This is the eBook version of the printed book. Read the following excerpt from Rethink, Chapter 2: The Thinking Behind Rethinking. When businesspeopletalk about the extraordinary productivity gains of the last decade, the lion’s share of credit typically goes to technology. I protest. Although it’s true that major advances in the machines and soft ware that gather, process, and distribute information have made possible whole new ways of organizing work in a company, business productivity owes just as much to operational design theory. In fact, innovative design concepts such as the time-and-motion studies of the early 1900s, the total quality management(TQM) programs of the ’80s, and the reengineering initiatives of the ’90s led to enormous gains in business efficiency. Today, we’re poised for another productivity breakthrough, but to take full advantage of it, we need a new and more powerful approach. This book offers precisely that--a groundbreaking way to lift productivity by maximizing the value of your company’s “whats.” Unit of Analysis: The Task In his landmark 1776 book, The Wealth of Nations, Scottish philosopher and economist Adam Smith called attention to a revolutionary development in the nature of work in his day. Machines were just beginning to replace manual labor, and most goods were still made by hand, with each worker performing all the operations needed to make the final product. Smith described a far more efficient procedure at a pin factory: One man draws out the wire, another straights it, a third cuts it, a fourth points it, a fifth grinds it at the top for receiving the head; to make the head requires two or three distinct operations... To continue reading, purchase and download now.

Stop hate. Promote Kindness. Be an Upstander. ReThink the Internet. Do you have to ask someone’s permission before posting their photo? How can you tell if something on the internet is true? What should you do if you see someone bullying a friend online (or #IRL)? In a series of fun stories, innovator, inventor, social entrepreneur, and upstanding digital citizen Trisha Prabhu goes through the hows, the whats, and the whys of digital citizenship, showing readers how to lead with kindness and stop internet hate. For people who are just getting their first phone to others who have been scrolling, swiping, clicking and posting for years, this book makes us all consider what our role is in the digital world and how, together, we can make it a force for good.

El espacio, ya sea físico o virtual, puede tener un impacto significativo en el aprendizaje. Learning Spaces se centra en la forma en que las expectativas de los alumnos influyen en dichos espacios, en los principios y actividades que facilitan el aprendizaje y en el papel de la tecnología desde la perspectiva de quienes crean los entornos de aprendizaje: profesores, tecnólogos del aprendizaje, bibliotecarios y administradores. La tecnología de la información ha aportado capacidades únicas a los espacios de aprendizaje, ya sea estimulando una mayor interacción mediante el uso de herramientas de colaboración, videoconferencias con expertos internacionales o abriendo mundos virtuales para la exploración. Este libro representa una exploración continua a medida que unimos el espacio, la tecnología y la pedagogía para asegurar el éxito de los estudiantes.

Rethink your way to a better life In business, and in life, everything is changing fast, apart from how we behave. Our ways of thinking and making decisions have changed little since we lived in agricultural and industrial societies, but the problems we now need to solve are entirely different. It requires a revolution in thinking and behavior to meet the challenges that now face us and avoid disaster we need to totally rethink the model. Part business biography, part business blueprint, Total Rethink explains how this can be done. Successful telecoms entrepreneur David McCourt lays out the reality of the dangerous situation we find ourselves in and suggests solutions which will empower everyone, including business people, politicians, diplomats, and teachers, to repair the damage we have already done, and prepare for the dramatic changes to come. • Change the way you think and behave to be a true entrepreneur • Understand why incremental change no longer works • Move at the speed of the times we’re living in to keep up • Find trusted, effective guidance you can put to practice today Written by a sought-after speaker, businessman, and entrepreneur, the advice inside this book will help you learn to think—and live—like a revolutionary.

Statistical Rethinking: A Bayesian Course with Examples in R and Stan builds readers’ knowledge of and confidence in statistical modeling. Reflecting the need for even minor programming in today’s model-based statistics, the book pushes readers to perform step-by-step calculations that are usually automated. This unique computational approach ensures that readers understand enough of the details to make reasonable choices and interpretations in their own modeling work. The text presents generalized linear multilevel models from a Bayesian perspective, relying on a simple logical interpretation of Bayesian probability and maximum entropy. It covers from the basics of regression to multilevel models. The author also discusses measurement error, missing data, and Gaussian process models for spatial and network autocorrelation. By using complete R code examples throughout, this book provides a practical foundation for performing statistical inference. Designed for both PhD students and seasoned professionals in the natural and social sciences, it prepares them for more advanced or specialized statistical modeling. Web Resource The book is accompanied by an R package (rethinking) that is available on the author’s website and GitHub. The two core functions (map and map2stan) of this package allow a variety of statistical models to be constructed from standard model formulas.

This is the eBook version of the printed book. Read the following excerpt from Rethink, Chapter 7: Unravel (and Follow) the Rules. In rethinking yourbusiness to put aside “how” in favor of “what” as your unit of analysis, your view of your company has been expanded through the lenses of value, performance, interconnectedness, and predictability. Now it’s time to think about government regulation. That is not to suggest that the laws and rules set forth by the various branches of government are anything new; they have long loomed large in every company’s business plan and daily operation. What this chapter offers are new ways to incorporate compliance needs into your planning. The tale of Intrade, the Dublin-based, online prediction market, is instructive. For the first four years of its life, the company barreled from strength to strength. The lure was strong: Members could buy or sell futures contracts on upcoming events–anything from the outcome of an election to the likelihood of Osama Bin Laden’s capture. If the price of the contract rose high enough or sank low enough, members could make a bundle. The founder and CEO, John Delaney, didn’t have to worry about promotion. Intrade’s market predictions were so accurate that the media followed them closely and often. In 2004, for example, it accurately predicted the outcome of the presidential election and all but one member of the U.S. Congress. Why so accurate? According to Harvard economist N. Gregory Mankiw, “Everybody has information from their own little corner of the universe...” To continue reading, purchase and download now.

This is the eBook version of the printed book. Read the following excerpt from Rethink, Chapter 3: Identify the "Whats" That Are Truly Valuable. Having made the decision to rethink your “whats” and use them as your unit of analysis, you’re now ready to begin the process of identifying and examining their desired outcomes, and judging how to improve their performance. To start, you need to determine which “whats” are truly generating high value for your company. Just to be clear, when I describe a given “what” as having “high value,” I mean that it is contributing to overall performance or differentiating your company from its rivals in some significant way. For example, ship-product might be a high-value “what” in your company because its outstanding performance sets your company apart from its competitors. Or even if its performance is nothing special, it might provide high value simply because it satisfies customers--and customer satisfaction helps keep costs constant. You will want to pinpoint “whats” having high value so that you can focus your “how” improvement efforts where they will count the most. You also need to determine their current performance levels and why they perform as they do. Don’t even think about changing a high-value “what” unless you possess an in-depth understanding of the cause of its performance. Is it the people, the process, the technology, or some blend of those “hows?” As you move through the rethinking process, prepare to encounter some surprises. Your most valuable “whats” might be those you least expect. Witness the experience of Alcoa, the giant manufacturer of aluminum and aluminum products based in Pittsburgh, Pennsylvania. To continue reading, purchase and download now.