when we are approaching technology with a limiting, incremental, analog mindset—and indicates where we need to raise the minimum level of fluency so we can see what’s really possible.
For an example of analog vs. digital thinking, consider the internet. Early users thought of the internet as an incremental improvement on analog ways of doing things: more information (online newspapers), a better way to promote products (the banner advertisement), and a faster postal system (e-mail). Most people couldn’t foresee what paradigms the internet makes possible today (like social networks, massive multiplayer gaming and remote robotic surgery, to name but a few) until a critical mass of people—from many disciplines—became fluent in how it worked and discovered new digital ways of thinking about value, information and community.
Digital transformation is partly a function of harnessing the power of network effects to connect thinkers.
Here, we mean network effects to be the exponentially-increasing value of a network as more nodes are added to them. For example, a telephone network with three members is exponentially more valuable than a telephone network with only two members; the same can be said for online social networks or transit networks. Similarly, a network of thinkers who understand digital possibilities becomes exponentially more valuable as more members are added to it.
When raising the digital fluency of an organization, attend to the size, quality and growth (or attrition) rate of your network. Some organizations find it helpful to determine key groups. For example…
Digital “Champions,” business leaders who bring resources and remit
Digital “Explorers,” who discover new opportunities and share about new models of value creation
Digital “Makers,” who have the technical know-how to make prototypes
Measure the number of people in these groups, how well-connected they are to each other, and if you are gaining or losing members.
As someone bringing digital fluency to your organization, it might be helpful to think of yourself as a matchmaker or outfitter to these various members.
To understand how data works, we need to understand the data supply chain, so we're going to apply some computational thinking to help us think through how all of these pieces fit together. There are three stages of the data supply chain:
1) Disclosure, whether by a person or a sensor or a system;
2) Manipulation, which is where we process data and understand what's possible with it or analyze it in some way; and
3) Consumption, where data is used by a stakeholder or fed back to users as insight about themselves.
At each phase from acquisition to storage, to aggregation, to analysis, to use, to sale and disposal, there are key implications and handoffs that have to happen that make sure that ethics are preserved and the efficiencies occur and that the data is still accurate.
The first stage is data acquisition—data is collected from sensors, systems, and humans.
For the purposes of this article, let’s use the example of a driverless car or autonomous vehicle as the context for data’s motion—its journey—through the supply chain. In the acquisition stage of data, the car captures raw data from its on-board sensors, like cameras or speed sensors. It's just bits and bytes, and no work has been applied in terms of processing or thinking about it.
An asset and things model asks the question, “what are our assets and how do we best protect and leverage them?” That might be tangible assets like real estate or money, or products a company acquired or manufactured.
breaking down a complex problem into several simpler problems
a model of a system which leaves out unnecessary parts
using reusable components to minimize error and work
a series of unambiguous instructions to process data, make decisions and/or solve problems
algorithms converted to programming languages; sometimes called applications
Think of a problem or process you're working with that could benefit from computational thinking, i.e., being broken down into individual steps. What key steps can you identify? When you look at the list of steps, notice how using computational thinking may change the way you see the problem.
Metadata is data about another piece of data. We use it to understand, sort, and validate datasets to increase their usefulness. For example, the data in an MP3 is a recording of music, but the information about the artist and song name is metadata—additional data about the core data.
Other common examples of metadata include the send and receive dates of emails, the unique address of a server, or info about which app was used to post a particular message to Twitter. For example, a recent president was found to be using an unsecured phone to post things to Twitter—because Twitter shows which app posted a tweet.
Additional examples of metadata include when a computer file is created or modified, the number of times a post has been viewed on social media, or the number of times a song has been played on Spotify.
There are many, many more factors to consider when analyzing a data set. For a more comprehensive list of attributes, explore the "Attributes of Data" gallery.
Check out this video for a great example of how deeply ingrained mental models can be.
You’re not going to get exponential results with a “bike” (mental model) that’s a little better and a little faster. You're going to have to learn how to ride a backwards bicycle.
The good news is that it can be done, and it doesn't necessarily take eight months.
It takes rewiring your automatic responses, which means going through the awkward and frustrating phase where you don’t feel like you're good at what you’re doing.
In this stage, even 'knowing' what you need to do differently is not enough. As the narrator says, knowledge is not equal to understanding.
We think about learning as adding to what we already know. But sometimes what we already know gets in the way of learning something new.
When ways of thinking that used to be effective don’t work as well anymore, we need to find new ones. This often requires as much unlearning as learning.
Trying to learn new information without changing the underlying thinking is like trying to paint over peeling paint. You have to strip off the old paint first, otherwise the new paint won’t stick.
This was the situation 15 years ago in Boston thanks to a project called the Big Dig. All the highways were moved from above-ground to below the city.
The navigation devices at the time were of little use because their internal maps became obsolete.
This is the situation we find ourselves in today: the landscape of business has changed, but we haven't yet updated our mental maps for how to succeed.
The 2007 announcement by Steve Jobs of the original iPhone is a great example of a horseless carriage.
He began by talking about how Apple was announcing three new products: a touch-screen music player, a mobile phone and an Internet communicator. Then he showed how this wasn’t three products but one.
By doing this, he ensured that people understood the iPhone wasn’t just a phone but had all three of these capabilities.
Imagine someone taking 30 steps. These are incremental steps of about two feet each. You have a pretty good sense that it’s about the length of a very large room.
Now imagine someone taking 30 exponential steps, meaning each step doubles in length from the one before. How far would that be?
It turns out it’s nearly the distance to the moon.
Wikipedia was originally called Nupedia. It had the same management, technology and mission: to be the world's largest international peer-reviewed encyclopedia.
But Nupedia had a central team that reviewed articles using a seven-step approval process. The result? Only 21 articles got approved in the first year.
Then they reinvented themselves as Wikipedia, which is based on a very different mental model: one that sees the audience not as consumers, but as producers.
With the community editing the articles in alignment with a shared purpose and set of principles, Wikipedia posted 18,000 articles in the first year.
Network effects occur when value increases for all members of a network as each new member joins. With network effects, a single interaction can ripple out to generate multiple subsequent interactions.
Where blocks and dominos are linear and connect one-to-one or one-to-many, ping pong balls generate a network effect because their pattern of connection is non-linear and many-to-many.
Consider the different strategies of Google Maps and Waze. Both are owned by Google and use a traditional advertising-based business model. Both also have the goal of helping people navigate and avoid traffic. But they have quite different exponential strategies.
Google Maps works by creating a network effect between devices and data. Google can tell where people’s mobile phones are and how fast they are moving at any given time, a passive source of data. That enables them to know where the traffic is in real time. Google Maps is what people use to navigate in unknown circumstances.
By contrast, Waze focuses on creating a network effect between drivers. Waze has cultivated a community where people share what they are seeing as they are driving, so much so that they use Waze to report on their daily commutes, not just to navigate to new destinations.
Both Uber and Airbnb have platform-based business models. They don’t turn inputs into outputs like most companies. Instead, they are multi-sided platforms that connect supply and demand.
Uber doesn’t employ drivers or own vehicles. Airbnb doesn’t own hotels or employ housekeepers. Instead, Uber’s platform connects people who have cars with people who want rides, and Airbnb connects people who have rooms with people who want a place to stay.
Take a look at these charts for Uber and Airbnb. You can see how the number of drivers and rooms have grown exponentially. This would never have been possible for a taxi company or hotel chain with a linear business model.
Uber and Airbnb aren’t alone in using multi-sided platforms as business models. YouTube, Paypal and Amazon have all done the same: connecting creators and viewers, senders and receivers, and retailers and consumers.
When you are on an exponential path, you don’t have a line of sight to the goal. It’s like sending a rocket into space. You know it’s going up, but you can’t see where it is ultimately going to go.
This poses a challenge to the incremental mindset which wants to know exactly where you are going, how you will get there, how long it will take, and how much it will cost.
To overcome the vision gap, you need to help people get comfortable with moving in a compelling direction towards an undefined destination.
A strong Shared Purpose and Strategic Narrative help create a compelling direction. You can also find a “horseless carriage” to help people make a mindshift that makes the new direction clearer.
-Jeffrey P. Bezos: 1997 Letter to Shareholders
This is what you are creating with others. It is the Shared Purpose to which all your stakeholders are contributing.
It’s important to remember that the purpose you share with your customers and other stakeholders is not just philanthropic. It is not separate from your business—rather, it’s the context for your business.
It is why you do what you do—and why others would want to do it with you.
Your Purpose WITH is something you don’t have to defend or persuade people about. It’s a truth that you hold to be self-evident. For instance, “life, liberty and the pursuit of happiness” is the Shared Purpose of the United States.
By knowing how members of your team and organization think—and by others knowing how you think—everyone can be more energized, more engaged, more creative and more productive.
Remember that most people are comfortable with more than one Thinking Style, and styles can be fluid and change in different settings. However, most people have one or more dominant styles, just as they are either left- or right-handed.
When you know your predominant Thinking Styles, you know what naturally energizes you, why certain types of problems are challenging or boring, and what you can do to improve in areas that are important to reaching your goals.
Once you know your default styles, it helps to share them with others, and to have others share theirs with you. In this way, your Thinking Style becomes a useful tool—a kind of social currency—for the team.
In the e-mail approach, messages are drafted and edited until close to perfect and then sent, just like a paper letter might have been. Text is used to encapsulate (hopefully) complete thinking and convey a thought process from start to finish.
In chat, communication is immediate and bi-directional, like a conversation. This can be a challenging transition for leaders and employees who are used to having time to compose their thoughts. For this reason, and because of unconscious bias towards existing ways of communicating, new users of modern chat systems often use them like an abbreviated e-mail system at first.
Describe what happened in the past or what is happening in the present.
Example: determine last quarter's profitability or today's air quality level.
Predict trends or potential outcomes with some degree of certainty, based on past and present data.
Example: forecast next quarter's sales or tomorrow's weather.
Recommend options to humans or machine systems based on a variety of inputs.
Example: suggesting movies or news stories to users based on what their peers have watched or read, or proposing changes to text based on the tone a reader might expect.
Decide the next action without ambiguity—and without additional human input.
Example: accept or reject a user's request for credit.
Diagnose the underlying cause(s) of a result.
Example: identify which part is broken in a car's motor, or find the source of new sales activity.
Discover new opportunities or combinations within a particular domain.
Example: find unidentified features in photographs, trending discussions on social media, or commonalities between successful investment strategies.
Data may be sourced from archives or other backups
Guideline: Ensure the context of original consent is known and respected; data security practices should be revisited regularly to minimize risk of accidental disclosure. Aggregating data from multiple sources often represents a new context for disclosure; have the responsible parties made a meaningful effort to renew informed consent agreements for this new context?
Data is collected in real-time from machine sensors, automated processes, or human input; while in motion, data may or may not be retained, reshaped, corrupted, disclosed, etc.
Guideline: Be respectful of data disclosers and the individuals behind the data. Protect the integrity and security of data throughout networks and supply chains. Only collect the minimum amount of data needed for a specific application. Avoid collecting personally identifiable information or any associated meta-data whenever possible. Maximize preservation of provenance (or lineage).
Data is stored locally without widespread distribution channels; all transformations happen locally.
Guideline: Set up a secure environment for handling static data to minimize the risk of security breaches; ensure data is not mistakenly shared with external networks. Data movement and transformation should be fully auditable.
Data is actively being moved or aggregated; data transformations use multiple datasets or API calls which might be from various parties; the public Internet may be used for data access or transformation.
Guideline: Ensure that data moving between networks and cloud service providers is encrypted; shared datasets should strive to minimize the amount of data transferred and anonymize as much as possible. Be sure to destroy any temporary databases that contain aggregated data. Are research outcomes consistent with the discloser’s original intentions?
Data analytics processes do not rely on live or real-time updates.
Guideline: Consider how comfortable data disclosers would be with how the derived insights are being applied. Gain consent, preferably informed consent, from data disclosers for application-specific uses of data.
Data insights could be context-aware, informed by sensors, or benefit from streamed data or API calls.
Guideline: The data at rest guidelines for data consumption are equally important here. In addition, adhere to any license agreements associated with the APIs being used. Encrypt data. Be conscious of the lack of control over streamed data once it is broadcast. Streaming data also has a unique range of potential harms—the ability to track individuals, deciphering network vulnerabilities, etc.
Directly describes an asset’s market position or fundamentals
Broadly accessible, obvious, usually from within financial markets
Tends to be ‘now’ or ‘after the fact’
Tends to be free or low-cost
Often has a long, consistent history
Can be used to infer fundamentals or something a/effecting fundamentals
Is ‘discovered’ or ‘mapped,’ sometimes not obvious—usually from outside financial markets
May be used to predict the future
Tends to be expensive
May be shorter or less consistent
Within the financial industry, there are many different APIs available. Here are some examples that are connected and recombined regularly in everything from disruptive personal budget apps to enormous multinational banks.
News
Companies, stories, authors
Market intel
Financial data portal for individuals
Accounts, investments, transactions, identity, etc.
Quickly creating 'consumer' fintech apps integrated with banks/others
Merchant services and know-your-customer
Users, payments, transactions, invoices
Enabling e-commerce
Payment method/wallet
User, card numbers, authorizations
Making digital payments in person or online
Blockchain market/pricing data
Currencies
Understanding crypto positions
Currency exchange
Currencies, Ripple's own currency
Reducing payments friction
Pricing, market data, news
Price, news, etc.
Market intel
Company/startup info
Companies, investors, founders, developers
Tracking and understanding startups
Professional contacts
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Recombination is a key mindset for working with APIs—the mixing and matching of various elements of data and processing functions in different systems to create new value.
In the music world, 'mashups' refers to carefully layering and timing multiple tracks (and 'samples') to create a unique sound. Unlike remixes which might layer a new beat or add a guest appearance by another artist, mashups are significantly different from their original track.
In the same way, recombining bits of data and processing them in new ways can go beyond additive, incremental value to creating something entirely new—or vastly faster or cheaper than a human-mediated approach.
Recombination of APIs usually happens around a couple of key elements.
First, 'calls' are commands passed through an API, like 'get,' 'put' or 'delete.' These calls, which are always verbs, tell a remote system to do things like search, update or delete. These actions are often performed on 'records, or 'objects' which are entries in a database or other system; you can think of these as nouns.
Let's go through a hypothetical example of a very simple algorithm (a script of precise actions for a computer to follow):
In this example, a bank's systems are directed to send a search request (or 'query') to a financial news company, Benzinga, searching for any stories about Acme Incorporated. If there are any stories, the script checks to see if the bank holds stock in that company. If it does, the system will create a new company record in Salesforce (the bank's customer relationship management software), and then get the entire story text from the news service and attach it to that company record.
This used to be a manual operation—the cost of which might have been prohibitive to do at scale. But with APIs and the simplest of algorithms, these three different companies (the bank, Benzinga, and Salesforce) can be connected quickly and pass data and commands between them. In this case, the bank is a 'consumer' for the API 'provider' of Benzinga.
By recombining key functions from several systems, creative individuals inside the bank can automate simple actions that used to take humans a lot of time. They don't necessarily need to know how to manipulate code, either, with modern tools that provide human-friendly interfaces to machine systems.
Far more complex datasets, commands, and instruction sets can be applied here as part of various strategies for machine learning, app development, and other topics out of the scope of this guide. Nearly all modern technology strategies use APIs to connect different datasets and systems to each other.
Encyclopedia Britannica’s model focused on things and people: hiring writers and editors to produce books.
Nupedia shifted to the right with a focus on people and technology, but it was still distributing knowledge through a digital pipe.
Encarta streamlined the pipes for information delivery by going totally digital with traditional encyclopedia content.
Wikipedia moved to technology and relationships as a platform connecting a community of co-creators.
In order to advance Shared Purpose, a platform needs to create a mindshift and connect available resources and social currency so it can generate network effects and achieve 10X results.
What is the goal shared by everyone connected by this platform?
What is the vehicle that creates exponential value through network effects?
What is the shift from one mental model to another required to use this platform?
What resources (things, people, ideas, connections) are connected to create network effects?
How is value increased as each new member
joins and participates?
What exponential outcomes will this platform generate?
A “fork in the road” is a decision that requires Decision Principles, because either path could be viable. You can imagine reasons to take either one, depending on circumstances, and you can’t know in advance what the circumstances will be.
“Be safe” isn’t a Principle because it’s so vague that there’s no way to base a decision on it, but also because its alternative, “Risk injury,” isn’t reasonable for most people.
One large company developed a Principle that called for employees to “be all in.” That may seem like a value at first, but you can tell that it’s a decision principle because there’s a viable alternative: “Change incrementally to hedge your bets.” And, in fact, there are situations in which it makes sense to do just that.
If you’re developing Principles around the value of collaboration, your choice isn’t whether or not to collaborate; it’s how to handle the inevitable disagreements that come up between people who are collaborating.
Similarly, if you’re developing Principles around the value of innovation, you’ve already chosen to take risks; now you need help deciding which particular risks are worth taking and how much risk to take at any given moment.
This step bridges the gap between your values and goals and the Decision Principles that helps you achieve them.
For example, let’s say your organization has a value of maintaining focus and agility. To understand how that might translate into Decision Principles, think of how you would coach a tennis player to stay focused and agile while returning a serve: stay on your toes, keep your eye on the other player, be prepared to let the serve go by, etc.
Here are three ways to turn a goal or value into a decision principle:
IBM’s Principles give employees autonomy to behave as they wish on social media as long as they stay within the boundaries of the organization’s corporate values. In an example of nested Principles, the first item in IBM’s social media policy is “Know and follow IBM's Business Conduct Guidelines.”
A new Decision Principle is successful if it meets these criteria:
It’s neither too broad nor too specific. It doesn’t lapse into vague value statements that give employees too much autonomy, but it also doesn’t overprescribe what to do to the point of eliminating all flexibility.
It points out available, viable options and leaves the choice between them open. For example, IBM could have created a rule requiring all of its employees to announce their IBM affiliation every time they post anything anywhere online. However, in some situations, that’s neither relevant nor appropriate, so IBM made Decision Principles that allows employees to decide whether to identify their employer.
It’s phrased in a way that is easy to remember and fits your corporate culture. Ideally, decision principles are conversational phrases that people can recall and use in the moment, rather than having to look them up every time they have to make a decision.
IBM’s social media Decision Principles includes “Be yourself,” “Try to add value,” and “Respect your audience.” Another company turned its value of being ethical into the principle “Would your mother approve?”
Explorer thinking is about generating creative ideas.
Planner thinking is about designing effective systems.
Energizer thinking is about mobilizing people into action.
Connector thinking is about building & strengthening relationships.
Expert thinking is about achieving objectivity and insight
Optimizer thinking is about improving productivity & efficiency.
Producer thinking is about achieving completion & momentum.
Coach thinking is about cultivating people & potential.
Click on a Thinking Styles tile to flip to the definition
This article explores the potential impact machine coworkers like robots, low-code tools and plug-and-play automation systems are just beginning to have on jobs.
The EU is participating in an international data ethics process as it proposes new bills that would "allow consumers to sue companies for damages—if they can prove that a company’s AI harmed them." This could cause a stifling impact on innovation—but it also could be a major tool to prevent algorithmic bias and other downsides of poor AI.
When self-driving cars cause harm, who is responsible? This problem exploration looks into the ethics, data and complexity of manufacturing AI.
The text-processing engine GPT-3 (by OpenAI) learned the worst biases of humans amplified by the internet. See how quickly things went wrong to see the importance of future AIs growing up right.
Network effects—network size, quality and growth rate—are critical to track for exponential projects and predict future paradigm changes. How do companies actually do it? VC firm Andreessen Horowitz explains.
Get a nine-minute quick take on what NFTs are and why they could transform economies around content creators.
Uploading one's mind to a computer, also known as whole brain emulation or brain uploading, is a theoretical concept in transhumanism and futurism that proposes to transfer the entirety of a person's consciousness, memories, and personality into a digital substrate, such as a computer or a robotic body. What could go right? What could go wrong? Kurzgesagt's thinkers and animators help us conceive of what some see as nirvana and others see as insanity.
In their prescient TED talk "We Are All Cyborgs Now," Amber Case, a cyborg anthropologist, argues that integration of technology into our daily lives has made us all cyborgs. She defines a cyborg as an organic being that uses technology to extend its physical and mental capabilities, and believes that our smartphones, computers, and other devices have become integral parts of our identity.
As AI becomes integrated into society, there is growing concern about how these technologies may affect individual and human privacy, human rights, and societal values. But what about the rights of the machines? This rich visual journey explores various facets of the idea.
Nanotechnology is often heralded as the answer to scarcity. Nanotech could mean abundant food, shelter, water, and the like. Diamond Age explores how old mental models of hierarchy and scarcity could still shape a world of abundant resources like AI and nanotech—and how tech could be appropriated by the poor to turn the tables.
In A.I., we see what might happen if humanoid robots (androids) were to encounter a lost child in need of help. What would their initial programming guide them to do—and how might they evolve in response to the very human experiences they are all having?
What if your Siri, Google Assistant, or Alexa became sentient—and became your friend? What if you fell in love with them—and they with you? If they had the ability to become exponentially intelligent, and you didn't, what might happen? This film explores what happens when an everyday person and an AI develop feelings for each other.
I, Robot, loosely based on a classic Isaac Asimov sci-fi short story, asks the question of how we would investigate crimes committed by machines.Asimov's original story forwarded the idea of the 'three laws of robotics:'"First Law: A robot may not injure a human being or, through inaction, allow a human being to come to harm.Second Law: A robot must obey the orders given it by human beings except where such orders would conflict with the First Law.Third Law: A robot must protect its own existence as long as such protection does not conflict with the First or Second Law."What problems do you see with those laws? How could harm 'sneak through the cracks?'
Are you a nerd for cyborg anthropology? Read a discussion of the main points of Donna Haraway's classic 'Cyborg Manifesto!' (Might be a little densely academic).
Many of us are digitally fluent in the basic types of AI in today's headlines about ChatGPT and DALL-E, but want to know "why now?" This piece by Haomiao Huang dives into the… not-too-deep end? of why these 'generative' AI models have reached an inflection point. Unpacking the recent history and major network effects of the underlying models, datasets, and computing power, it's a great read on the trends in the field and why certain breakthroughs all seem to be happening at once.
What if you were already a cyborg - a combination of human and machine? The Cyborg Manifesto explores the interlocking relationships between technology, power, and culture and is considered a fundamental text in futurist literature. (Note: dense academic text).
What would it mean if we could project a simulacrum of our dead loved ones? A new tech field is emerging, with major implications for how we process grief, retain generational knowledge, and ethically navigate our concept of those who have passed.
Technology shapes, and is shaped by us. Developing ethical frameworks for the use and development of technologies is critical in establishing futures that are equitable, and kind, and thwart fascism.
Eli Pariser, author of Filter Bubble, talks about the importance of being mindful of the incentives of commercial algorithms, which are biased towards attracting users to spend more and more time on platforms—but are not necessarily designed to have a balanced variety of viewpoints.
Dollarstreet is a project of the myth-busting data site Gapminder. The site makes wealth disparity clearer by posing a set of uniform questions (and photo prompts) for households around the world, rich and poor. Explore the site to unlearn some of your assumptions about what poverty (and wealth) look like in different contexts.
Are machines coming for you and your jobs? Distinguish between automation of the industrial era and now to better understand our trajectory and the future of human (and machine) work.
Apple (and its visionary Steve Jobs) used very intentional language to introduce their revolutionary new iPhone in 2007—bridging familiar and unfamiliar concepts by using a kind of 'horseless carriage' concept that led to powerful unlearnings about the limits of mobile tech.
A great TED talk showing how quantum computing works in terms accessible to those of use who aren't quantum physicists.
This crowdsourced list of ways to unlearn things is a great (and diverse) starting point to find everyday strategies to intentionally adjust your biases and counteract social media's 'filter bubble.'
Before you begin a journey to "unlearn racism" you must first learn about it's history and development as a concept and a tool of political oppression. This article explores these histories while also examining the mindsets and motivations why individuals and groups would take on this task.
In Doha, Qatar, at a TED conference sponsored largely by the Queen of Qatar, I saw this great talk delivered by expert statistician (and storyteller) Hans Rosling. He started with a provocative question—what is the relationship between fertility rates and religions? It was clear that nearly everyone in the audience thought they knew the answer. But did they?
The 2007 announcement by Steve Jobs of the original iPhone is a great example of a horseless carriage.He began by talking about how Apple was announcing three new products: a touch-screen music player, a mobile phone and an Internet communicator. Then he showed how this wasn’t three products but one.By doing this, he ensured that people understood the iPhone wasn’t just a phone but had all three of these capabilities.
We know things. But we don't always know how we know. In this whirlwind tour of surprising statistics, expert statisticians help us see how our personal experiences, education, and media consumption all result in our flawed understandings of the world—that we take to be truths.
Our bias towards action can be counter-productive if we are operating inside an outdated way of thinking.In a recently-published study in Nature, researchers found that humans almost always added components to solve problems instead of subtracting them. This might explain why humans often tend to add more activity to solve problems rather than subtract ineffective actions or ways of thinking.
The authors lay out four stages people pass through when learning any new skill. People are:1. Unconsciously unskilled 2. Consciously unskilled 3. Consciously skilled 4. Unconsciously skilled. It is the first and fourth stages where unlearning is vital. Our 'unconscious unskilled-ness' and also our 'unconscous skilled-ness' are both times when we are operating on autopilot, with data-sorting and decision-making happening out of our conscious view. This is where our biases and set ways of thinking are invisible to us.
Our bias towards action can be counter-productive if we are operating inside an outdated way of thinking.In a recently-published study in Nature, researchers found that humans almost always added components to solve problems instead of subtracting them. This might explain why humans often tend to add more activity to solve problems rather than subtract ineffective actions or ways of thinking.
Unlearning deeply embedded mental models is tough—but it can be done. Check out this video for a great example of how deeply ingrained mental models can be. You’re not going to get exponential results with a “bike” (mental model) that’s a little better and a little faster. You're going to have to learn how to ride a backwards bicycle. The good news is that it can be done, and it doesn't necessarily take eight months. It takes rewiring your automatic responses, which means going through the awkward and frustrating phase where you don’t feel like you're good at what you’re doing. In this stage, even 'knowing' what you need to do differently is not enough. As the narrator says, knowledge is not equal to understanding.
Walgreens created a prescription refill API to help providers and other stakeholders coordinate actions and data related to the refill process, with the aim of improving treatment plan adherence and reducing costs and errors.
Algorithmic decision-making in healthcare settings promises to provide better, more equitable and efficient care—but can only do so if we shift mindsets and provide good data into those systems. The qqual rights watchdog American Civil Liberties Union lays out the risks of both action and inaction.
Want to go to the river, but unsure if you'll be swarmed by a cloud of mosquitos? Fear not, friend—data scientists and the bug repellant brand Off have come together to provide a tool that predicts mosquito populations via machine algorithm and live weather data.
AR/VR technology can transform the practice of surgery and medical care. Fraunhofer's suite of software serve as machine coworkers to provide data-backed decision support about the best strategies for surgical interventions and risk reduction.
Is it the new Marvel movie with heroic doctors? No, it's real-world AR/VR technology giving surgeons superpowers.
Getting your lab tests done shouldn't be painful or frustrating. AccuVein is an augmented reality tool that uses near-infrared technology to help practitioners find a vein with ease.
Figs captured the attention of the healthcare industry by offering scrubs as a lifestyle brand with more in common with fashion than with stiff and scratchy uniforms. Figs see the value in self-expression and empower their customers to be "Awesome Humans" who take pride in their profession and appearance.
This "Dear Apple" video shows real users of the Apple Watch who have written to Apple to share how the device has changed their lives. Each user had a positive experience based on little data—the data about them as an individual. Watch it to experience what little data feels like versus the more generic strategies of big data.
Procedures live on even after they’ve been proved ineffective. It can lead to harms and wasted resources. This piece unpacks what it means to unlearn stuck ways of operating amongst professionals used to being the 'smartest ones in the room.'
The work of actual production exists in tasks. In digital, networked organizations, however, tasks are not always contained within one project or department. Through technologies like modern 'matrixed' project management and communication systems, task handoffs can go back and forth between workgroups instantly rather than needing to go 'up and over' through layers of managers. For example, a customer support person's record of a customer call about malfunctioning software can simultaneously exist as a bug report in a development team's backlog. And when the development team updates that bug, it can automatically modify the status of the customer service record letting the support team know the bug has been fixed so they can follow up with the customer right away.
Projects define specific initiatives with Specific, Measurable, Actionable, Realistic, and Time-based (SMART) goals. A project should have sufficient clarity to be achievable by its core members. However, in digital organizations, the number of dependencies in projects can make it hard for a single team to control everything that impacts their results.
Rules, policies, and procedures are effective in relatively stable circumstances but can break down or constrain innovation when things are changing quickly. For example, a rule like "employees should never post on social media on behalf of the company" restricts communication that could have been of benefit to the brand. An alternative would be a decision principle like "when posting on social media be clear about who you are posting as, and emphasize positive news which is cleared for the public" that clarifies the company's preferences but leaves space for people to use their own discretion.
The work of actual production exists in tasks. In digital, networked organizations, however, tasks are not always contained within one project or department. Through technologies like modern 'matrixed' project management and communication systems, task handoffs can go back and forth between workgroups instantly rather than needing to go 'up and over' through layers of managers. For example, a customer support person's record of a customer call about malfunctioning software can simultaneously exist as a bug report in a development team's backlog. And when the development team updates that bug, it can automatically modify the status of the customer service record letting the support team know the bug has been fixed so they can follow up with the customer right away.
Rules, policies, and procedures are effective in relatively stable circumstances but can break down or constrain innovation when things are changing quickly. For example, a rule like "employees should never post on social media on behalf of the company" restricts communication that could have been of benefit to the brand. An alternative would be a decision principle like "when posting on social media be clear about who you are posting as, and emphasize positive news which is cleared for the public" that clarifies the company's preferences but leaves space for people to use their own discretion.
Projects define specific initiatives with Specific, Measurable, Actionable, Realistic, and Time-based (SMART) goals. A project should have sufficient clarity to be achievable by its core members. However, in digital organizations, the number of dependencies in projects can make it hard for a single team to control everything that impacts their results.
This article explores the potential impact machine coworkers like robots, low-code tools and plug-and-play automation systems are just beginning to have on jobs.
The EU is participating in an international data ethics process as it proposes new bills that would "allow consumers to sue companies for damages—if they can prove that a company’s AI harmed them." This could cause a stifling impact on innovation—but it also could be a major tool to prevent algorithmic bias and other downsides of poor AI.
When self-driving cars cause harm, who is responsible? This problem exploration looks into the ethics, data and complexity of manufacturing AI.
The text-processing engine GPT-3 (by OpenAI) learned the worst biases of humans amplified by the internet. See how quickly things went wrong to see the importance of future AIs growing up right.
Network effects—network size, quality and growth rate—are critical to track for exponential projects and predict future paradigm changes. How do companies actually do it? VC firm Andreessen Horowitz explains.
Get a nine-minute quick take on what NFTs are and why they could transform economies around content creators.
Uploading one's mind to a computer, also known as whole brain emulation or brain uploading, is a theoretical concept in transhumanism and futurism that proposes to transfer the entirety of a person's consciousness, memories, and personality into a digital substrate, such as a computer or a robotic body. What could go right? What could go wrong? Kurzgesagt's thinkers and animators help us conceive of what some see as nirvana and others see as insanity.
In their prescient TED talk "We Are All Cyborgs Now," Amber Case, a cyborg anthropologist, argues that integration of technology into our daily lives has made us all cyborgs. She defines a cyborg as an organic being that uses technology to extend its physical and mental capabilities, and believes that our smartphones, computers, and other devices have become integral parts of our identity.
As AI becomes integrated into society, there is growing concern about how these technologies may affect individual and human privacy, human rights, and societal values. But what about the rights of the machines? This rich visual journey explores various facets of the idea.
Nanotechnology is often heralded as the answer to scarcity. Nanotech could mean abundant food, shelter, water, and the like. Diamond Age explores how old mental models of hierarchy and scarcity could still shape a world of abundant resources like AI and nanotech—and how tech could be appropriated by the poor to turn the tables.
In A.I., we see what might happen if humanoid robots (androids) were to encounter a lost child in need of help. What would their initial programming guide them to do—and how might they evolve in response to the very human experiences they are all having?
What if your Siri, Google Assistant, or Alexa became sentient—and became your friend? What if you fell in love with them—and they with you? If they had the ability to become exponentially intelligent, and you didn't, what might happen? This film explores what happens when an everyday person and an AI develop feelings for each other.
I, Robot, loosely based on a classic Isaac Asimov sci-fi short story, asks the question of how we would investigate crimes committed by machines.Asimov's original story forwarded the idea of the 'three laws of robotics:'"First Law: A robot may not injure a human being or, through inaction, allow a human being to come to harm.Second Law: A robot must obey the orders given it by human beings except where such orders would conflict with the First Law.Third Law: A robot must protect its own existence as long as such protection does not conflict with the First or Second Law."What problems do you see with those laws? How could harm 'sneak through the cracks?'
Are you a nerd for cyborg anthropology? Read a discussion of the main points of Donna Haraway's classic 'Cyborg Manifesto!' (Might be a little densely academic).
Many of us are digitally fluent in the basic types of AI in today's headlines about ChatGPT and DALL-E, but want to know "why now?" This piece by Haomiao Huang dives into the… not-too-deep end? of why these 'generative' AI models have reached an inflection point. Unpacking the recent history and major network effects of the underlying models, datasets, and computing power, it's a great read on the trends in the field and why certain breakthroughs all seem to be happening at once.
What if you were already a cyborg - a combination of human and machine? The Cyborg Manifesto explores the interlocking relationships between technology, power, and culture and is considered a fundamental text in futurist literature. (Note: dense academic text).
What would it mean if we could project a simulacrum of our dead loved ones? A new tech field is emerging, with major implications for how we process grief, retain generational knowledge, and ethically navigate our concept of those who have passed.
Technology shapes, and is shaped by us. Developing ethical frameworks for the use and development of technologies is critical in establishing futures that are equitable, and kind, and thwart fascism.
Eli Pariser, author of Filter Bubble, talks about the importance of being mindful of the incentives of commercial algorithms, which are biased towards attracting users to spend more and more time on platforms—but are not necessarily designed to have a balanced variety of viewpoints.
Dollarstreet is a project of the myth-busting data site Gapminder. The site makes wealth disparity clearer by posing a set of uniform questions (and photo prompts) for households around the world, rich and poor. Explore the site to unlearn some of your assumptions about what poverty (and wealth) look like in different contexts.
Are machines coming for you and your jobs? Distinguish between automation of the industrial era and now to better understand our trajectory and the future of human (and machine) work.
Apple (and its visionary Steve Jobs) used very intentional language to introduce their revolutionary new iPhone in 2007—bridging familiar and unfamiliar concepts by using a kind of 'horseless carriage' concept that led to powerful unlearnings about the limits of mobile tech.
A great TED talk showing how quantum computing works in terms accessible to those of use who aren't quantum physicists.
This crowdsourced list of ways to unlearn things is a great (and diverse) starting point to find everyday strategies to intentionally adjust your biases and counteract social media's 'filter bubble.'
Before you begin a journey to "unlearn racism" you must first learn about it's history and development as a concept and a tool of political oppression. This article explores these histories while also examining the mindsets and motivations why individuals and groups would take on this task.
In Doha, Qatar, at a TED conference sponsored largely by the Queen of Qatar, I saw this great talk delivered by expert statistician (and storyteller) Hans Rosling. He started with a provocative question—what is the relationship between fertility rates and religions? It was clear that nearly everyone in the audience thought they knew the answer. But did they?
The 2007 announcement by Steve Jobs of the original iPhone is a great example of a horseless carriage.He began by talking about how Apple was announcing three new products: a touch-screen music player, a mobile phone and an Internet communicator. Then he showed how this wasn’t three products but one.By doing this, he ensured that people understood the iPhone wasn’t just a phone but had all three of these capabilities.
We know things. But we don't always know how we know. In this whirlwind tour of surprising statistics, expert statisticians help us see how our personal experiences, education, and media consumption all result in our flawed understandings of the world—that we take to be truths.
Our bias towards action can be counter-productive if we are operating inside an outdated way of thinking.In a recently-published study in Nature, researchers found that humans almost always added components to solve problems instead of subtracting them. This might explain why humans often tend to add more activity to solve problems rather than subtract ineffective actions or ways of thinking.
The authors lay out four stages people pass through when learning any new skill. People are:1. Unconsciously unskilled 2. Consciously unskilled 3. Consciously skilled 4. Unconsciously skilled. It is the first and fourth stages where unlearning is vital. Our 'unconscious unskilled-ness' and also our 'unconscous skilled-ness' are both times when we are operating on autopilot, with data-sorting and decision-making happening out of our conscious view. This is where our biases and set ways of thinking are invisible to us.
Our bias towards action can be counter-productive if we are operating inside an outdated way of thinking.In a recently-published study in Nature, researchers found that humans almost always added components to solve problems instead of subtracting them. This might explain why humans often tend to add more activity to solve problems rather than subtract ineffective actions or ways of thinking.
Unlearning deeply embedded mental models is tough—but it can be done. Check out this video for a great example of how deeply ingrained mental models can be. You’re not going to get exponential results with a “bike” (mental model) that’s a little better and a little faster. You're going to have to learn how to ride a backwards bicycle. The good news is that it can be done, and it doesn't necessarily take eight months. It takes rewiring your automatic responses, which means going through the awkward and frustrating phase where you don’t feel like you're good at what you’re doing. In this stage, even 'knowing' what you need to do differently is not enough. As the narrator says, knowledge is not equal to understanding.
Walgreens created a prescription refill API to help providers and other stakeholders coordinate actions and data related to the refill process, with the aim of improving treatment plan adherence and reducing costs and errors.
Algorithmic decision-making in healthcare settings promises to provide better, more equitable and efficient care—but can only do so if we shift mindsets and provide good data into those systems. The qqual rights watchdog American Civil Liberties Union lays out the risks of both action and inaction.
Want to go to the river, but unsure if you'll be swarmed by a cloud of mosquitos? Fear not, friend—data scientists and the bug repellant brand Off have come together to provide a tool that predicts mosquito populations via machine algorithm and live weather data.
AR/VR technology can transform the practice of surgery and medical care. Fraunhofer's suite of software serve as machine coworkers to provide data-backed decision support about the best strategies for surgical interventions and risk reduction.
Is it the new Marvel movie with heroic doctors? No, it's real-world AR/VR technology giving surgeons superpowers.
Getting your lab tests done shouldn't be painful or frustrating. AccuVein is an augmented reality tool that uses near-infrared technology to help practitioners find a vein with ease.
Figs captured the attention of the healthcare industry by offering scrubs as a lifestyle brand with more in common with fashion than with stiff and scratchy uniforms. Figs see the value in self-expression and empower their customers to be "Awesome Humans" who take pride in their profession and appearance.
This "Dear Apple" video shows real users of the Apple Watch who have written to Apple to share how the device has changed their lives. Each user had a positive experience based on little data—the data about them as an individual. Watch it to experience what little data feels like versus the more generic strategies of big data.
Procedures live on even after they’ve been proved ineffective. It can lead to harms and wasted resources. This piece unpacks what it means to unlearn stuck ways of operating amongst professionals used to being the 'smartest ones in the room.'