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jerryking : eq   14

The robot-proof skills that give women an edge in the age of AI
February 11, 2019 | Financial Times |by Sarah O’Connor.

in a world of algorithms and artificial intelligence, communication skills and emotional intelligence — traditionally seen as female strengths — could prove key.

The latest panic about artificial intelligence is that it will deal a blow to women in the workplace..... The concerns are legitimate enough, but they fail to appreciate the big ways in which the world of work is going to change. In fact, it is quite possible the age of AI will belong to women. Men are the ones in danger of being left behind....Some AI tools may be biased against women — a risk for any group that has been historically under-represented in the workplace. Because machine learning tends to learn from historical data, it can perpetuate patterns from the past into the future......It is right to pay attention to these problems and work on solutions. Algorithms shouldn’t be given power without transparency, accountability, and human checks and balances. Top AI jobs should be held by a more diverse set of smart people.....As machines become better at many cognitive tasks, it is likely that the skills they are relatively bad at will become more valuable. This list includes creative problem-solving, empathy, negotiation and persuasion. As Andy Haldane, chief economist at the Bank of England, has put it, “the high-skill, high-pay jobs of the future may involve skills better measured by EQs (a measure of emotional intelligence) than IQs”..... increasing demand in these jobs for supplementary skills such as emotional intelligence, which has given women an the AI era dawns, it is the right moment to overhaul the way we value these skills, and the way we teach them. With an eye on the demands of the future, we are trying to persuade girls that coding is not just for boys. So why aren’t we also trying to persuade boys that empathy is not just for girls?

We could start by changing the language we use. For too long we have talked about “soft skills”, with connotations of femininity and a lack of rigour. Let’s call them what they are: “robot-proof skills” that neither men nor women can afford to face the 21st century
21st._century  algorithms  artificial_intelligence  biases  checks_and_balances  dark_side  emotional_intelligence  EQ  future-proofing  gender_gap  machine_learning  soft_skills  smart_people  under-representation  women  workplaces  pay_attention  historical_data 
february 2019 by jerryking
Artificial intelligence and jobs: What’s left for humanity will require uniquely human skills - The Globe and Mail

Where should we look for this final archipelago of human employment? The best place to start is deep within ourselves. As much as we pride ourselves on advanced skills such as mathematics and chess, humans are not born innately aware of algebra or checkmate. We are, instead, a social species. We are born innately aware of others, their reactions to us and our relationships with them. Removing a person from a social environment is so harmful that it is deemed to be a form of torture and is banned by the Geneva Convention.

When we attempt to use machines to replace the role of humans in our social lives, the response is immediate and negative......we, as a society and as a species, don’t want AI to replace our social interactions and our relationships. It’s a part of what makes us human and it’s a part that we intend to keep.....areas where we don’t desire AI replacement: relationships, trust, guidance, caring, nurturing and social interaction are traits that these post-AI jobs will share.
artificial_intelligence  automation  relationships  emotions  emotional_intelligence  empathy  EQ  humanity  creative_destruction  Joseph_Schumpeter  character_traits  AlphaGo  IBM_Watson 
july 2018 by jerryking
How Not to Drown in Numbers -

If you’re trying to build a self-driving car or detect whether a picture has a cat in it, big data is amazing. But here’s a secret: If you’re trying to make important decisions about your health, wealth or happiness, big data is not enough.

The problem is this: The things we can measure are never exactly what we care about. Just trying to get a single, easy-to-measure number higher and higher (or lower and lower) doesn’t actually help us make the right choice. For this reason, the key question isn’t “What did I measure?” but “What did I miss?”...So what can big data do to help us make big decisions? One of us, Alex, is a data scientist at Facebook. The other, Seth, is a former data scientist at Google. There is a special sauce necessary to making big data work: surveys and the judgment of humans — two seemingly old-fashioned approaches that we will call small data....For one thing, many teams ended up going overboard on data. It was easy to measure offense and pitching, so some organizations ended up underestimating the importance of defense, which is harder to measure. In fact, in his book “The Signal and the Noise,” Nate Silver of estimates that the Oakland A’s were giving up 8 to 10 wins per year in the mid-1990s because of their lousy defense.

And data-driven teams found out the hard way that scouts were actually important...We are optimists about the potential of data to improve human lives. But the world is incredibly complicated. No one data set, no matter how big, is going to tell us exactly what we need. The new mountains of blunt data sets make human creativity, judgment, intuition and expertise more valuable, not less.

From Market Research: Safety Not Always in Numbers | Qualtrics ☑
Author: Qualtrics|July 28, 2010

Albert Einstein once said, “Not everything that can be counted counts, and not everything that counts can be counted.” [Warning of the danger of overquantification) Although many market research experts would say that quantitative research is the safest bet when one has limited resources, it can be dangerous to assume that it is always the best option.
human_ingenuity  data  analytics  small_data  massive_data_sets  data_driven  information_overload  dark_data  measurements  creativity  judgment  intuition  Nate_Silver  expertise  datasets  information_gaps  unknowns  underestimation  infoliteracy  overlooked_opportunities  sense-making  easy-to-measure  Albert_Einstein  special_sauce  metrics  overlooked  defensive_tactics  emotional_intelligence  EQ  soft_skills  overquantification  false_confidence 
may 2015 by jerryking
How Successful People Stay Calm - Forbes
Travis Bradberry, Contributor

I use emotional intelligence to boost leadership performance.
Follow (102)
emotional_intelligence  emotional_mastery  EQ  gratitude  high-achieving  overachievers  stressful 
february 2014 by jerryking
What Data Can’t Do -
Published: February 18, 2013

there are many things big data does poorly. Let’s note a few in rapid-fire fashion:

* Data struggles with the social. Your brain is pretty bad at math (quick, what’s the square root of 437), but it’s excellent at social cognition. People are really good at mirroring each other’s emotional states, at detecting uncooperative behavior and at assigning value to things through emotion.
* Data struggles with context. Human decisions are embedded in contexts. The human brain has evolved to account for this reality...Data analysis is pretty bad at narrative and emergent thinking.
* Data creates bigger haystacks. This is a point Nassim Taleb, the author of “Antifragile,” has made. As we acquire more data, we have the ability to find many, many more statistically significant correlations. Most of these correlations are spurious and deceive us when we’re trying to understand a situation.
* Big data has trouble with big (e.g. societal) problems.
* Data favors memes over masterpieces. Data analysis can detect when large numbers of people take an instant liking to some cultural product. But many important (and profitable) products are hated initially because they are unfamiliar. [The unfamiliar has to accomplish behavioural change / bridge cultural divides]
* Data obscures hidden/implicit value judgements. I recently saw an academic book with the excellent title, “ ‘Raw Data’ Is an Oxymoron.” One of the points was that data is never raw; it’s always structured according to somebody’s predispositions and values. The end result looks disinterested, but, in reality, there are value choices all the way through, from construction to interpretation.

This is not to argue that big data isn’t a great tool. It’s just that, like any tool, it’s good at some things and not at others. As the Yale professor Edward Tufte has said, “The world is much more interesting than any one discipline.”
massive_data_sets  David_Brooks  data_driven  decision_making  data  Nassim_Taleb  contrarians  skepticism  new_graduates  contextual  risks  social_cognition  self-deception  correlations  value_judgements  haystacks  narratives  memes  unfamiliarity  naivete  hidden  Edward_Tufte  emotions  antifragility  behavioral_change  new_products  cultural_products  masterpieces  EQ  emotional_intelligence 
february 2013 by jerryking
What Makes a Top Executive?
1983 | Psychology Today | by Morgan W.McCall, Jr. and Michael M. Lombardo.
Executives, like the rest of us, are a patchwork of strengths and weaknesses....The fatal flaws of executives who failed to live up to their potential.

1. Insensitive to others: abrasive, intimidating style.
2. Cold, aloof, arrogant
3. Betrayal of Trust—failure to meet commitments.
4. Overly ambitious—plays politics, pushes too hard to get ahead.
5. Failure to handle specific performance problems—failure to handle problems then not admit the problem, try to cover up or shift blame.
6. Overmanaging: unable to delegate or build a team.
7. Unable to select and develop an effective staff.
8. Unable to think broadly or strategically—too much attention to detail and minor technical problems.
9. Unable to adapt to a boss with a different style.
10. Overdependence on one’s boss or mentor.

These flaws matter because:
1. Strengths become weaknesses
2. Deficiencies eventually matter
3. Success goes to their heads
4. Events conspire

Part of handling adversity lies in knowing what not to do. Know which behavioural patterns will colleagues and superiors consider intolerable...Seek diversity in the forms of success.
executive_management  CEOs  movingonup  career_ending_moves  leadership  listening  Myers-Briggs  managing_people  EQ  Managing_Your_Career  personality_types/traits  leadership_development  character_traits  strengths  weaknesses  people_skills 
july 2012 by jerryking
Romil Bahl of PRGX, on the Emergence of Great Ideas -
March 12, 2011

“tactful audacity.” = you can’t give feedback to clients in anything but
a constructive fashion. You can’t sort of just push back willy-nilly,
and you don’t win arguments with clients, period. ..Now, having said
that, if you aren’t being audacious, if you aren’t challenging, if you
aren’t pushing back, you’re on your way out the door, right? You’re done
as the trusted adviser and partner. So now it’s in our value set. It’s
about tone and how you pass along a difficult message. You sort of flip
that around and say, “How do I like to hear advice and how do I not like
to hear it?” You’re doing it because you’re trying to help.
management_consulting  advice  indispensable  CEOs  audacity  howto  feedback  emotional_intelligence  enterprise_clients  JCK  chutzpah  core_values  EQ  difficult_conversations 
march 2011 by jerryking
Amy Chua Is a Wimp -
Jan 17, 2011 | NYT| DAVID BROOKS. ... Practicing music for 4
hrs. requires focus, but it’s not as cognitively demanding as a
sleepover with 14-yr-old girls....Participating in a well-functioning
group is really hard. It requires the ability to trust people outside
your kinship circle, read intonations & moods (i.e. cues & prompts), understand how the
psychological pieces each person brings to the room can & can`t fit
together.This skill set is not taught formally, but it is imparted
through arduous experiences....Chua would do better to see the classroom
as a cognitive break from the truly arduous tests of childhood. Where
do they learn how to manage people? Where do they learn to construct and
manipulate metaphors? Where do they learn to perceive details of a
scene the way a hunter reads a landscape? Where do they learn how to
detect their own shortcomings? Where do they learn how to put themselves
in others’ minds & anticipate others’ reactions?
Amy_Chua  parenting  cues  prompts  nonverbal  David_Brooks  Tiger_Moms  arduous  empathy  emotional_intelligence  EQ  self-awareness  self-reflective  metaphors  people_skills  self-regulation  girls  hunting  tacit_knowledge 
january 2011 by jerryking
The new heavyweight champions
June 12, 2010 | The Globe and Mail | Margaret Wente. 30 yrs.
ago, most of these men handily out-earned their wives. But the situation
has reversed. Could this be the future? Very likely. At every age and
income level, women are more likely than ever before to be the major or
sole breadwinner in the family...The modern, postindustrial economy
rewards people with a high degree of emotional intelligence who can
navigate complex social networks. It rewards people who are flexible,
adaptable and co-operative, who have good verbal skills, and who can
work diligently, sit still and focus long enough to get the credentials
they need to land a job. Women tend to be better at these things than
men. They’re also good at all the gender-neutral stuff, such as sales
and analytical skills. Meantime, as muscle jobs vanish, men are showing
little or no interest in becoming dental hygienists, kindergarten
teachers or anything else that requires a high degree of people skills
and nurturing.
women  workplaces  gender_gap  Margaret_Wente  life_skills  people_skills  EQ  emotional_intelligence 
june 2010 by jerryking
You're a Success, Now Get Down to Work -
AUGUST 20, 2009 | Wall Street Journal | by ALEXANDRA LEVIT.
Examining where you might have shortcomings can make or break a career.
Becoming as successful as you can be -- after you've already climbed
part of the ladder -- means you need two things. For starters, you need
outstanding people skills: Listen carefully, think before you speak,
reciprocate favors and manage conflicts diplomatically. Second, you
must regularly take a hard look at yourself and address your weak
points. For example, if you have a communication issue with one person
or a group of people, step away from the blame game and ask yourself,
"How can I be better?" Make sure people are honest with you by
requesting feedback anonymously and confidentially.

Remember: "Strong leaders don't coast."
Achilles’_heel  Alexandra_Levit  blaming_fingerpointing  emotional_intelligence  EQ  high-achieving  life_skills  Managing_Your_Career  movingonup  overachievers  people_skills  self-analysis  self-awareness  self-improvement  self-reflective  shortcomings  success  up-and-comers  weaknesses 
august 2009 by jerryking

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