Skip to main content

31 (More) Days of #BIF7 - Day 30 - Duncan Watts

I would love to listen to a debate someday between Duncan Watts and Malcolm Gladwell. Because, in his BIF-7 story, Duncan came across very much as an anti-Gladwell: precise, deliberate, and respectful of the difficulties and complexities involved with attempts to influence and predict behavior.

During his BIF-7 talk, Duncan talked about the problem of obviousness and common sense -- basically, that "the way we make sense of the world can actually prevent us from understanding it." This is also the hypothesis Duncan delineates in his new book, Everything Is Obvious: *Once You Know the Answer.

As Duncan elaborated, we are susceptible to errors of reasoning when we rely on common sense:
  • When we think about why people do what they do, we place too much emphasis on incentives, motivations, and beliefs, and not enough on the thousands of other influencing factors
  • Groups are extremely complicated to predict -- we erroneously apply the logic of "individual" action to groups
  • We learn much less from history than we think and are prone to make the same mistakes over and over
The way forward, Duncan intimated at BIF and flushed out in Everything Is Obvious, is less reliance on common sense and more on psychohistory-like computational social science.
    Additional information:
    http://research.yahoo.com/Duncan_Watts


    BIF Profile Page
    http://businessinnovationfactory.com/iss/innovators/duncan-watts


    This is part of my 31 (More) Days of #BIF7 blog series.

    Comments

    Popular posts from this blog

    When Weak Connections are Valuable at Work

    I recently contributed an article to Information Outlook, the online magazine of the Special Libraries Association (SLA). The title is "When Weak Connections are Valuable at Work", and it's about how new networking tools enable us to cultivate workplace connections with people we rarely (or never) see but who can help us in important ways. Download the article as a PDF or read the web version below. When Weak Connections are Valuable at Work (PDF) When Weak Connections are Valuable at Work If you’re not sure who the weak ties are in your social network, look at the contacts on your phone. Chances are, there are some people in your contacts list you don’t call (much less see) on a regular basis, but you find it useful to keep them listed for those occasions when you do need to contact them. Perhaps your doctor, babysitter, mechanic, or accountant fits this description. If you use a social network like LinkedIn or Twitter professionally, you will have even mo...

    Electric Snow Blower?

    UPDATE - 12/15/2009 After some back and forth, we went with the Snow Joe Ultra 622U1 13 Amp Electric Snow Thrower. I'll be commenting about its performance as the winter progresses and we use it regularly, but we already had a chance to try it last Thursday (12/10), when the first big Lake Effect snow of the season dumped more than a foot of snow on us here just south of Buffalo. Based on the test run, the Snow Joe performed admirably, handling the one foot high snow in our driveway without issue and essentially doing everything I expected of a powerful torque but lightweight snow thrower. ORIGINAL POST - 8/17/2009 I know it's only August, but I live in Buffalo, and you always need to think ahead about snow. The last two winters, we went without any snow removal machinery, and it hasn't been fun. The first winter I just shoveled, and the second we hired a plowing service. The plow service was better than shoveling all the time, but there were still too many times ...

    The Business Model Innovation Factory by Saul Kaplan (Book Review)

    As a culture, we strive for personal transformation. Whether it's eating better and getting fit, redefining our professional value proposition through training and education, or simply trying to be kinder and gentler, we're constantly reinventing who we are and what we can do. We may not be successful all the time, or achieve breakthroughs like those featured on The Biggest Loser or facilitated by Tony Robbins , but millions of people successfully transform and reinvent themselves every year. Unfortunately, the very organizations where we work generally do not do the same. As Saul Kaplan elaborates in The Business Model Innovation Factory , most organizations struggle to transform from their core, initial business models and tend to become stagnant and vulnerable to disruptive competitors. The example Kaplan leads with is Blockbuster, which for a time owned the brick and mortar video and DVD rental space, until they were "netflixed" by a disruptive competitor (...