A Quote by Guy Kawasaki
Second, you need to spread the large amount of information knowledge that you've gained-pooping like an elephant. This means sharing information and discoveries with your fellow employees and occasionally even with your competitors.
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The approach and strategies are very similar in that you gather all the information you can and then keep adding to that base of information as things develop. You do whatever the probabilities indicated based on the knowledge that you have at that time, but you are always willing to modify your behaviour or your approach as you get new information. In bridge, you behave in a way that gets the best from your partner. And in business, you behave in the way that gets the best from your managers and your employees.
Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge.
Data isn't information. ... Information, unlike data, is useful. While there's a gulf between data and information, there's a wide ocean between information and knowledge. What turns the gears in our brains isn't information, but ideas, inventions, and inspiration. Knowledge-not information-implies understanding. And beyond knowledge lies what we should be seeking: wisdom.
The thing about information is that information is more valuable when people know it. There's an exception for business information and super timely information, but in all other cases, ideas that spread win.
The most meaningful way to differentiate your company from your competitors, the best way to put distance between you and the crowd is to do an outstanding job with information. How you gather, manage and use information will determine whether you win or lose.
It wasn't very long ago when you wouldn't even think about there being health information on the smartphone. There's financial information. There's your conversations; there's business secrets. There's probably more information about you on here than exists in your home.
As a decision maker, you rely on information being passed to you by the people who report to you. As the CEO, however, you cannot rely solely on this information. You also need to 'dip' down into your organization and learn directly from employees at all levels and virtually all skill sets.
We have to remember that information sharing is restricted by legal barriers and cultural barriers and by the notion that information is power and therefore should be hoarded so if you share information you can extract something in exchange. In today's digital online world, those who don't share information will be isolated and left behind. We need the data of other countries to connect the dots.
Governmental surveillance is not about the government collecting the information you're sharing publicly and willingly; it's about collecting the information you don't think you're sharing at all, such as the online searches you do on search engines... or private emails or text messages... or the location of your mobile phone at any time.
The spread of online information isn't just good for charities. It's also good for donors. You can go to a site like Charity Navigator, which evaluates nonprofits on their financial health as well as the amount of information they share about their work.
The information gained from these techniques was valuable in some instances, but there is no way of knowing whether the same information could have been obtained through other means.
To begin with, our knowledge grows in spots. The spots may be large or small, but the knowledge ever grows all over... What you first gain from them is probably a small amount of new information, a few new definitions, or distinctions, or points of view. But while these special ideas are being added, the rest of your knowledge stands still, and only gradually will you 'line up' your previous opinions with the novelties I am trying to instil, and modify to some slight degree their mass.
You are going in one second the length of a football field. That means your brain is receiving information from your body what your car is doing physically, bumping, balance, performance.
So, the three qualities of a workplace that would develop people would be information sharing, investing in the training of the workforce, and giving employees the ability to use their training and information to make decisions.
Claude Shannon, the founder of information theory, invented a way to measure 'the amount of information' in a message without defining the word 'information' itself, nor even addressing the question of the meaning of the message.
It's beyond TMI - oversharing is not just too much information; it's incessant sharing of non-information - breaking news about your gluten-free diet complete with duck face selfies.
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