Artificial Intelligence and Patient-Centered Decision-Making

Advanced AI systems are rapidly making their way into medical research and practice, and, arguably, it is only a matter of time before they will surpass human practitioners in terms of accuracy, reliability, and knowledge. If this is true, practitioners will have a prima facie epistemic and professional obligation to align their medical verdicts with those of advanced AI systems. However, in light of their complexity, these AI systems will often function as black boxes: the details of their contents, calculations, and procedures cannot be meaningfully understood by human practitioners. When AI systems reach this level of complexity, we can also speak of black-box medicine. In this paper, we want to argue that black-box medicine conflicts with core ideals of patient-centered medicine. In particular, we claim, black-box medicine is not conducive for supporting informed decision-making based on shared information, shared deliberation, and shared mind between practitioner and patient

Five steps to scaling social impact

How and why do some impact-orientated projects scale, while others fail? Over the last eight years, much of our research at the LSE’s Innovation and Co-Creation Lab has focused on the question of how sustainable organisational models for large-scale impact can be developed

Towards a theory of serendipity: a systematic review and conceptualization

Serendipity – the notion of making surprising and valuable discoveries – plays a major role in the success of individuals and organizations alike. Previous research has established the importance of serendipity and identified important individual- and organizational-level antecedents. However, the literature has been dispersed and the boundaries of the concept have been blurry, leading to a lack of conceptual clarity and structure, and thus limiting validity and managerial actionability. Based on a systematic literature review, I synthesize existing management-related research on serendipity and explicate the emergence and composition of serendipity in the organizational context. I first identify three necessary conditions that differentiate serendipity from related concepts such as luck or targeted innovation: agency, surprise, and value. Then, I draw from the literature on sensemaking, event-based theorizing, and quantum-based approaches to management to conceptualize the process of cultivating serendipity in the organizational context as a process of enabling potentiality and materialization, and develop a multi-level theory of (cultivating) serendipity. This conceptualization contributes to our collective understanding of how, why, and when (i.e., under what conditions) organizations can leverage the value in the unexpected, which opens up fruitful avenues for further research

Experimental Investigation of a Rubidium-Argon Dual Species Magneto-Optical Trap

The first simultaneous cooling and confinement of two different atomic species from opposite sides of the periodic table in a dual magneto optical trap (DMOT) has been accomplished. The alkali-metal 85Rb and the noble gas 40Ar* have been simultaneously confined, characterized, and interspecies interaction parameters have been measured. The DMOT confined 1.2 × 106 85Rb atoms at a density of 1 × 1010/cm3 and 1.4 × 106 40Ar* atoms with a density of 1.2 × 1010/cm3. A collisional loss rate coefficient for Rb-Ar* has been determined to be γRb-Ar, = (4.8 ± 1.6) × 10−11cm3/s. A typical reduction of 3% of the florescence of the trapped 85Rb was observed when the 40Ar* trap was present. The loss of atoms from the dual trap is presumed to be caused by radiative escape and ionization losses, for an 40Ar* MOT it is due to Penning and associative ionization losses. An Ar* PI/AI ionization ratio of 6.7 ± 3.6 was determined, which makes the Penning ionization rate the dominant loss mechanism. The ionization rate was obtained with a SRS RGA200 mass spectrum analyzer specifically modified to work in conjunction with an ion optical field plate setup to collect the ions expelled from the MOT. The 85Rb was trapped with a 780 nm diode laser while the 40Ar* was slowed and trapped with a 811 nm Ti:sapphire laser, which was specifically modified to be locked to within 1 MHz of the atomic transition with a linewidth of ∼1 MHz. The metastable state 40Ar* was produced with a rf driven resonating cavity discharge which produced an atomic beam with an angular flux density of 4 × 1014 atoms s−1 sr−1

Asserting and transcending ethnic homophily: how entrepreneurs develop social ties to access resources and opportunities in socially contested environments

Research Summary In socially contested settings, it is often difficult to connect with (diverse) others, and it is unclear how entrepreneurs in these contexts may develop the social ties that previous research has shown to be valuable. We studied this subject matter in Kenya, an ethnically fractionalized society that recently experienced the decentralization of government, which required entrepreneurs to deal with both in-group and out-group ethnicities. We conducted an inductive case study of four Nairobi-based companies and captured the creative tactics that they used to transcend ethnic homophily (by defocusing from ethnicity and reframing the in-group) while also asserting ethnic homophily (by signaling tribal affiliation and leveraging others' ethnicity). We contribute to a deeper understanding of how and why entrepreneurs in socially contested settings develop social ties. Managerial Summary Entrepreneurs in socially contested settings rely on social networks to access resources and opportunities. However, it is unclear how entrepreneurs in these settings develop and use these networks. We studied this question in an ethnically fractionalized setting that recently experienced the decentralization of government: Kenya. Entrepreneurs who previously provided information technology (IT) services to the central government had to deal with both own-tribe and other-tribe contacts to receive new contracts. We studied four Nairobi-based IT firms that operated across a variety of counties and analyzed the creative tactics that entrepreneurs in this context use to cross ethnic divides while also working with own-tribe contacts. This contributes to our collective understanding of how and why entrepreneurs in socially contested settings develop diverse social ties to access resources and opportunities

How organisations survive and scale in resource-scarce environments

A study shows how an enterprise in S. Africa used simple rules to scale bricolage - making the best out of what is at hand, write Christian Busch and Harry Barkem