From the founding director of the MIT Center for Collective Intelligence comes a fascinating look at the remarkable capacity for intelligence exhibited by groups of people and computers working together. If you're like most people, you probably believe that humans are the most intelligent animals on our planet. But there's another kind of entity that can be far smarter: groups of people. In this groundbreaking book, Thomas Malone, the founding director of the MIT Center for Collective Intelligence, shows how groups of people working together in superminds -- like hierarchies, markets, democracies, and communities -- have been responsible for almost all human achievements in business, government, science, and beyond. And these collectively intelligent human groups are about to get much smarter. Using dozens of striking examples and case studies, Malone shows how computers can help create more intelligent superminds simply by connecting humans to one another in a variety of rich, new ways. And although it will probably happen more gradually than many people expect, artificially intelligent computers will amplify the power of these superminds by doing increasingly complex kinds of thinking. Together, these changes will have far-reaching implications for everything from the way we buy groceries and plan business strategies to how we respond to climate change, and even for democracy itself. By understanding how these collectively intelligent groups work, we can learn how to harness their genius to achieve our human goals. Drawing on cutting-edge science and insights from a remarkable range of disciplines, Superminds articulates a bold -- and utterly fascinating -- picture of the future that will change the ways you work and live, both with other people and with computers.
From the founding director of the MIT Center for Collective Intelligence comes a fascinating look at the remarkable capacity for intelligence exhibited by groups of people and computers working together. If you're like most people, you probably believe that humans are the most intelligent animals on our planet. But there's another kind of entity that can be far smarter: groups of people. In this groundbreaking book, Thomas Malone, the founding director of the MIT Center for Collective Intelligence, shows how groups of people working together in superminds -- like hierarchies, markets, democracies, and communities -- have been responsible for almost all human achievements in business, government, science, and beyond. And these collectively intelligent human groups are about to get much smarter. Using dozens of striking examples and case studies, Malone shows how computers can help create more intelligent superminds simply by connecting humans to one another in a variety of rich, new ways. And although it will probably happen more gradually than many people expect, artificially intelligent computers will amplify the power of these superminds by doing increasingly complex kinds of thinking. Together, these changes will have far-reaching implications for everything from the way we buy groceries and plan business strategies to how we respond to climate change, and even for democracy itself. By understanding how these collectively intelligent groups work, we can learn how to harness their genius to achieve our human goals. Drawing on cutting-edge science and insights from a remarkable range of disciplines, Superminds articulates a bold -- and utterly fascinating -- picture of the future that will change the ways you work and live, both with other people and with computers.
Electronic mail, personal organizers, voice mail, all were introduced as time-saving devices designed to promote an easier and more efficient workplace. Yet many professionals find that making effective use of these new forms of communication technology can become a time-consuming task. In this handbook written for the office of the 21st century, Barbara Etzel and Peter J. Thomas provide guidance for those struggling to manage the growing volume of mail, memos, e-mail messages, and electronic documents that arrives daily. Personal Information Management details the skills professionals need to process this information, save time, and work more effectively. Etzel and Thomas present common organizational difficulties and enumerate concrete techniques for overcoming them. They guide the reader through a variety of computer software and hardware products, paper-based information products, and personal time management techniques, helping the reader to develop and individually-tailored Personal Information Management Strategy. Technologies covered include accounting and business software, word processors, databases, personal organizers, e-mail programs, tracking and storage packages, personal digital assistants, CD-Roms, computer backup devices, scanning device, voice mail, cellular phones, beepers, and fax machines, to name only a few. including an appendix listing the names and addresses of companies that Produce information technologies, Personal Information Technologies is essential reading for anyone suffering from information overload. Designed to be adaptable to emerging technologies, the techniques they provide will be applicable regardless for what the information age brings next.
A look at the National Conference of Bishops - itAIs operation, function, administration and role in the Church and in setting the social/political agenda in the United States.
Driven by maturing Web service technologies and the wide acceptance of the service-oriented architecture paradigm, the software industry’s traditional business models and strategies have begun to change: software vendors are turning into service providers. In addition, in the Web service market, a multitude of small and highly specialized providers offer modular services of almost any kind and economic value is created through the interplay of various distributed service providers that jointly contribute to form individualized and integrated solutions. This trend can be optimally catalyzed by universally accessible service orchestration platforms – service value networks (SVNs) – which are the underlying organizational form of the coordination mechanisms presented in this book. Here, the authors focus on providing comprehensive business-oriented insights into today’s trends and challenges that stem from the transition to a service-led economy. They investigate current and future Web service business models and provide a framework for Web service value networks. Pricing mechanism basics are introduced and applied to the specific area of SVNs. Strategies for platform providers are analyzed from the viewpoint of a single provider, and so are pricing mechanisms in service value networks which are optimal from a network perspective. The extended concept of pricing Web service derivatives is also illustrated. The presentation concludes with a vision of how Web service markets in the future could be structured and what further developments can be expected to happen. This book will be of interest to researchers in business development and practitioners such as managers of SMEs in the service sector, as well as computer scientists familiar with Web technologies. The book’s comprehensive content provides readers with a thorough understanding of the organizational, economic and technical implications of dealing with Web services as the nucleus of modern business models, which can be applied to Web services in general and Web service value networks specifically..
After the Civil War, the Yankee textile industry began a steady transfer south, bringing with it the tradition of a mill village, usually owned by the mill's owner, where the workers and their families lived. The new game of baseball quickly became a foundation of mill village life. A rich tradition of textile league baseball in South Carolina is here reconstructed from newspaper accounts and interviews with former players and fans. Players such as "Shoeless" Joe Jackson and Champ Osteen made their marks as "lintheads" in these semipro leagues. The fierce rivalries between competing mills and the impact of the teams on mill life are recounted. Appendices list club records and rosters for many of the teams from 1880 through 1955.
Help your team excel. Go from being a good practitioner to being an extraordinary leader of healthcare professionals. If you read nothing else on leadership, read these articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones for healthcare leaders to help you and your team excel, maximize performance, and live into your mission. Leading experts, such as Thomas H. Lee, Daniel Goleman, Peter F. Drucker, John P. Kotter, and Amy C. Edmondson, provide the insights and advice you need to: Understand the difference between managers and leaders Motivate others to excel Create successful cross-functional teams on the fly Maintain your identity and values as a clinician as you move into an organizational leadership role Have an impact not only on your organization but on the surrounding system Work in complex environments where authority is diffuse Lead effectively in times of rapid change This collection of articles includes "What Makes a Leader?," by Daniel Goleman; "What Makes an Effective Executive," by Peter F. Drucker; "What Leaders Really Do," by John P. Kotter; "Level 5 Leadership: The Triumph of Humility and Fierce Resolve," by Jim Collins; "The Work of Leadership," by Ronald A. Heifetz and Donald L. Laurie; "Teamwork on the Fly," by Amy C. Edmondson; "Who Has the D? How Clear Decision Roles Enhance Organizational Performance," by Paul Rogers and Marcia Blenko; "In Praise of the Incomplete Leader," by Deborah Ancona, Thomas W. Malone, Wanda J. Orlikowski, and Peter M. Senge; "Using the Balanced Scorecard as a Strategic Management System," by Robert S. Kaplan and David P. Norton; "Health Care's Service Fanatics," by James I. Merlino and Ananth Raman; and "Engaging Doctors in the Health Care Revolution," by Thomas H. Lee and Toby Cosgrove.
Visionary in scope, Intellectual Capital is the first book that shows how to turn the untapped knowledge of an organization into its greatest competitive weapon. Thomas A. Stewart demonstrates how knowledge--not natural resources, machinery, or financial capital--has become the most important factor in economic life. Through practical advice, stories, and case histories, Stewart reveals how organizations and individuals can create and use the knowledge assets they need. Dazzling in its ability to make conceptual sense of the economic revolution we are living through, this ingenious book cuts through the vague rhetoric of "paradigm shifts" to show how the Information Age economy really works. Intellectual Capital should be read as if the futures of your company and your career depend on it. They do.
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