Tag: Pascal Kaufmann

Wikipedia Entry: Pascal Kaufmann

Pascal Kaufmann is a Swiss tech entrepreneur.

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<span class="entry-title-primary">Chatgpt’s Intelligence Is Zero</span> <span class="entry-subtitle">Pascal Kaufmann</span>

Chatgpt’s Intelligence Is Zero Pascal Kaufmann

ChatGPT’s intelligence is zero, but it’s a revolution in usefulness. Credit: Pascal Kaufmann ChatGPT’s intelligence is zero, but it’s a usefulness revolution | Pascal Kauffman Source: ZDNETBooks: Pascal KaufmannChatgpt’s Intelligence Is Zero Pascal KaufmannQuotations: Pascal KaufmannChatgpt’s Intelligence Is Zero Pascal KaufmannTags: artificial intelligence (40) | ChatGPT (18) | Pascal Kaufmann (1)Google Web Search Photo Credits: Pixabay … Continue reading Chatgpt’s Intelligence Is Zero Pascal Kaufmann

In this chapter, The Challenge of Complexity, I start by talking about the problems we face in the world. I look at the context. I look at what I think to be the root cause. And I introduce Conversational Leadership as a powerful though maybe not a complete response. In our complex world, there are no silver bullets to any of the problems we face.
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Our World Is a Mess The metacrisis
Our World Is Hyperconnected The world is an increasingly connected place
Our World Is Complex It is a VUCA world
We Humans Are Complex Human socio-technical systems are complex
Our Old Ways of Thinking and Working Are Failing The outcome

Chapter: Our Evolutionary Journey

In this chapter, Our Evolutionary Journey, Our Evolutionary Journey, I explore our evolutionary journey past, present and future, from the Big Bang to the death of the Universe.
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Introduction: Our Evolutionary Journey From the Big Bang to the universe's death
We Are Stardust We are literally part of the universe, not separate from it
Our Past Evolutionary Journey The journey from the Big Bang to the present day is a remarkable story
What Does Our Future Biological Evolution Hold? With advances in science and technology
Post-biological Evolution ** Evolution is not limited to biological evolution
Understanding Teleology Exploring the concept of teleology
The Meaning of Purpose ** Purpose has a nuanced meaning
Fundamental Questions About Human Life ** Whis is the purpose of life and humanity?
Why Does Human Life Exist? ** Why are we here?
What Is the Purpose of Life? ** What is the meaning of an individual human life?
What Is the Purpose of Humanity ** What is our collective purpose?
Longtermism Doing the most good possible from a civilization-scale perspective

Chapter: The Two Worlds

In this chapter, The Two Worlds, I explore how human knowledge has given rise to two worlds: the relatively simple natural world in which we evolved, and the modern, complex world we have constructed.
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Introduction: Two Worlds From evolution to entanglement
A Brief History of Knowledge 200,000 years of human history
Knowledge Revolutions The evolution of knowledge
The Enlightenment The Age of Reason
Enlightenment 2.0 A New Enlightenment for the 21st century
From Enlightenment to Entanglement Adapting to the complexities of an interconnected world
The Anthropocene The age of humans
Two Worlds Learning to live in an entangled world
Conclusion: Two Worlds Living in two worlds

Chapter: Principles of Conversational Leadership

In this chapter, Principles of Conversational Leadership, I look at the five principles which underpin Conversational Leadership.
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Introduction: Principles of Conversational Leadership The Principles of Conversational Leadership
I. Take Responsibility We need to take responsibility for the changes we wish to see in the world
II. Embrace Complexity We need to understand complexity & its implications
III. Practice Leadership We need to practice leadership
IV. Leverage the Power of Conversation We need to improve our conversational skills
V. Nurture Community We need to care more about each other

Chapter: The Power of Conversation

In this chapter, The Power of Conversation, I explore the power of conversation. The chapter consists of an electric mix of insights into the nature and power of conversation.
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Introduction: the Power of Conversation A powerful, adaptable human technology
What Is a Real Conversation? There is more to conversation than just talking or exchanging messages
The Language of Conversation and Speech Meanings of words describing conversation and speech
The Value of Conversation ** Why are conversations so valuable?
The Purposes of Conversation Real conversation serves one or more purposes
Conversational Capacities Prerequisites to a good conversation
Levels of Conversation ** Four levels of conversation
Dialogue Vs Debate ** Exploring together vs winning
Conversation Is a Dance ** Conversation and dance are both improvisational
Improving Informal Conversations ** Add a little structure
Life Is a Conversation ** Life is a conversation between ourselves and the world around us
Conversation Is More Than Communication Conversation shapes our lives
The Difference Between Dialogue and Debate ** In dialogue, finding common ground is the goal while in debate, winning is the goal
The Jazz of Conversations Drawing Parallels Between Jazz Improv and Conversations
Meetings and Conversations Serve Two Purposes There is a second purpose to any meeting which we often overlook
Why Face-to-face Interaction Matters ** Our social life is essential to our wellbeing and health
Orality ** The practice of transmitting knowledge, culture, and traditions through spoken language
Friends with Cognitive Benefits Engaging in short friendly conversations improves people's thinking
Verbal Judo ** Using one's words to prevent, de-escalate, or end an attempted assault.
Cognitive Diversity Seeing and processing the world differently
Contra-conversations **
Turn-taking in Conversation When we talk we take turns
Conversation Theory ** Gordon Pask
Our Most Powerful Technology Is Conversation Conversation - an overlooked human technology
The Myth of Thamus and Theuth Does writing allow the pretense of understanding, rather than true understanding?
Our Brains Are Designed for Conversation That is why we find conversation so easy
Connecting Minds Connecting and synchronising minds
Thinking Together Talking with each other beats talking to ourselves
Hard Conversation Conversation is anything but soft and wooly
Let’s Have More Interesting Conversations It's our job
Conversation Sharpens the Saw It is not a waste of time
Organizational Conversation ** The conversation is the organization
Bake Conversation Into All That We Do ** There are so many ways to leverage conversation
Betrayed by Our Laughter Our sense of humor is something we find hard to fake or suppress
Conversation Is Not a Panacea for All Our Problems ** But it goes a long way
Become a Conversation Architect A conversation architect designs and convenes conversations
Oracy The ability to express oneself in and understand spoken language
Rhetoric To influence people through speech or writing
What Is the Difference Between Rhetoric and Oracy? Rhetoric is monologue, oracy is dialogue

Chapter: Conversational Leadership

In this chapter, Conversational Leadership, Conversational Leadership, I introduce the concept of Conversational Leadership, examine its history, and more.
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Introduction: Conversational Leadership Conversational Leadership
Conversational Leadership Framework ** A framework to help understand the concept
The History of Conversational Leadership 1985 to today

Chapter: Practicing Conversational Leadership

In this chapter, Practicing Conversational Leadership, Practicing Conversational Leadership, I start to explore what it means to practice Conversational leadership.
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Introduction: Practicing Conversational Leadership Anyone can practice conversational leadership
Conversational Leadership Mindset Developing a Conversational Leadership mindset
Three Questions for Meaningful Conversations Clarify focus, approach, and community-building in discussions
The Impact of Cognitive Biases in Conversation Cognitive biases can lead to flawed or irrational conclusions in a conversation
The Perils of Binary Bias ** Simplifying complex issues into two extreme and opposing categories
We Are Not Enemies but Friends—mostly Finding understanding by conversing with those who think differently

Chapter: Use of Self

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Use of Self Using who we are to be more effective in life

Chapter: Conversational Leadership Skills

In this chapter, Conversational Leadership Skills, I look at some of the skills we need to practice Conversational Leadership effectively, why they are important, and how to develop them.
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Introduction: Conversational Leadership Skills The technical abilities we use during a conversation
Oracy Is a Core Conversational Leadership Skill Communicating effectively in spoken language
Conversational Self-awareness Being aware of our own thoughts, feelings, and behaviors during a conversation
Conversation Through the Lens of the Johari Window Understanding ourselves and others through conversation
Conversational Awareness The skill of being able to pay attention to various elements of a conversation
Empathy Understanding and share the feelings of others
Cultural Competence ** Appreciating, and effectively interacting with people from different cultures and backgrounds
Open Mindedness ** Willingness to seek and weigh evidence that challenges our beliefs, plans, or objectives
Critical Thinking ** Analyzing information and arguments to make sound judgments and decisions
Active Listening ** Listening attentively to understand and retain communicated information
The Art of Navigating Conversations Choosing our repsonses carefully
Conversational Continuous Self-improvement ** Making ongoing incremental improvements to our conversations
Difficult Conversations Navigating emotionally challenging conversations
Impossible Conversations Navigating conversations across ideological divides

Chapter: Conversational Leadership Habits

In this chapter, Conversational Leadership Habits, I look at some of the habitual ways we communicate face-to-face and practice Conversational Leadership.
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Introduction: Conversational Habits The habitual ways in which we practice Conversational Leadership
Make Time to Talk The lack of time for conversation is just an excuse
Talk More The essence of Conversational Leadership is to talk with people more
Talk with Strangers Why and how should you talk with strangers?
Make Big Talk Make big talk not small talk
Connect More Connect more broadly, more deeply
Connect People Purposefully connect people with each other
Eat with Others We should make it a priority to eat with others whenever possible
Construct Steel Positions Not Straw Ones We need to learn to argue more effectively to get at the truth
Ask Questions ** Be curious - ask more questions
Converse in Good Faith Be sincere, fair, open, and honest, regardless of the outcome
Say So, If We Don’t Have an Opinion It's perfectly OK to say ‘Sorry, I don’t know’
Carpe Diem – Seize the Day Seize the day everyone
Admit When We Are Wrong ** We find it difficult to admit when we are wrong
Speak Up Express our opinions frankly and openly
Speak Last Learn to be the last to speak
Speak in Plain Language We should use everyday natural language that everyone understands.
Turn Monologues Into Dialogues Talk with people rather than talk at them
Take Responsibility for the Conversation ** We all need to take responsibility for the quality of our conversations
Speak with Less Conviction Speaking with conviction inhibits learning
Disagree Constructively How to disagree well
Reduce Emailing and Texting ** Start talking
Show Respect Failing to respect one another negatively impacts the future for all of us
Tell the Truth Lies distort the world
Listen to Ignite Thinking Listening is not a passive act - it's a powerful act of creation
Listen Empathically ** Most people do not listen with the intent to understand; they listen with the intent to reply
Listen with the Intent to Understand Don't listen with the intent to reply
Don’t Discourage Dissent Fear, uncertainty and doubt are good things
Don’t Give Advice Especially when it is sought
Banter with Care Banter: the playful and friendly exchange of teasing remarks
Stop Ditting Ditting is the dubious art of trumping the previous person's story
Hold Strong Opinions Weakly ** I have no doctrine, I carry on a dialogue
Don’t Give Speeches Convene conversations
Avoid Anonymity Anonymity kills the conversation

Chapter: Conversational Leadership Methods

In this chapter, Conversational Leadership Methods, I explore some of the more powerful conversational methods that anyone can use.
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Introduction: Conversational Methods Ways of structuring conversations
Improving Performance with After-action Reviews Building a culture of improvement
Anecdote Circles A narrative technique to guide participants in sharing stories
Conversation Covenant Creating a psychologically safer space for difficult conversations
Brainstorming A group discussion to produce a list of ideas or solutions to a problem.
Brown-bag Lunches ** An informal opportunity to learn at work
C-group Develop your interpersonal and conversational skills
Bridging Divides **
Community of Innovation ** A form of community of practice that is dedicated to the support of innovation.
Community of Practice ** A group of people who share a passion for something they do
Connection Before Content Without relatedness, no work can occur
Conversare Events Social gatherings which people engage in one-to-one conversation with a stranger
Understanding Debates Argument is meant to reveal the truth, not to create it
The Dérive An unplanned journey through a urban landscape
Dialogue Dialogue is a disciplined form of conversation
Dialogic Organization Development From a dialogic perspective, change results from transformational conversations
Flipped Teaching Speech is a bad medium for communicating information - so watch lectures at home
The Power of Team Huddles How brief team gatherings can align, motivate, and connect
The Oracy Lab An experimental space for exploring the power and possibilities of conversations
Ongoing Performance Conversations From annual performance reviews to on-going performance conversations
Open Space Technology ** No formal agenda
Peer Learning Unlocking collective wisdom
Peer Assist Learn from your peers; someone has already done it
Pitching by Conversation ** Ditch the pitch
Randomised Coffee Trials It is just a coffee, but at the same time it is much more
Ritual Dissent ** A structured way for a group of peers to criticize proposals or ideas
Speed Consulting Drawing on the experience of others
Speed-conversation Without relatedness, no work can occur
Street Epistemology Exploring deeply held beliefs
Reverse Brainstorming Café Brainstorming the opposite of what you want
Theodore Zeldin’s Conversation Dinners Dinner and a stimulating conversation with a stranger
Town Hall Meeting ** A meeting in which a report is made and participants have an opportunity to ask questions
Unhurried Conversations ** Time to think differently
World Café A conversational process intended to facilitate open and intimate discussion

Chapter: Discourse and Narrative

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Introduction: Discourse and Narrative **
Oral Public Discourse Verbal expression aimed at a public audience
Narrative and Story ** Narrative provides a way of looking at and interpreting the world.
The Narrative Paradigm All meaningful communication occurs via storytelling or reporting of event
Storytelling ** A powerful tool for effective communication, engagement, and influence
Dominant Discourse and Narrative ** Shape the world
Weaponizing Public Discourse **
The Power of Discourse and Narrative ** How stories shape our individual and collective realities

Chapter: Community

In this chapter, Community, I explore the concept of community, what Henry Mintzberg calls communityship and what it takes to nurture and sustain a community.
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Introduction: Community ** Members of a community care about each other
Caring We naturally take responsibility for the people and the things that we care about
What Makes a Real Community? Members of a community care about each other
What Is Communityship? Where everyone in a community practices leadership
Politics Is Life We can't escape it
We All Have the Freedom to Choose If We Choose To The last of human freedoms
Lashon Hara Jewish religious term for derogatory speech
Gossip and Lashon Hara Conversation about other people
Leadership Is a Practice Not a Position of Authority Anyone can practice leadership
Ownership, Not Buy-in We need to move from buy-in to ownership
Shared Meaning To understand each other's perspectives well enough to accept them
Culture Basic tacit assumptions about how the world works
Reframing Questions Shifting perspective changes the conversation
Exploring the Multifaceted Roles of Trust in Relationships and Society Without trust our civilization would collapse
Raising the Ships on the Sea The comedy or cornucopia of the commons
Invitation and Community ** Invitation is a fundamental way of being in a community
Everyone Believes They’re the Good Guy The only real way to disarm your enemy is to listen to them
Working Together ** Working together rather than manipulating each other
We’re All Different ** We need to get to know each other better

Chapter: The Knowledge Café

In this chapter, The Knowledge Café, I look broadly at the Knowledge Café, its principles, how it can be applied, and some stories of how various organizations are using it.
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Introduction: Knowledge Café Improving decision-making, innovation, and collaboration
The Knowledge Café Metaphor A metaphor for the type of conversation you have in a Café
A Knowledge Café Is a Gathering It is not a meeting
What’s New About the Knowledge Café? In some ways it is not new but in others it isn't
Knowledge Café History It began on September 5th, 2002 at the Strand Palace Hotel in London
Knowledge Café Outcomes The outcomes are what you take away in your head
Knowledge Café Applications The Knowledge Café is a highly adaptable tool
Knowledge Cafés and Communities of Practice ** There is a difference
The Differences Between the Knowledge Café and the World Café There are some significant differences
Videos: Knowledge Cafés A selection of videos from past Knowledge Cafés
Knowledge Café: Getting Started Make an impact

Chapter: Knowledge Café Principles

In this chapter, Knowledge Café Principles, I look at the principles that underpin and shape the core structure of the Knowledge Café.
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Introduction: Knowledge Café Principles Create a conversational environment
Knowledge Café Principle: Conversation Is Sovereign It's all about the conversation
Knowledge Café Principle: Everyone Has an Equal Voice Everyone is an equal participant
Knowledge Café Principle: Create a Safe Space Where conversation can flourish
Knowledge Café Principle: No Preconceived Outcomes The outcomes are emergent
Knowledge Café Principle: Preserve the Flow Conversational flow should not be interrupted
Knowledge Café Principle: Engage in Small Groups Real conversation takes place in small groups
Knowledge Café Principle: Dialogue Not Debate Be prepared to emerge a slightly different person

Chapter: Knowledge Café Process

In this chapter, Knowledge Café Process, I look in detail at the Knowledge Café process.
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Introduction: Knowledge Café Process
Knowledge Café: Process How to run a Knowledge Café
Knowledge Café: the Host The role of the Knowledge Café host
Knowledge Café: the Speaker The role of the Knowledge Café speaker
Knowledge Café: the Talk The Knowledge Café initiating talk
Knowledge Café: Table Hosts In a Knowledge Café there are no table hosts
Knowledge Café: Small Group Conversations The small group conversations are the heart of the Café
Knowledge Café: Moving Between Groups Don't complicate it
Knowledge Café: Circle Conversation A whole or large group conversation
Knowledge Café: Sharing Actionable Insights One idea, lesson learned or insight taken away from a Café
Knowledge Café: Going Off-topic It is OK to off-topic
Knowledge Café: No Report-outs There is nothing more boring than a report-out

Chapter: Knowledge Café Design

In this chapter, Knowledge Café Design, I explain how to design a Knowledge Café.
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Introduction: Knowledge Café Design **
Knowledge Café: Design Checklist Knowledge Cafés should be thoughtfully designed
Knowledge Café: Purpose Every Knowledge Café should have a clear purpose
Knowledge Café: Roles There are a number of different Knowledge Café players
Knowledge Café: Duration A Knowledge Café can last from one to three hours
Knowledge Café: Naming You don't have to call it a Knowledge Café
Knowledge Café: Who to Invite Who to invite and who not to invite
Knowledge Café: Invitation People should not be coerced to participate in any way
Knowledge Café: Number of Participants The ideal number of participants is between 12 and 24
Knowledge Café: Triggering the Conversation There are a number of ways in which you can trigger the conversation
Knowledge Café: Setting the Context with Video ** A short video makes a good way to set the context for a Café conversation
Knowledge Café: Posing the Question To trigger the conversation
Knowledge Café: Small Group Design The ideal small group size is three or four
Knowledge Café: Large Group Design ** The Knowledge Café works best for between twelve to twenty-four people
Knowledge Café: Required Resources ** You do not need a lot of resources to run a Café
Knowledge Café: Conversational Topics Some examples
Knowledge Café: Measuring Success The outcomes are what you take away in your head - note taking is a distraction
Knowledge Café: Capturing Outcomes The outcomes are what you take away in your head - note taking is a distraction
Knowledge Café: Graphic Recording ** Real-time capture of the Café conversations in pictures, words, and color
Knowledge Café: Background Music ** Don't let background music detract from the conversations

Chapter: Knowledge Café Variations

In this chapter, Knowledge Café Variations, I take a look at the different ways in which a Café may be adapted and run or similar methods to the Knowledge Café such as the World Café.
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Introduction: Knowledge Café Variations ** There are many variations of the Knowledge Café concept
Espresso Café Espresso has more caffeine per unit volume than most coffee beverages
Knowledge Café Debate Debate sharpens up the important aspects of the issue under discussion
Ritual Dissent Café ** A Café style adaptation of the Ritual Dissent process
Café Style Meetings Hold conversations, not meetings

Chapter: Knowledge Café Space

In this chapter, Knowledge Café Space, I describe the importance of the physical space in which a Café is held.
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Introduction: Knowledge Café Space The physical space is important
Knowledge Café: Choosing the Venue The venue need not be a meeting room
Knowledge Café: Choosing the Room The more café like, the better
Knowledge Café: Choosing the Tables Small round tables are best that sit 3 or 4 are best
Knowledge Café: Cafés with No Tables Small tables are better than no tables
Knowledge Café: Laying Out the Room Keep it informal and café like
Knowledge Café: No Flip Charts or Butcher Paper They get in the way of the conversation - avoid them
Knowledge Café: Refreshments Refreshments are good
Knowledge Café: Lecture Theatre Cafés can even be run in lecture theatres
Knowledge Cafés at Conferences Not the best of environments but possible
Knowledge Café: Microphones Avoid the use of microphones if possible

Chapter: Knowledge Café Applications

In this chapter, Knowledge Café Applications, I explain how you can adapt the Knowledge Café for a variety of purposes.
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Introduction: Knowledge Café Applications The Knowledge Café is as much a state of mind as it is a fixed process
Reading Group Café A reading group, reading circle or book discussion club
Engagement Café Conversation is king. Content is just something to talk about.
Marketing Café ** Holding marketing conversations
Sales Café Ditch the pitch - create sales conversations
Future Café Explore trends and issues that shape, influence and impact the future
Scenario Café ** Learning from situations
Collective Sense-making Café ** Only a community of minds can show us the truth
Focus Group Café An improvement on traditional focus groups?
Ideation Café A conversation to solve problems or generate ideas
Idea Campaign Café A series of focused conversations to generate ideas
Decision Making Café Using the Knowledge Café to make better decisions
Question Storming Café ** Questions can be more powerful than answers at times
Conference Café ** An ideal way to close a conference

Chapter: Conversational Learning

In this chapter, Conversational Learning, I explore the subject of conversational learning.
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Introduction: Conversational Learning Unleashing knowledge
Peer Instruction Where students learn from each other
Sharing Knowledge Through Conversation Knowledge isn't there the way ore is buried
Learn by Talking When speaking we organize cognitively what we know
Collective Sense-making The Knowledge Café is a powerful collective sense-making tool

Chapter: Conversational Stories

In this chapter, Conversational Stories, I look at several stories and examples of how various organizations have used or adapted the Knowledge Café and other Conversational Methods.
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Introduction: Conversational Stories Stories about conversation
The Power of Talking with Enemies Özlem Cekic’s story of transforming hostility through conversation
Changing Minds Through Conversation The role of conversation in Derek Black’s transformation
Knowledge Cafés at NASA Identifying risk issues, and meaningful mitigation approaches
The Virtual Random Café Informal conversations and networking ... from home
Knowledge Cafés at ING Bank, Netherlands Connect, connect, connect
Knowledge Cafés at Johnson & Johnson Running four Knowledge Cafés concurrently
Knowledge Cafés at the Nigerian National Petroleum Corporation Give people a voice
Knowledge Cafés at PSMA Australia Using the Knowledge Café process to run a Knowledge Management Forum
Groucho Club Sales Café Ditch the pitch
IBM SE Asia Sales Cafés Ditch the pitch
A Knowledge Café at Viva What are the future possibilities for the Kuwaiti Mobile Telecoms Industry?
Passion at the Gurteen Knowledge Café Blog post by Mathew Rees
Conversation in Hong Kong A Knowledge Café with eight speakers
Gurteen Knowledge Café: Entrenched and Entrained Thinking A blog post by Conrad Taylor
A Conversation Dinner in Turin Knowledge menu à la carte
The Huawei Break the Book Community A powerful example of peer learning
Knowledge Cafés at the European Patent Office The Personal Growth Community
Knowledge Café in Zurich, Switzerland The Knowledge Café has empowered our staff to speak up and take the initiative
Knowledge Cafés at National Gas Company of Trinidad and Tobago Turning traditional talks into Cafés
A Knowledge Café in English, French and Russian Knowledge Cafe's can be run in multiple languages
Knowledge Cafés at Equinor **
Sugar Rush at the Knowledge Café How conversation is bringing KM back to the people
Randomised Coffee Trials at Red Cross Red Crescent Virtual coffee meetings across the globe
Intimate Conversations Conversations with strangers
Hong Kong MTR Coffee Evenings and Liaison Trains An improvement over traditional customer surveys
Equinor Management Training Cafés You learn when you converse
Al Jazeera Cafe An interesting experiment not to deabate but engage in a global conversation
Huawei Transforms a Global Conference with a Knowledge Market How to make a conference more participatory
Knowledge Café at Regent’s University February 2024 What Are the Strongest Motives for Creative Endeavour in Your Life?
Ericsson Story **
Jakarta Dutch Cultural Centre 2007 **
Blog Posts About the Gurteen Knowledge Café A selection of Knowledge Café blog posts, articles and papers

Chapter: Conversational Spaces

In this chapter, Conversational Spaces, I explore various clubs, networks, and forums that have existed in the past or thrive today. These “spaces” serve as platforms for individuals to come together and engage in conversations, both in person and online.
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Introduction: Conversational Spaces Meeting places for conversations
The London Coffeehouses of the Enlightenment Centers of Enlightenment thinking
British Gentlemen’s Clubs ** Of the 17th and 18th Centuries
Salons A gathering of people under the roof of an inspiring host
Viennese Coffeehouses ** An institution of Vienna that played an important role in shaping Viennese culture
Benjamin Franklin’s Junto Club Benjamin Franklin founded the Junto Club - a conversational society in 1727
Stammtisch Tables Tables in pubs or restaurants reserved for regulars
The Dewaniya ** A reception area where a Kuwaiti man receives his business colleagues and male guests
Death Café At a Death Café people drink tea, eat cake and discuss death

Chapter: Conversational Environments

In this chapter, Conversational Environments, I explore the concept of conversational environments and how physical space impacts conversation.
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Introduction: Conversational Environments ** Designing places and spaces for good conversations
Water Cooler Conversations ** Casual chat or gossip in the workplace
The Value of Hallway Conversations The magic of the hallway conversation lies in its spontaneity
Walking Conversations ** Walking ...

Chapter: Participatory Conferences

In this chapter, Participatory Conferences, I take a look at some of the ways in which conferences and meetings can be made more conversational and participatory.
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Introduction: Participatory Conferences From audience to participants
Conversational Conferences In a conversational conference, the dominant style of presentation is the conversational talk
Conversational Talks How to give a conversational talk or presentation
Knowledge Cafés ** Include one or more Knowledge Cafés
Conference Breakfasts and Dinners A great opportunity to network and build relationships
Are There Any Questions? Q&A is not interaction
Peter Block’s Four Ownership Questions Are you prepared to take responsibility for the learning and engagement of others?
Let’s Get Rid of Lecterns The lectern is a barrier to connecting with your audience
People Tagging ** Inviting conversation
The Unconference A conference organized, structured and led by the people attending it

Chapter: Strategic Conversations

In this chapter, Strategic Conversations, I explore the concept of strategic conversations and open strategy.
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Introduction: Strategic Conversations Dynamic webs of conversation
Strategy ** Strategy is much more than a plan
Strategic Conversations Have the potential to influence the future direction of an organization
The Role of the Knowledge Café in Strategic Conversations ** One of the best conversational methods for addressing complex issues is the Knowledge Café
Open, Adaptive Strategy Make employees partners in the strategy process
The Role of the Knowledge Café in Open/adaptive Strategy An ideal tool to help implement open strategy

Chapter: Innovation

In this chapter, Innovation, Innovation, I explore creativity and innovation in a complex world and specifically the role of Conversational Leadership.
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Introduction: Innovation The introduction of something new
Silicon Valley Versus Route 128 Innovation Story: How Silicon Valley's open culture outpaced Route 128's closed network
Building 20 at MIT Innovation Story: A humble wartime lab that sparked a legacy of innovation and collaboration
The Innovation Café Network Sparking everyday innovation
The Power of Serendipity Discover how chance encounters can lead to insights and new opportunities

Chapter: Motivation and Engagement

In this chapter, Motivation and Engagement, I take a broad look at motivation and engagement and in particular the impact of measures and rewards.
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Introduction: Motivation and Engagement ** If you are motivated you are engaged
Genuine Commitment We are committed when we decide to do something without any expectation of return
Motivation ** Motivation is a fire from within
Engagement ** Organizations live or die in the swarm of daily interchange
Punished by Rewards Loving what you do is a more powerful motivator than any goody
The Difference Between Responsibility and Accountability We take responsibility but are held accountable
We Need to Stop Trying to Do Things to Each Other And start working together

Chapter: Complexity

In this chapter, Complexity, Complexity, I take a look at the concept of complexity and complex adaptive systems.
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Introduction: Complexity The world is fast-changing and increasingly more turbulent
What Is a System? ** An interconnected set of elements organized in a way that achieves something
Complex Is Not the Same as Complicated We tend to use "complex" to describe things that are actually just complicated or challenging.
Complex Systems and Complex Adaptive Systems ** Complexity
Complex Systems ** Many parts interacting with each other in multiple ways
Complex Adaptive Systems ** Complexity
Complex Responsive Processes Ongoing patterns of interaction between people
The Cynefin Framework A conceptual framework to help make decisions
Complex Adaptive Systems Vs. Complex Responsive Processes ** Complexity
Conversations Are Complex Responsive Processes Conversations are dynamic, emergent interactions shaping organizational reality
Conversations Through the Cynefin Lens Unraveling the intricacies of everyday conversations
Dispositional States ** Complexity
Emergence ** Complexity
The Vector Theory of Change Navigating change in a complex world
Navigating Complexity with Safe-to-fail Probes The power of safe-to-fail probes
Exploring Uncertainty – the Role of Catalytic and Safe-to-fail Probes Essential Tools for Understanding and Influencing Complex Systems
Technical Challenges and Complex Adaptive Challenges Distinguishing between straightforward and complex challenges
There Are No Solutions to Complex Challenges Only an endless series of adaptive responses
Unintended Consequences In a complex system, every purposeful action produces unintended consequences
Obliquity in a Complex World In a complex world, goals are often best achieved indirectly
Adaptive Leadership ** Mobilizing people to tackle tough challenges and thrive
Actor-network Theory (ANT) Actor-Network Theory
The Role of Human Agency Within Actor-network Theory Actor-network theory

Chapter: Knowledge Management

In this chapter, Knowledge Management, I take a look at the nature of data, information and knowledged and various aspects of Knowledge Management.
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Introduction: Knowledge Management Knowledge Management is not an oxymoron
Data, Information and Knowledge What's the difference?
The Importance of Tacit Knowledge Tacit knowledge is knowledge that is difficult to transfer
The Relationship Between Explicit Knowledge and Tacit Knowledge Explicit knowledge always has a tacit component
The DIKW (data, Information, Knowledge, Wisdom) Pyramid The DIKW model
Ways of Knowing Ways of acquiring knowledge
Knowledge Only Exists in the Mind Everything else is information
From Knowledge to Agency Developing agency in a changing world - cultivating the capacity to act
Knowledge and Information Management (KIM) Distinguishing Knowledge Management from Information Management
Don’t Do Knowledge Management ** You respond to business problems & develop business opportunities using KM tools
Knowledge Is Not Power Our ability to influence people is power
The Four Levels of Knowledge Management The relation between Conversational Leadership and Knowledge Management
Is “useless Knowledge” Useless? Maybe not if it makes things taste sweeter
Knowledge Sharing ** A candle loses nothing by lighting another candle
What Is a Knowledge Worker? A knowledge worker is someone whose job entails having really interesting conversations at work
We Know So Much but Understand So Little It is through conversation we make sense of the world

Chapter: Artificial Intelligence

In this chapter, Artificial Intelligence, Artificial Intelligence. I explore the impact of AI on Knowledge Management and Conversational Leadership.
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Introduction: Artificial Intelligence Human-like intelligence?
The Spectrum of Intelligence There are many types of intelligence
Artificial and Natural Intelligence Exploring the essential difference between natural and artificial forms of intelligence
The Relationship Between Intelligence and Evolution ** Shaping life on earth
Human Intelligence The capacity to acquire, process, and apply knowledge
Programmed Intelligence Is a thermostat or an electronic calculator intelligent?
Animal Intelligence ...
Biological Intelligence The natural cognitive abilities and adaptive behaviors of organisms
Systemic Intelligence The adaptive, self-organizing ability within complex systems
Artificial Intelligence ** The ability of machines to perform tasks usually associated with human intelligence
Why the Generative AI Intelligence Argument Is Irrelevant Redefining intelligence in the age of GenAI
What Are Chatbots? Artificial intelligence programs designed to have conversations with humans
Limitations of Chatbots Chatbots lack true intelligence, understanding, and reasoning abilities
Embracing the Imperfections of Chatbots Cultivating critical thinking in the age of AI
Why Chatbots Can’t Have Real Human Conversations The limits of artificial chatting
Uses of Chatbots Practical applications of conversational AI
Chatbots and Genai in Knowledge Management Chatbots are more than just question/answer machines
Artificial Intelligence and the Quest for Knowledge Exploring the parallels between Plato's Phaedrus and the challenges of GenAI
From Mind to Information – the Role of AI in Knowledge Encoding The Evolution of Knowledge Encoding
The Postproduction Paradigm – AI and the Art of Remixing LLMs as catalysts for a remix revolution

Chapter: Chatbots as Critical Thinking Partners

In this chapter, Chatbots as Critical Thinking Partners, I explore how chatbots can be used as critical thinking partners.
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Chatbots as Critical Thinking Partners Stimulating critical thinking is one of the most powerful application of chatbots
Evaluate Sources and Evidence Ask the chatbot to provide sources or evidence to support its claims
Explore Other Perspectives Use the chatbot to broaden your understanding of a subject
Explore What’s Missing Explore what's missing in a chatbot's responses
Analyze Assumptions and Biases Probe the assumptions and biases that might be embedded in a chatbot's responses
Play Devil’s Advocate Ask the chatbot to provide counterarguments or alternative perspectives to a particular stance
Practice Analogical Thinking Request analogies or comparisons from the chatbot to help you better understand complex concepts
Analyze Logical Fallacies Use the chatbot to analyze logical fallacies
Historical and Contextual Analysis Use the chatbot to provide historical context or background on an issue
Summarize Conflicting Perspectives Use the chatbot to summarize two conflicting perspectives on a complex issue
Deconstructing Arguments Use the chatbot to deconstruct arguments
Explore Hypothetical Scenarios Use the chatbot to analyze a complex scenario and its implications
Chatbots to Analyze Conversations and Presentations Analysis of transcripts

Chapter: Small Group Conversations

In this chapter, Small Group Conversations, I explore some of the problems and challenges of conversing in small groups.
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Introduction: Small Group Conversations Small groups are an essential building block to any future you want to create
What Is the Optimum Group Size for a Conversation? More than five people and it is not a conversation
Groupthink The desire for harmony in a group can result in irrational decisions
Group Polarization The tendency for a group to make decisions that are more extreme than the initial inclination of its members
Social Loafing The tendancy to put less effort into a task when we are part of a group
Facilitator Bias ** A facilitator unwittingly influences a group
Losing and Giving Face The fear of losing face is a significant barrier to open conversation in many cultures
Social Silencing A phenomenon where people don’t speak up for fear of social exclusion
Psychological Safety ** A shared belief that within your team it is safe to take risks
Wisdom of Crowds of Crowds Crowds within a crowd outperform 'wisdom of the crowd'

Chapter: Virtual Conversations

In this chapter, Virtual Conversations, I look at the problems and issues surrounding virtual conversations and how best to host them.
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Introduction: Virtual Conversations ** Computer-mediated converations
Zoom Virtual Knowledge Café On the Zoom video conferencing platform
Virtual Knowledge Café Process On the Zoom video conferencing platform
Telepresence – Beaming Into a Knowledge Café ** Being present virtually

Chapter: The Knowledge Delusion

In this chapter, The Knowledge Delusion, I explore various concepts such as beliefs and values, how they are formed, and many of the misconceptions surrounding belief formation, sensemaking, and decision making.
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Introduction: Knowledge Delusion We delude ourselves about what we know and how we make decisions
What Are Beliefs? Ideas that are held to be true but not necessarily supported by any evidence
Three Forms of Reasoning: Deductive, Inductive and Abductive Reasoning - the process of thinking about something in order to make a decision
Belief Systems Our beliefs are not isolated pieces of data that we can take and discard at will
Attitudes A tendency to think, or feel about someone or something in a certain way
What Are Mindsets? Ways of thinking, mental inclinations, dispositions, or frames of mind
Values Values are beliefs we hold that something is good or desirable
What Are Morals? Principles of right or wrong behaviour
Knowledge and Information ** Knowledge and information are different substances
The Argumentative Theory of Human Reason We did not evolve to reason individually but to reason socially
The Knowledge Delusion We know far less than we think we do
Knowledge Is Communal Most of our knowledge resides in other people
The Extended Mind The power of distributed cognition
Opinion Polarization We are polarized across political, religious, moral, and racial divides
Rethinking Our Beliefs It is not easy to change our beliefs
Trust & Belief Formation Trust plays a critical role in forming our beliefs
The Allure of Simple Stories We tend to readily accept uncomplicated narratives without verification
Our Tribal Nature The human brain is hardwired to be tribal
Tribal Thinking Tribe before truth
Science Curiosity A desire to seek out and consume scientific information for pleasure
Discrediting People ** Cause them to lose the respect or trust of others
The Global Information Ecosystem We live in a vast sea of information
Pollution of the Global Information Ecosystem The contamination of information with false and misleading material
Uncertainty ** Uncertainty refers to situations involving imperfect or unknown information
Filter Bubbles, Epistemic Bubbles and Echo Chambers Distort the reality of the world
What Are Cognitive Biases? Mistakes in reasoning, evaluating or remembering
Motivated Reasoning ** Leads people to confirm what they already believe, while ignoring contrary data
The Difference Between Sense-making and Meaning-making The terms have distinct meanings

Chapter: The Two Pillars of Truth

In this chapter, The Two Pillars of Truth, The Two Pillars of Truth, I explore the foundational pillars of truth-seeking: the scientific method and the Socratic elenchus. These approaches align with Conversational Leadership by emphasizing inquiry, dialogue, and curiosity. By examining how they test ideas and challenge assumptions, I aim to demonstrate their role in fostering critical thinking and deeper understanding in conversations and life.
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Introduction: Two Pillars of Truth The convergence of science and philosophy in the pursuit of knowledge
The Scientific Method The backbone of modern science
The Provisional Nature of Scientific Knowledge Understanding science as an ongoing process
Understanding Scientific Terms Clarifying common misconceptions
The Fallibility of Science Understanding the limits and strengths of science
The Roots of the Scientific Method Exploring the history of the scientific method
The Scientific Method for Everyday Life Thinking and decision-making beyond the lab
Pseudoscience and Its Dangers Misinformation and its impact on society
Recognising New Age Mumbo Jumbo Understanding and avoiding deceptive New Age ideas
The Socratic Method A powerful tool for critical thinking
The History of the Socratic Method The evolution and impact of Socratic dialogue
The Socratic Elenchus A tool for intellectual discovery
How Could We Be Wrong? Is a crucial question to ask in a conversation
The Two Pillars of Truth How the scientific method and Socratic elenchus underpin civilization
Conclusion: Two Pillars of Truth Critical thinking - a civic duty

Chapter: History and Philosophy of Conversation

In this chapter, History and Philosophy of Conversation, I look at the history and philosophy of conversation.
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Introduction: History and Philosophy of Conversation ** The art of conversation has evolved over thousands of years
History of Conversation ** The changing face of conversation through the ages
Philosophy of Conversation ** Conversation is fundamental to the human experience
Etymology of Conversation A history of the word "conversation"
The Origin of Language ** ...
The Emergence of Conversation in Early Cultures ** Conversation stretches far back into prehistory
Conversation in Ancient Greek Society ** Socrates, Plato and Aristotle
Conversation in Ancient Roman Society ** ...
Cicero’s Sermo ** Conversari
The Remergence of Sermo During the Renaissance ** ...
The Conversational Enlightenment ** Was fueled by a surprisng source, the ancient Roman art of convesration known as sermo
The Great Conversation – the Evolving Dialogue of Ideas Exploring the exchange of ideas across cultures and eras
The Conversible World ** The sphere of human interaction and exchange of ideas
On Conversation An essay by Benjamin Franklin, the Pennsylvania Gazette, 1730
Two Realms of Intellectual Discourse ** The learned and the conversible

Chapter: Society & Democracy

In this chapter, Society & Democracy, Society & Democracy, I explore various aspects of a democratic society.
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Democracy’s Spectrum ** From Direct to Representative
Evolution of Democracy **
Socrates on Democracy Socrates had a nuanced view of democracy
Modern Democracy **
Voting in a Democracy **
Deliberative Democracy ** Deliberation is central to decision-making
Freedom of Speech Freedom of speech is not just another value
Tolerance Is A Social Contract, Not a Moral Absolute The paradox of tolerance

Chapter: Neuroscience of Conversation

In this chapter, Neuroscience of Conversation, I explore the neuroscience of conversation and, more generally, the neuroscience of consciousness and cognition.
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Introduction: the Neuroscience of Conversation Conversations trigger changes in the brain
The Neuroscience of Conversation Conversations trigger changes in the brain
Conversational Chemistry The role of chemical messengers in communication
The Nature of Consciousness The mystery of the mind
The Relationship Between Consciousness and Intelligence ** Both concepts are multifaceted and the relationship is not well understood
Beyond the Brain The multidimensional nature of cognition
Mirror Neurons The key to social cognition
Interbrain Synchrony When neural activities align between people during social interactions
Mirror Neurons and Interbrain Synchrony Enhancing Conversation ** Neuroscience
The Science and Benefits of Walking ** We are more creative when walking than sitting down
The Cognitive Benefits of Doodling ** Doodling can help you stay focused, grasp new concepts and retain information

Chapter: Appendix

In this chapter, Appendix, I list all the posts still searching for their place in the structure of this blook. Sooner or later, I will allocate most of them to a specific chapter.
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Nurturing a Collaborative Culture Through Knowledge Cafés Using Knowledge Cafés to bridge silos and encourage open dialogue
Diplomacy ##
Crafting Writing That Drives Change Larry McEnerney's insights on good writing
Write to Think **
Spectrum Street Epistemology
Cognitive Surplus Untapping our human potential
Pay It Forward ** Now and for future generatios
Chatgpt: Your Critical Thinking Partner Engaging in thought-provoking conversations with ChatGPT
Multipolar Traps or Moloch Traps Acting against our collective interests
Avoiding Modern-day Colonialism Colonialism: the dominance, control, and exploitation by one group over another
Relationships ** The way in which two or more people are connected
Spirituality A deep appreciation, respect, and love for the universe, the world, all life, and humanity
Circles of Engagement ** Aligning efforts with impact
Signal-to-noise Ratio The ratio of useful or true information to false or irrelevant data
What Would Make a Better World? Many things
Predicting the Future Is a Fools’ Errand ** But we can help create it
Personal Power ** We hold more potential today than ever to transform the world
Global Consciousness The capacity and disposition to understand and act upon global issues
The Power of Curiosity ** Driving human progress
Influential Power ** You can never not influence
Measures, Targets, Rewards and Punishments When a measure becomes a target, it ceases to be a good measure
Consensus ** The trouble with consenus
Zoom Virtual Knowledge Cafés **
Changing People ** The challenge of trying to change people
Reversing Cause and Effect The conversation creates the speakers
Be Open and Transparent ** Key traits of knowledge workers
Learning **
When It Comes to Lectures, Appearances Can Be Deceiving ** Eric Mazur thought he was a good teacher until he discovered his students were just memorizing information
The Mind Is a Fire to Be Kindled Not a vessel to be filled
Learn to Listen and to Tell the Truth Do we listen, to confirm what we already think or do we listen in order to reply?
The Fourth Industrial Revolution A new era of connectedness and complexity
Evidence for a Collective Intelligence Factor in the Performance of Human Groups **
Designing Powerful Questions Questions open the door to dialogue and discovery
The Mehrabian Myth It is not true that 93% of our communication is nonverbal
Positive Deviance An approach to behavioral and social change
The New Science of Building Great Teams ** 35% of variation in team performance is accounted for by the amount of face-to-face communication
Hawthorne Effect Myth Being watched affects your behavior
Is Noise Always Bad? ** Exploring the Effects of Ambient Noise on Creative Cognition
Change **
Conversational Post-project Reviews **
Everything Is Fragmented ** Fragmentation
Entrenched Thinking The lack of desire or ability to accept new ideas
Entrained Thinking Blinded to new ways of thinking by perspectives acquired through past experience
Managers Are Employees Too ** They can be hired, fired and appraised just like everyone else

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