Knowledge

Recently I joined a Design Thinking workshop and read an article about "Why Design Thinking Works"(written by Jeanne Liedtka and published on Sep-Oct 2018 Issue of Harvard Business Review). Design Thinking is related to innovation, if an organization or a brand wants to innovate and leads in the market, then it has to own the innovative mind-set in order to embrace change and transform. Here I'd like to simply conclude what I have learnt from the workshop and the article. First of all, what is Design Thinking? Design Thinking is a design methodology that provides a solution-based approach to solving problems. It is extremely useful in tackling complex problems that are ill-defined or unknown, by understanding the human needs involved, by re-framing the problem in human-centric ways, by creating many ideas in brainstorming sessions, and by adopting a hands-on approach in prototyping and testing. The five-stage Design Thinking model is proposed by  the Hasso...

Now we are in the 4th industrial revolution, as the emerging of new technology like Artificial Intelligence, most of the jobs have been replaced by robots. So what we are are going to do in the future, what can not be replaced for us humans? Well, it's about the very nature of work itself , leadership. Leadership is very important. It's irreplaceable. At "Leadership in the Future of Work Conference 2018" event held in NTU on Mar 28th, four leaders from different companies gave their speeches and inspired the students a lot. Ms Anna, Expert and Market Leader of McKinsey Org Solutions, said that it's coach rather than command that will matter within an organization, especially in management. She also presented us some videos about LipNet, image recognition, etc. Amazing progress in AI and automation, the impact on work, it's about jobs that have potential to be automated. And she talked about the technical feasibility and pace of breakthrough, demands for ...

We may have this experience that "we are all dramatically affected by information flow and  webs of relationships within social networks" . And f or most of us, "networks have a great deal to do with our personal productivity, learning and career success". (Cross & Parker, 2014, p.3). More diversified networks are associated with early promotion, career mobility, and managerial effectiveness. Research has shown that "whom you know has a significant impact on what you come to know", since relationships are crutial for obtaining information, solving problems, and learning how to do your work. However there are often great disconnects in organizations which may affect organizational performance or personal development. How to cross the great divide? While the book <The Hidden Power of Social Networks> has illustrated the method of "Finding and Fixing Critical Disconnects in Organizations". As is the phenomenon that most people of di...

In John Suler's article "The Online Disinhibition Effect", he explores six factors that interact with each other in creating this online disinhibition effect: dissociative anonymity, invisibility, asynchronicity, solipsistic introjection, dissociative imagination, and minimization of authority. Nowadays more and more people are using social networks to maintain relationships. However it's debatable that whether the relationships are authentic or not. While online, some people self-disclose or act out more frequently or intensely than they would in person.  When a person is shy in person while outgoing online, neither self-presentation is more true. They are two dimensions of that person, each revealed within a different situational context. From the multidimensional prospect, humanity is complicated that it's normal for a person not understanding another person in some extent, and misunderstanding often occurs. "Neither one is necessarily more true than a...