Neither simple conviction nor sincere intention is enough to ensure that you are the ethical practitioner you imagine yourself to be. Managers who aspire to be ethical must challenge the assumption that they’re always unbiased and acknowledge that vigilance, even more than good intention, is a defining characteristic of an ethical manager.
-Philippe [Thank You HBR | by Mahzarin R. Banaji, Max H. Bazerman, and Dolly Chugh] Answer true or false: “I am an ethical manager.” If you answered “true,” here’s an uncomfortable fact: You’re probably not. Most of us believe that we are ethical and unbiased. We imagine we’re good decision makers, able to objectively size up a job candidate or a venture deal and reach a fair and rational conclusion that’s in our, and our organization’s, best interests. But more than two decades of research confirms that, in reality, most of us fall woefully short of our inflated self-perception. We’re deluded by what Yale psychologist David Armor calls the illusion of objectivity, the notion that we’re free of the very biases we’re so quick to recognize in others. What’s more, these unconscious, or implicit, biases can be contrary to our consciously held, explicit beliefs. We may believe with confidence and conviction that a job candidate’s race has no bearing on our hiring decisions or that we’re immune to conflicts of interest. But psychological research routinely exposes counterintentional, unconscious biases. The prevalence of these biases suggests that even the most well-meaning person unwittingly allows unconscious thoughts and feelings to influence seemingly objective decisions. These flawed judgments are ethically problematic and undermine managers’ fundamental work—to recruit and retain superior talent, boost the performance of individuals and teams, and collaborate effectively with partners. The glass ceiling: MIT research suggests that hiring organizations should give more careful consideration to whether they want to hire CEOs with prior experience in the role. “Enter the CEO club, never leave the CEO club” and continue to destroy shareholder value with no check and balances. In those cases, the "adverse market conditions" reason for failure is heavily communicated. But the real test is to be successful more than once, which turns out to be quite rare. Should C-level executives be licensed professionals, renewable on a yearly basis, in the same way other professionals such as lawyers and CPAs are ?
-Philippe. [Thank you MIT Sloan Management Review | by Monika Hamori and Burak Koyuncu 09.12.13] Companies increasingly seek to hire CEOs with previous experience in the role. However, new research suggests that is not always a wise choice. Like Dan Akerson, chairman and CEO of General Motors, many experienced CEOs who have success in a new CEO job served as a member of the company’s board first. “A lot of chief executives look very successful and are very successful in a company at a point in time. They look like geniuses. But the real test is if you take that genius and put him in a totally different situation to succeed again. And to do that, they have to be able to listen, able to understand, able to hear why the culture is totally different … the behavior that worked where you worked before ain’t gonna work here.” — Archie Norman, former CEO of the U.K. supermarket chain Asda Stores Ltd., when asked for advice that he would give to other CEOs. A growing number of companies recruit CEOs with a proven track record. According to a Booz & Co. study of CEO succession at the world’s biggest public companies, almost 20% of both incoming and departing CEOs at such companies in 2008 had had CEO experience at another corporation, almost twice the average percentage for the 11 years studied. Forget about fingerprint sensor. The real innovations in iPhone are more about lightfield photography, slowmotion video, multi-dimensional sensing and multipath networking.
The new iPhone breaks ground by seamlessly sharing Wi-Fi and 4G for Siri. Further tweaks could boost bandwidth 20-fold in some cases. Multipath TCP is not there yet, but commercialization of the underlying network coding technology is already possible. -Philippe [Thank you MIT Technology Review | By David Talbot 09.30.13] By one estimate, global mobile data traffic will increase 13-fold between 2012 and 2017, requiring new solutions for adding capacity. A wireless networking technology found in Apple’s new operating system could—if tweaked—provide a 10- to 20-fold bandwidth increase in some situations, like on a moving train or in a busy urban environment, new research suggests. The technology is called multipath TCP. It allows you to use multiple wireless networks—such as 4G and Wi-Fi—at the same time. But Apple isn’t using it fully, nor is it using an advanced version—one that also encodes the data being transmitted in new ways— recently shown to provide those dramatic potential gains. The advance, based on work done by a multi-university group led by Muriel Medard, an electrical engineering professor at MIT, is “very compelling” and “shows dramatic improvement in terms of increased data rates, reduced latency, and reduced packet loss,” says Andrea Goldsmith, professor of electrical engineering at Stanford and a leading network researcher and entrepreneur not involved in the work. |
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