The greatest asset of an enterprise/organisation is knowledge (defined as "knowing how to do, or to get things). The greatest hindrance to its wise application are combinations of ambiguity understanding data/information, reliability of knowledge and (corporate) cultures. This can be effectively addressed through structuring knowledge and opinions around a goal in an equivalent way. To this end, we merge Socrates with the interactive Internet, which we did.
Dear David,
The formulation of a goal delivers a perspective to a group of people. Such a perspective influences mindsets of the people concerned. Mindsets are driven by intuition (knowledge you are born with), ratio (knowledge acquired in (academic) life) and trade-off (preferring favourable components over unfavourable components). In regular hierarchical organisational settings the above mindset components are not used very well; consequently the output of e.g. meetings is sub-optimal: the goal is not reached or with great difficulty (money/time). Solving this problem we use goal setting (Kennedy and the moon!) followed by a transformation of the goal( we organized the mindsets to development the Pharox LED lamp) in a set of goal -oriented questions. These questions are answered on-line (Internet) by participants. Differences of opinion will generate the direction of an optimal solution very rapidly. A kind of mental cloud-computing. In other words we organize knowledge and opinions in a competitive and collaborative (e.g. consensus) way to reach a goal like: merger of hospitals, quality control, infra structural projects with competing activities. Because the approach has a steep learning curve we are exploring new ways in education.
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Oebele,
I'm not sure I follow your thinking here. Can you give an example of how knowledge is structured around a goal in an organization, and how this reduced ambiguity?
-- Dave
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