Getting Things Done: The Science behind Stress-Free Productivity

Allen (2001) proposed the “Getting Things Done” (GTD) method for personal productivity enhancement, and reduction of the stress caused by information overload. This paper argues that recent insights in psychology and cognitive science support and extend GTD’s recommendations. We first summarize GTD with the help of a flowchart. We then review the theories of situated, embodied and distributed cognition that purport to explain how the brain processes information and plans actions in the real world. The conclusion is that the brain heavily relies on the environment, to function as an external memory, a trigger for actions, and a source of affordances, disturbances and feedback. We then show how these principles are practically implemented in GTD, with its focus on organizing tasks into “actionable” external memories, and on opportunistic, situation-dependent execution. Finally, we propose an extension of GTD to support collaborative work, inspired by the concept of stigmergy

Spartan Daily, January 28, 2020

Volume 154, Issue 2https://scholarworks.sjsu.edu/spartan_daily_2020/1001/thumbnail.jp

Tracking Chart 2002 Adidas Salomon, Vietnam 01008408A

This document is part of a digital collection provided by the Martin P. Catherwood Library, ILR School, Cornell University, pertaining to the effects of globalization on the workplace worldwide. Special emphasis is placed on labor rights, working conditions, labor market changes, and union organizing.FLA_2002_AdidasSalomon_TC_Vietnam_01008408A.pdf: 35 downloads, before Oct. 1, 2020

Wild cards, weak signals and prganizational improvisation

This paper addresses the need for reliable action guidelines that can be used by organisations in turbulent environments. Building on current conceptual and empirical research, we suggest an analytical approach for the management of surprising and potentially damaging events. In order to do so we use the wild card management system. Wild cards refer to sudden and unique incidents that can constitute turning points in the evolution of a certain trend or system. As the first of the two components of such a wild card system we advocate a weak signal methodology to take into account those wild cards that can be anticipated by scanning the decision environment. The second component, the nurture of improvisation capabilities, is designed to deal with ongoing crisis. This paper can be seen as part of a broader agenda on how to manage in conditions of continuous but unpredictable change.wild cards, weak signals, improvisation, minimal structures

What If? The Art of Scenario Thinking for Nonprofits

Gives an overview of scenario thinking customized for a nonprofit audience. Outlines the basic phases of scenario development, and provides examples and advice for putting the process into practice. Includes an annotated bibliography of select readings

Learning Embedded in Structures: Facilitating Systems for Learning within Offshore Drilling Operations

Purpose: The current study examines the contribution of formalised planning to ensure success in drilling operations seen in the light of organizational learning theory. Methodology: The applied methodology is observational fieldwork including interviews, document studies and informal talks on a drilling rig on the Norwegian continental shelf conducted by the authors lasting for 6 days including 120 hours of observational fieldwork. Findings: It is described how procedures are adapted to the specific context in which a job is performed and how the adaption of procedures is integrated into the formalised organisational learning processes. Originality: Organizational learning is seen through praxis and the dialectical relationship between formalised work and work as done, that is, the formal structures involved when planning work and how procedures materialise during actual work, and the relationship to learning per se.publishedVersio

Human-agent collectives

We live in a world where a host of computer systems, distributed throughout our physical and information environments, are increasingly implicated in our everyday actions. Computer technologies impact all aspects of our lives and our relationship with the digital has fundamentally altered as computers have moved out of the workplace and away from the desktop. Networked computers, tablets, phones and personal devices are now commonplace, as are an increasingly diverse set of digital devices built into the world around us. Data and information is generated at unprecedented speeds and volumes from an increasingly diverse range of sources. It is then combined in unforeseen ways, limited only by human imagination. People’s activities and collaborations are becoming ever more dependent upon and intertwined with this ubiquitous information substrate. As these trends continue apace, it is becoming apparent that many endeavours involve the symbiotic interleaving of humans and computers. Moreover, the emergence of these close-knit partnerships is inducing profound change. Rather than issuing instructions to passive machines that wait until they are asked before doing anything, we will work in tandem with highly inter-connected computational components that act autonomously and intelligently (aka agents). As a consequence, greater attention needs to be given to the balance of control between people and machines. In many situations, humans will be in charge and agents will predominantly act in a supporting role. In other cases, however, the agents will be in control and humans will play the supporting role. We term this emerging class of systems human-agent collectives (HACs) to reflect the close partnership and the flexible social interactions between the humans and the computers. As well as exhibiting increased autonomy, such systems will be inherently open and social. This means the participants will need to continually and flexibly establish and manage a range of social relationships. Thus, depending on the task at hand, different constellations of people, resources, and information will need to come together, operate in a coordinated fashion, and then disband. The openness and presence of many distinct stakeholders means participation will be motivated by a broad range of incentives rather than diktat. This article outlines the key research challenges involved in developing a comprehensive understanding of HACs. To illuminate this agenda, a nascent application in the domain of disaster response is presented

Tracking Chart 2002 Reebok, Turkey 12007620A

This document is part of a digital collection provided by the Martin P. Catherwood Library, ILR School, Cornell University, pertaining to the effects of globalization on the workplace worldwide. Special emphasis is placed on labor rights, working conditions, labor market changes, and union organizing.FLA_2002_Reebok_TC_Turkey_12007620A.pdf: 11 downloads, before Oct. 1, 2020