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Systems Thinking Applied to Safety
The Marketing of Information

We live in an “Information Age” of overabundant data and lightning-fast transmission. Yet although information and knowledge represent key factors in most economic decisions, we often forget that data, information, and knowledge are products created and traded within the knowledge economy. In Gurus and Oracles, Miklos Sarvary describes the information industry--the far-flung universe of companies whose core business is to sell information to decision makers.

Moving Through Crisis to Opportunity

Crisis—whether natural disaster, technological failure, economic collapse, or shocking acts of violence—can offer opportunities for collaboration, consensus building, and transformative social change. Communities often experience a surge of collective energy and purpose in the aftermath of crisis. Rather than rely on government and private-sector efforts to deal with crises through prevention and mitigation, we can harness post-crisis forces for recovery and change through innovative collaborative planning.

Meeting Human Needs in a Complex Technological World

Most managers leave intellectual property issues to the legal department, unaware that an organization’s intellectual property can help accomplish a range of management goals, from accessing new markets to improving existing products to generating new revenue streams. In this book, intellectual property expert and Harvard Law School professor John Palfrey offers a short briefing on intellectual property strategy for corporate managers and nonprofit administrators.

While we have been preoccupied with the latest i-gadget from Apple and with Google’s ongoing expansion, we may have missed something: the fundamental transformation of whole firms and industries into giant information-processing machines. Today, more than eighty percent of workers collect and analyze information (often in digital form) in the course of doing their jobs.

Searching for the Keys to Adaptive Decision Making

In making decisions, when should we go with our gut and when should we try to analyze every option? When should we use our intuition and when should we rely on logic and statistics? Most of us would probably agree that for important decisions, we should follow certain guidelines—gather as much information as possible, compare the options, pin down the goals before getting started. But in practice we make some of our best decisions by adapting to circumstances rather than blindly following procedures.

Human and Machine in Spaceflight

As Apollo 11’s Lunar Module descended toward the moon under automatic control, a program alarm in the guidance computer’s software nearly caused a mission abort. Neil Armstrong responded by switching off the automatic mode and taking direct control. He stopped monitoring the computer and began flying the spacecraft, relying on skill to land it and earning praise for a triumph of human over machine. In Digital Apollo, engineer-historian David Mindell takes this famous moment as a starting point for an exploration of the relationship between humans and computers in the Apollo program.

Mapping Social Behavior

Humans are, first and foremost, social creatures. And this, according to the authors of I'll Have What She's Having, shapes—and explains—most of our choices. We're not just blindly driven by hard-wired instincts to hunt or gather or reproduce; our decisions are based on more than “nudges” exploiting individual cognitive quirks.

Managing Large-Scale Risks in a New Era of Catastrophes

The United States and other nations are facing large-scale risks at an accelerating rhythm. In 2005, three major hurricanes--Katrina, Rita, and Wilma--made landfall along the U.S. Gulf Coast within a six-week period. The damage caused by these storms led to insurance reimbursements and federal disaster relief of more than $180 billion--a record sum. Today we are more vulnerable to catastrophic losses because of the increasing concentration of population and activities in high-risk coastal regions of the country.

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