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Showing posts with the label automated decisions

We can be very good at answering questions, but why don't we challenge them?

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A problem (among many) with data is that many people ask questions that are easy.  How many and who clicked this button? These are easy to ask, occupy time, fill in KPI cards and are often easy to answer. Why do so few kick back to ask if it is the right question?  Why did they click the button? Oh, we don’t have that data! But we can create constraints that mean we get biased data as we don’t understand human behaviour in context.  ---- In 1973 two behavioural scientists, John Darley and Daniel Batson published " From Jerusalem to Jericho: A study of Situational and Dispositional Variables in Helping Behavior ." It was an investigation into the psychology of prosocial behaviour . Darley and Batson picked students who were studying to be priests at the Princeton Theological Seminary to determine how situational factors influenced prosocial behaviour. Hypothesis : When someone is kind to another, is that because he or she has some innate qualities that lead to kindness—or be

Choice, decision making and judgment; is your relationship constructive or destructive?

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What is NEW in this article about decision making? The new part explains the relationship between choices, decisions and judgement and how our questions indicate if our relationship is curious and constructive OR linear, framed, and destructive.  This article is part of a masterclass I have been creating on how we, as directors and those in leadership, can improve our choices, decisions and judgements using data and be better ancestors.  This article is not another self-help or “use this framework to improve decision making”; it is for the curious and those who ask questions on their journey. The refelction at the end should be "How does this article affect our views on the automation of decision making and the use of AI?" Why is this an important topic? Our individual and unique view of the world comprises layers of constructs created by our personality, biases, preferences, facts, and ideas learnt from past experiences.  These constructs are better known as “mental models

Executive Leadership Briefing. Is the data presented to you, enabling a real choice?

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This article explores why senior leaders need to develop skills to see past big noticeable loud noises and uncover small signals if we want to be part of a Board who makes the challenging judgment calls. Prof Brian Cox said during his opening keynote at Innotribe/ SIBOS 2019 , give or take a bit; “if you cannot find it in nature, it is not natural.”  This got me thinking about how choice is created and then have we make decisions and judgement.  How humans choose, decide and make complex judgement draws heavily on psychology and the behavioural sciences. Alongside judgement, I have a polymath interest in quantum mechanics, microbiome and consciousness. I was relaxing and watching “ His Dark Materials ” which it turns out was worth hanging in for and had finished Stuart Russels “Human Compatible” and Carlo Rovelli “The Order of Time”.  Then whilst watching this mini-series on the BBC about free will this article emerged.  Choice has a prediction that you have agency and can choose o