One of the essential challenges in successfully facilitating remote meetings is that—to put not too fine a point on it—they are online. Our normal meeting software is great for seeing and hearing the other person—as long as they don’t forget to unmute themselves—but for the most part that is all we get. If we want a different level of interaction, we need to think differently about what engagement looks like. The good news is that there are an enormous number of options with which to do exactly that.
Our brains are wonderful things. And so our our smartphones. We now have a smartphone in our pocket, and previously unimagined information at our fingertips. The challenge is knowing what to do with all that power. Or, more to the point, recognizing how the easy access to information makes us think about decisions and choices, and think in general. The more we take for granted about information that’s available, the less we take the time to recognize and work through what we already know.
Startup culture is rooted in principles of failing fast and often, and pivoting on to the next thing. And I absolutely understand the value of adaptation and evolution. But we forget that principles are not hard bound rules. And what works for startups does not necessarily work for their customers.
When most of us think about artificial intelligence or machine learning, it’s in the context of computers taking over. There’s a very different view, that puts us in the driver’s seat. Insights from the bleeding edge of cognitive computing.
For the most part, I am not a fan of business biography. Too often they are hagiographic, arguing for a particular perspective in order to ‘set the record straight’ from the view of one party. Seldom is there actual balance.
Crystal lives in that weird space between “I really wish I had thought of that” and “that really creeps me out.” And it is difficult to say which side has more influence. A very new technology offers disturbing insights into how to communicate better with others.