A Quote by Robert Reich
The intellectual equipment needed for the job of the future is an ability to define problems, quickly assimilate relevant data, conceptualize and reorganize the information, make deductive and inductive leaps with it, ask hard questions about it, discuss findings with colleagues, work collaboratively to find solutions and then convince others.
Related Quotes
The biggest challenge in big data today is asking the right questions of data. There are so many questions to ask that you don't have the time to ask them all, so it doesn't even make sense to think about where to start your analysis.
We are all trained to be data driven people, but no hard data exist about the future. Therefore, the only way to look into the future with any degree of accuracy is to use theory, statements of what causes what and why. If executives have the right theories in their heads, they can very quickly interpret market developments. They can identify what matters and why, and act accordingly. So we suggest decision-makers should start by gaining a deep understanding of the relevant collection of theories, and then be alert for signals that indicate certain types of developments.
I research every possible bit of information I can find. Then I use about a tenth of it. But I have to know all the information first; otherwise, I'm not going to convince myself, and if I can't convince myself, then I'm not going to convince the reader.
That is the future, and it is probably nearer than we think. But our primary problem as universities is not engineering that future. We must rise above the obsession with quantity of information and speed of transmission, and recognize that the key issue for us is our ability to organize this information once it has been amassed - to assimilate it, find meaning in it, and assure its survival for use by generations to come.
I don't like the way most people think. It's imprecise. I find that when parents ask me questions, they ask very imprecise questions. They say, "My kid has behavioral problems at school." Well, I have to say, "What kind of problems? Is he hitting? Is he rude? Does he rock in class?" I need to narrow questions to specifics. I am very pragmatic and intellectual, not emotional. I do get great satisfaction when a parent says, "I read your book, and it really helped me."
One way of building private foresight out of public data is looking where others aren't ... if you want to see the future, go to an industry confab and get the list of what was talked about. Then ask, "What did people never talk about?" That's where you're going to find opportunity.
There is so much information that our ability to focus on any piece of it is interrupted by other information, so that we bathe in information but hardly absorb or analyse it. Data are interrupted by other data before we've thought about the first round, and contemplating three streams of data at once may be a way to think about none of them.
What I can do is to go out and talk about the problems and solutions, make people aware of the scope of the problems, get them to become advocates for a turnaround, and convince them to develop an action plan, targeted to their community, to deal with young people. [They need to] find out what the kids want to do - dances, midnight-basketball leagues.
When the chair of an investigating committee refuses to share vital findings or source information with any of his colleagues, his committee's ability to function has been fundamentally undermined.
The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.
Intelligence is not only the ability to reason; it is also the ability to find relevant material in memory and to deploy attention when needed.
I'm constantly thinking about the role, and there's an infinite amount of questions you can ask yourself about a character to the point that it's hard to find the boundaries of when to not work.
My impression was and is that many programming languages and tools represent solutions looking for problems, and I was determined that my work should not fall into that category. Thus, I follow the literature on programming languages and the debates about programming languages primarily looking for ideas for solutions to problems my colleagues and I have encountered in real applications. Other programming languages constitute a mountain of ideas and inspiration-but it has to be mined carefully to avoid featurism and inconsistencies.
I will ask questions that are so wide and open they will feel the need to speak for a week. Then from the information that they give to me, I will mould solutions designed specifically for them.
The job of the data scientist is to ask the right questions.
Political journalists love graduate student intelligence, the ability to make clever allusions in seminars, and in 1999-2000, they hassled George W Bush for not having it. They didn't realise what this book succinctly displays: that the president has something far more important - CEO intelligence, the ability to ask tough questions, garner essential information and make discerning decisions.
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