I am always curious about how people rapidly learn complex domains, and this piece in the Wall Street Journal about how “speed learner” Max Deutsch approached his challenge of chess grandmaster Magnus Carlsen with only one month to train was fascinating. This was the latest in a series of accelerated learning challenges he’s called Month to Master (M2M).
What particularly stood out was his attempt to use machine learning to develop an algorithm to help him analyze Magnus’ patterns. While–spoiler alert–in the end it was unsuccessful, it is none the less remarkable to consider what is possible today with just a laptop, some code and some relevant data to analyze.
Also worthy of note is Max’s insistence on 8 hour of sleep every day–so with that, I’m off to bed.
A question at work reminded me of some research I had done recently about the new organizational knowledge clause in the latest revision of ISO 9001. It had nothing to do with fish mind you, it’s just not that easy to find a related visual.
Now, ISO 9001:2015 has a new clause, 7.1.6, on organizational knowledge and its management. This clause has no equivalent in ISO 9001:2008. In fact, it seems to be the only clause that is completely new. The other clauses seem to have some equivalent in the earlier version, in letter or in spirit.
The author goes on to differentiate between a strategy and technology-only approach to KM; I quote the strategy definition here:
Look at one definition of knowledge management: KM is an enabler to achieve an organization’s objectives better and faster through an integrated set of initiatives, systems and behavioral interventions, aimed at promoting smooth flow and sharing of knowledge relevant to the organization, and the elimination of reinvention. KM seeks to facilitate the flow of knowledge from where it resides, to where it is required (that is, where it can be applied or used), to achieve the organization’s objectives.
The article continues with an outline of a strategic approach that is worth a closer look. Now I’ll have something to read over sushi tomorrow.
One of the more memorable items from his talk was about how to organize a children’s party (within the context of complexity). Anyone who’s been a parent and/or worked in a large corporation will find it amusing and insightful. I was happy to see it captured in this video below:
Visualization about leveraging chaos for innovation in stable organizations, using General David Petraeus and the Iraq counterinsurgency “surge” as a case study. Content based on the book The Gamble by Thomas Ricks (which I have not read).