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MIT management professor Tom Malone on collective intelligence and the “genetic” structure of groups

MIT management professor Tom Malone on collective intelligence and the “genetic” structure of groups
Do groups have genetic structures? If so, can they be modified? Those are two central questions for Thomas Malone, a professor of management and an expert in organizational structure and group intelligence at MIT’s Sloan School of Management. In a talk this week at IBM’s Center for Social Software, Malone explained the insights he’s gained through his research and as the director of the MIT Center for Collective Intelligence, which he launched in 2006 in part to determine how collective intelligence might be harnessed to tackle problems — climate change, poverty, crime — that are generally too complex to be solved by any one expert or group. In his talk, Malone discussed the “genetic” makeup of collective intelligence, teasing out the design differences between, as he put it, “individuals, collectively, and a collective of individuals.” The smart group And what they found is telling. So how do you engineer groups that can problem-solve effectively? Which, yay. The group genome

http://www.niemanlab.org/2011/05/mit-management-professor-tom-malone-on-collective-intelligence-and-the-genetic-structure-of-groups/

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Teamwork Assessment | Biopsychology | Comparative | Cognitive | Developmental | Language | Individual differences | Personality | Philosophy | Social |Methods | Statistics | Clinical | Educational | Industrial | Professional items | World psychology | Industrial & Organisational : Introduction : Personnel : Organizational psychology : Occupations: Work environment: Index : Outline Projects often require that people work together to accomplish a common goal; therefore, teamwork is an important factor in most organizations. Effective collaborative skills are necessary to work well in a team environment. Many businesses attempt to enhance their employees' collaborative efforts through workshops and cross-training to help people effectively work together and accomplish shared goals.

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MIT Unravels the Secrets Behind Collective Intelligence – Hint: IQ Not So Important What makes a group able to succeed at large number of different tasks? Women, sharing, and sensitivity. When it comes to a successful group, the easiest way to ensure victory may be placing women on the team. MIT’s Center for Collective Intelligence seeks to understand how humans get better (or worse) at solving problems as they work together. They studied hundreds of people working in small groups and found that they could determine a “C factor”, a key statistic that would predict if a group could perform well in a variety of tasks. C factor was more important in determining group success than the individual IQs of the people in the group.

Webinar: Why Giving Orders Doesn't Work Thank you for your interest in our webinar The Case For Persuasion - Why Giving Orders Doesn't Work. Below please find links to download the webinar content for review/replay on your own, and information on how to contact Communispond for further information. Here is a link to an audio/video recording of the webinar: Audio/Video Webinar Recording Note: This recording is made by our Webinar platform provider (iLinc).

Pranav Mistry Pranav Mistry (born 1981) is an Indian computer scientist and Inventor. At present, he is the head of Think Tank Team and Vice President of Research at Samsung. He is best known for his work on SixthSense and Samsung Galaxy Gear.[1] His research interests include Wearable Computing, Augmented reality, Ubiquitous computing, Gestural interaction, AI, Machine vision, Collective intelligence and Robotics. World Economic Forum honored Mistry as one of the Young Global Leader 2013. Education and research[edit]

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The Collective Intelligence Genome References (6) 1. T.W. Malone, “The Future of Work” (Boston: Harvard Business School Press, 2004); J. Howe, “Crowdsourcing” (New York: Crown Business, 2008); J. Surowiecki, “The Wisdom of Crowds” (New York: Doubleday, 2004); Y. Leadership Principles Downloaded from Click here to return to Competencies page at the Center for Strategic Leadership Studies Know yourself and seek improvement Hacks at the Massachusetts Institute of Technology A hack in progress in Lobby 7. Although the practice is unsanctioned by the university, and students have sometimes been arraigned on trespassing charges for hacking,[18][19][20] hacks have substantial significance to MIT's history and student culture. Student bloggers working for the MIT Admissions Office have often written about MIT hacks, including those occurring during Campus Preview Weekend (CPW), an event welcoming admitted prospective freshman students.[21] Alumni bloggers on the MIT Alumni Association website also report and document some of the more memorable hacks.[22] Since the mid-1970s, the student-written guide How To Get Around MIT (HowToGAMIT) has included a chapter on hacking, and discusses history, hacker groups, ethics, safety tips, and risks of the activity.[23]

Collective Intelligence Thursday, Oct. 4, 2007 5 - 7 p.m. Bartos Theater Abstract A conversation about the theory and practice of collective intelligence, with emphasis on Wikipedia, other instances of aggregated intellectual work and on recent innovative applications in business. Speakers Karim R.

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