On What We Know We Don T Know
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On What We Know We Don't Know
Author: Sylvain Bromberger
language: en
Publisher: University of Chicago Press
Release Date: 1992
In this collection of essays, Bromberger explores the centrality of questions and predicaments they create in scientific research. He discusses the nature of explanation, theory, and the foundations of linguistics.
We Don't Know What We're Doing
A young video shop assistant exchanges the home comforts of one mother-figure for a fleeting sexual encounter with another; a brother and sister find themselves at the bottom of a coal mine with a Japanese tourist; a Welsh stag on a debauched weekend in Dublin confesses an unimaginable truth; and a twice-widowed pensioner tries to persuade the lovely Mrs Morgan to be his date at the town's summer festival... Set in Caerphilly, a diminished castle town in South Wales, Thomas Morris' debut collection reveals its treasures in unexpected ways, offering vivid and moving glimpses of the lost, lonely and bemused. By turns poignant, witty, tender and bizarre - these entertaining stories detail the lives of people who know where they are, but don't know what they're doing. This is the work of a young writer with a startlingly fresh voice, an uncanny ear for dialogue and a broad emotional range. We Don't Know What We're Doing is a major launch for the Faber fiction list in 2015.
Know What You Don't Know
Author: Michael A. Roberto
language: en
Publisher: Pearson Prentice Hall
Release Date: 2009-01-29
Problems remain hidden in organizations for a number of reasons, including fear, organizational complexity, gatekeepers who insulate leaders from problems that are coming up, and finally, an overemphasis on formal analysis in place of intuition and observation. This book lays out the key skills and capabilities required to ensure that problems do not remain hidden in your organization. It explains how leaders can become effective problem finders, unearthing problems before they destroy an organization. The book explains how leaders can become an anthropologist, going out and observe how employees, customers, and suppliers actually behave. It then goes on to present how they can circumvent the gatekeepers, so they can go directly to the source to see and hear the raw data; hunt for patterns, including refining your individual and collective pattern recognition capability; "connect the dots" among issues that may initially seem unrelated, but in fact, have a great deal in common; give front-line employees training in a communication technique; encourage useful mistakes, including create a "Red Pencil Award"; and watch the game film, where leaders reflect systematically on their own organization's conduct and performance, as well as on the behavior and performance of competitors.