What we have no idea
Our networks are nice locations for serendipitous connections. But they are not secure locations to have deeper conversations or to reveal our factors of view, I famous final 12 months in coffee, communities, and condescension. The distinction between an open social community (e.g. Twitter) and a personal on-line neighborhood (e.g. Mattermost) is that the latter is usually primarily based on mutual belief. While neighborhood members might disagree, they respect one another. They are not shaming folks in public, as occurs continuously on Twitter with its free social ties.
To make sense of our advanced world and its often-veiled media sources, we want each open social networks and extra closed communities of apply/curiosity. Sensemaking is an ongoing course of and extremely dependent on our human connections. Only collectively can we confront the post-truth machines of the community period.
The Dunning-Kruger Effect is the tendency of people that know much less a few matter to assume that they know extra. This cognitive bias comes from folks’s “inability to recognize their lack of ability”. The counter to this bias is metacognition — the flexibility to consider our personal pondering processes — and is humanity’s secret weapon that too few of us use. Another counter is to connect with different folks with diverging experiences and pursuits. The extra numerous our social networks, the extra numerous our pondering might be.
Diverse human connections
Sharing advanced data requires trusted skilled relationships. People should belief one another earlier than sharing and solely then can they work successfully on tough issues.
“strong interpersonal relationships that allowed discussion, questions, and feedback were an essential aspect of the transfer of complex knowledge” —Hinds & Pfeffer (2003)
Being engaged with a various community of people that share their data makes for more practical staff. Much of our efficiency at work is an emergent property of the sum of our human connections.
“We learned that individual expertise did not distinguish people as high performers. What distinguished high performers were larger and more diversified personal networks.” —Rob Cross, et al (2004)
It will not be the dimensions of our networks that issues, however the range of opinions and experience that we can draw upon, with a purpose to forestall group-think. In occasions of disaster, when data is vital, having a range of opinions can make sure that drastic measures are not taken for the improper causes, or that viable choices are not ignored.
“We need input from people with a diversity of viewpoints to help generate innovative new ideas. If our circle of connections grow too small, or if everyone in it starts thinking the same way, we’ll stop generating new ideas.” —Tim Kastelle (2010)
We all must steadiness sturdy and weak ties to make sure that we are efficient as professionals and engaged residents. Doing so is an artwork that may be mastered over time, with apply.
“Experts have long argued about the optimal structure of a person’s professional network. Some say that a dense, cohesive network brings more social capital, while others argue that a sparse, radial network, one that provides opportunities for innovation and entrepreneurial activity, equates to greater social capital. [Paul] Erdős’ network shows both patterns — a densely connected core along with loosely coupled radial branches reaching out from the core. The people in the core/center of your network probably know the same things you do, while the people along your network’s periphery probably know different things and different people than you know.” —Valdis Krebs (2015)
Here is a few advice from David Dunning (through Jessica Stillman).
1. Lean on different folks.
The most important lesson of Dunning’s work isn’t that different folks are dangerous at judging their very own competence; it’s that we’re all horrible at our assessing our expertise. The Dunning-Kruger impact “is a phenomenon that visits all of us sooner or later. Some of us are a little more flamboyant about it. Some of us aren’t. But not knowing the scope of your own ignorance is part of the human condition,” Dunning explains.
We’re all vulnerable to stupidity and overconfidence. One technique to begin correcting for that’s to lean extra on different minds. Groups are much less more likely to be dumb than people.
“A lot of the issues or problems we get into, we get into because we’re doing it all by ourselves. We’re relying on ourselves. We’re making decisions as our own island,” Dunning says. “If we consult, chat, schmooze with other people, often we learn things or get different perspectives that can be quite helpful.”
Human techniques thrive on selection and variety and the Internet has created many extra potential connection patterns. Human data is socially created. Sensemaking in a networked world is the brand new social contract. We do not need heroes to save us, we all should change into higher learners who search, make sense of, and share our data to assist make our networks stronger.
The dangerous information is that we can’t do it alone.
The excellent news is that we don’t have to do it alone.