Empowered Teams Get a Slow Start, But Soon Zoom Ahead – Andrew O’Connell – The Daily Stat – Harvard Business Review

I related to this since it’s very often been the case for me, and something I strive towards in my teams — I’ve occasionally gotten feedback to the effect of “you guys started out pretty slow, but the end result was spectacular.”

You can ‘plan’ a machine tightly from the beginning, and implicit in that design is bounded results. Or you can allow for emergence and see how much more team-mates can offer by adapting and learning.

Empowered Teams Get a Slow Start, But Soon Zoom Ahead – Andrew O’Connell – The Daily Stat – Harvard Business Review.

Big Data is our generation’s civil rights issue, and we don’t know it – Solve for Interesting

Big Data is our generation’s civil rights issue, and we don’t know it – Solve for Interesting.

In the old, data-is-scarce model, companies had to decide what to collect first, and then collect it. A traditional enterprise data warehouse might have tracked sales of widgets by color, region, and size. This act of deciding what to store and how to store it is called designing the schema, and in many ways, it’s the moment where someone decides what the data is about. It’s the instant of context.

That needs repeating:

You decide what data is about the moment you define its schema.

With the new, data-is-abundant model, we collect first and ask questions later. The schema comes after the collection. Indeed, Big Data success stories like Splunk, Palantir, and others are prized because of their ability to make sense of content well after it’s been collected—sometimes called a schema-less query. This means we collect information long before we decide what it’s for.

 

And this is a dangerous thing.

Pierre Bourdieu on ‘habitus’, Pascalian Meditations

“Thus, because habitus is, as its name suggests, a product of a history, the instruments of construction of the social that it invests in practical knowledge of the world and in action are socially constructed, in other words structured by the world that they structure. It follows from this that practical knowledge is doubly informed by the world that it informs: it is constrained by the objective structure of the configuration of properties that the world presents to it; and it is also structured through the schemes, resulting from incorporation of the structures of the world, that it applies in selecting and constructing these objective properties. In other words, action is neither ‘purely reactive’, in Weber’s phrase, nor purely conscious and calculated.”

Perhaps my favorite part of Sun Tzu’s The Art of War

11. What the ancients called a clever warrior is one who not only wins, but excels in winning with ease.

12. Hence his victories bring him neither reputation for wisdom nor credit for courage.

13. He wins his battles by making no mistakes. Making no mistakes is what establishes the certainty of victory, for it means conquering an enemy that is already defeated.

14. Hence the skillful fighter puts himself into a position which makes defeat impossible, and does not miss the moment for defeating the enemy.

15. Thus it is that in war the victorious strategist only seeks battle after the victory has been won, whereas he who is destined to defeat first fights and afterwards looks for victory.