“The Knowledge Illusion is filled with insights on how we should deal with our individual ignorance and collective wisdom.” —Steven Pinker We all think we know more than we actually do. Humans have built hugely complex societies and technologies, but most of us don’t even know how a pen or a toilet works. How have we achieved so much despite understanding so little? Cognitive scientists Steven Sloman and Philip Fernbach argue that we survive and thrive despite our mental shortcomings because we live in a rich community of knowledge. The key to our intelligence lies in the people and things around us. We’re constantly drawing on information and expertise stored outside our heads: in our bodies, our environment, our possessions, and the community with which we interact—and usually we don’t even realize we’re doing it. The human mind is both brilliant and pathetic. We have mastered fire, created democratic institutions, stood on the moon, and sequenced our genome. And yet each of us is error prone, sometimes irrational, and often ignorant. The fundamentally communal nature of intelligence and knowledge explains why we often assume we know more than we really do, why political opinions and false beliefs are so hard to change, and why individual-oriented approaches to education and management frequently fail. But our collaborative minds also enable us to do amazing things. The Knowledge Illusion contends that true genius can be found in the ways we create intelligence using the community around us.

The business environment has changed. Sharper competition requires organizations to exhibit greater effectiveness in their operations and services and faster creation of new products and services—all hallmarks of the knowledge economy. Up until now, most of the knowledge management literature has focused on technology, systems, or culture. This book moves to the next stage, to focus on the people—the knowledge workers themselves. Noted expert Karl Wiig synthesizes recent research findings in cognitive science and related fields to describe how people actually work. He focuses on how people learn, remember, make decisions, solve problems and act—in general, how knowledge relates to work behavior. By understanding how people work, managers can improve effectiveness to gain competitive advantage.

Every person in every function of every organization is involved in solving problems. They show up in your email inbox, in meetings, in your own work. They are strategic and tactical, mundane and breakthrough, easy and difficult. Most organizations want to, and need to, improve their people's problem-solving efforts, and so they offer them tools, templates, and training. Yet this is not where the leverage for impact is found. People Solve Problems: The Power of Every Person, Every Day, Every Problem explores the real leverage to improve your problem solving. In the first section of the book, we explore the problem with problem solving, including both the value and limits of tools and templates. We also explore the marriage of problem solving and standards. Building on that start, People Solve Problems is built on four primary domains. After setting up the challenge, we start by exploring People-Centered Capabilities. These capabilities are tool agnostic, equally applicable to any chosen problem-solving method or no method at all. This includes a wide range of capabilities from creating problem statements to integrating intuition into problem solving. Next, we cover Problem-Solving Culture. These chapters outline the culture needed in the organization or the personal behaviors you must master to be successful in problem solving. The behaviors explored range from deliberately learning through problem solving to building transparency, vulnerability, and trust. In the third section, we dive into Success through Coaching. Problem solving is unlike other practices, training is incredibly insufficient, and coaching is the major driver of success. This section addresses the why, who, when, where, and of course the important how of coaching. Finally, we explore the Role of the Leader, whether the CEO or a team leader, in building an environment where problem solving can thrive. The leader must be the architect of their problem-solving systems, a shaper of culture, and a framer of problems. Problem-solving effectiveness is critical to success for both the problems you already know about and those you have not yet experienced. People Solve Problems will you help you, and those you lead, to be more effective now and in the future.

The impacts of the digital transformation on society in general, and particularly on people’s lives, are the subject of increasing debate among policymakers, researchers and industry. This book explores the challenges of this new revolution, identifies solutions, and demonstrates how knowledge management can enable the transition process associated with the digital transformation, guided by the principles of sustainability. Featuring contributions by experts from diverse areas of science and business – on topics ranging from the digital transformation of knowledge management in the public sector, to the creation of sustainable smart cities, regions and countries, and from using AI for business models to food security – it provides a comprehensive discourse on the digital transformation’s impacts on employment, education, governance, social life, sustainability, values, the economy and democracy.

The world can be an amazing place if you know the right questions to ask: How did carrots become orange? What's stopping us from having a four-day week? How can we remove all the broken bits of satellite from orbit? If everything is so terrible, why is the global suicide rate falling? The keen minds of the Economist love to look beyond everyday appearances to find out what really makes things tick. In this latest collection of The Economist Explains, they have gathered together the juiciest fruits of their never-ending quest for answers. For an uncommonly interesting read, take a peek at some Uncommon Knowledge - and pass it on! The world only gets more amazing when discoveries are shared.

We don't often think about the act of knowing, but if we do, the question of what we know and how we know it becomes murky indeed. Longing to Know is a book about knowing: knowing how we know things, knowing how we know people, and knowing how we know God. This book is for those who are considering Christianity for the first time, as well as Christians who are struggling with issues related to truth, certainty, and doubt. As such, it is a wonderful resource for evangelists, pastors, and counselors. This unique look at the questions of knowing is both entertaining and approachable. Questions for reflection make it ideal for students of philosophy and all those wrestling with the questions of knowledge.

Longlisted for the Fleck Prize from the Society for Social Studies of Science (4S) Citizen science—research involving nonprofessionals in the research process—has attracted both strong enthusiasts and detractors. Many environmental professionals, activists, and scholars consider citizen science part of their toolkit for addressing environmental challenges. Critics, however, contend that it represents a corporate takeover of scientific priorities. In this timely book, two sociologists move beyond this binary debate by analyzing the tensions and dilemmas that citizen science projects commonly face. Key lessons are drawn from case studies where citizen scientists have investigated the impact of shale oil and gas, nuclear power, and genetically engineered crops. These studies show that diverse citizen science projects face shared dilemmas relating to austerity pressures, presumed boundaries between science and activism, and difficulties moving between scales of environmental problems. By unpacking the politics of citizen science, this book aims to help people negotiate a complex political landscape and choose paths moving toward social change and environmental sustainability.

How can we help poor people earn more from their knowledge rather than from their sweat and muscle alone? This book is about increasing the earnings of poor people in poor countries from their innovation, knowledge, and creative skills. Case studies look at the African music industry; traditional crafts and ways to prevent counterfeit crafts designs; the activities of fair trade organizations; biopiracy and the commercialization of ethnobotanical knowledge; the use of intellectual property laws and other tools to protect traditional knowledge. The contributors' motivation is sometimes to maintain the art and culture of poor people, but they recognize that except in a museum setting, no traditional skill can live on unless it has a viable market. Culture and commerce more often complement than conflict in the cases reviewed here. The book calls attention to the unwritten half of the World Trade Organization's Agreement on the Trade Related Aspects of Intellectual Property (TRIPS). TRIPS is about knowledge that industrial countries own, and which poor people buy. This book is about knowledge that poor people in poor countries generate and have to sell. It will be of interest to students and scholars of international trade and law, and to anyone with an interest in ways developing countries can find markets for cultural, intellectual, and traditional knowledge.

Outlines simple, counterintuitive approaches to raising happy, healthy, and successful children through parental demonstrations of respectful examples and child-directed activities that facilitate early independence and problem-solving skills.

There are many reasons to be curious about the way people learn, and the past several decades have seen an explosion of research that has important implications for individual learning, schooling, workforce training, and policy. In 2000, How People Learn: Brain, Mind, Experience, and School: Expanded Edition was published and its influence has been wide and deep. The report summarized insights on the nature of learning in school-aged children; described principles for the design of effective learning environments; and provided examples of how that could be implemented in the classroom. Since then, researchers have continued to investigate the nature of learning and have generated new findings related to the neurological processes involved in learning, individual and cultural variability related to learning, and educational technologies. In addition to expanding scientific understanding of the mechanisms of learning and how the brain adapts throughout the lifespan, there have been important discoveries about influences on learning, particularly sociocultural factors and the structure of learning environments. How People Learn II: Learners, Contexts, and Cultures provides a much-needed update incorporating insights gained from this research over the past decade. The book expands on the foundation laid out in the 2000 report and takes an in-depth look at the constellation of influences that affect individual learning. How People Learn II will become an indispensable resource to understand learning throughout the lifespan for educators of students and adults.