By Gregory F. Treverton
Provides the experiences from 4 workshops interested by the right way to higher combine substitute research into the analytic method because it pertains to transnational concerns.
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Information was like water, to be either dammed or channeled. These models omitted human factors and were colossal failures. From these failures, the “information ecology” model developed. It looked at three overlapping environments – informational, organizational, and external. The informational environment included factors like architecture, process, strategy, staff, and organizational culture and behavior, which were key but usually neglected by companies. A final factor was a typology for the “politics of information” – 34 monarchy, federalism, or feudalism.
If the world is driven by a relatively clear “in-box,” the answer is easy: Hire a good lawyer to process the material. But the world has changed, and it is easy for humans to be left floating. ” We are all too comfortable with point predictions. But predictions coming from astronomy and physics will not hold for the world we confront. In this world, thinking with a “bare brain” is like doing carpentry without tools. We need tools for thinking, and lots of them. How to choose those tools is a key question, the answer to which can be arrived at by considering five dimensions of a problem: • Type of problem – simple/complicated/complex/chaotic?
The knowledge of the affair had spilled out in a pre-conscious way. ” These observations suggest that purely virtual groups will be subject to danger. If the membership is stable, group-think may result. If it is not, there may be not enough trust. So, some face-to-face interaction is important. RAND, which has to be a highly virtual organization given its offices in several regions of the United States and countries overseas, is a good illustration; mistrust, even feuding, can go one for months between colleagues who don’t know one another and feel that they are too busy to make a phone call, let alone make a visit.