This is a presentation on the gap in thinking between SMEs and novices and tips on how to bridge the gap when designing elearning courses. This also addresses some of the key factors that give rise to this gap.
Understanding a company's business culture is important because it influences online product design. Business factors like organizational structure, budget cycles, and leadership can impact the design solution and experience. To design optimally, user experience teams need to understand business stakeholders as well as they understand users. Spending time learning the business culture, building relationships, and advocating for the long view of products can help user experience teams ensure the best experience despite business influences.
The document discusses how social media is not just another marketing channel, but rather a way to establish relationships with customers. It argues that businesses should focus on creating meaningful experiences for customers each time they engage on social media, bringing them closer to the business, and establishing patterns of ongoing engagement through content, destinations for further information, and ways to stay engaged over time or share content with others. The goal is to move customers further through the sales process with each interaction rather than treating social media as just another impersonal marketing funnel.
This document certifies that Sahana Chattopadhyay successfully completed with distinction a 5 week online course on managing companies of the future offered through Coursera and authorized by the University of London. The course was taught by Professor Julian Birkinshaw of the London Business School, and while the completion is verified, the document does not confer any official registration, degree, award, grade, or credit from the University of London.
A short presentation on the practice of Working Out Loud (inspired by John Stepper), and how it can help us to connect, communicate, collaborate and build communities... In this case, the community of practice for IAF (International Association of Facilitators) to spread the practice of facilitation.
A short presentation on the paradigm shifts we are experiencing in the VUCA world and the need to re-imagine learning in the workplace to stay relevant.
Totango's 4th Annual SaaS Metrics Survey Report. This year's key take-away underscores the importance of customer success in the SaaS business model – and why it is imperative for SaaS companies to be relentlessly focused on boosting retention and increasing customer upsells in order to increase revenue.
Understanding a company's business culture is important because it influences online product design. Business factors like organizational structure, budget cycles, and leadership can impact the design solution and experience. To design optimally, user experience teams need to understand business stakeholders as well as they understand users. Spending time learning the business culture, building relationships, and advocating for the long view of products can help user experience teams ensure the best experience despite business influences.
The document discusses how social media is not just another marketing channel, but rather a way to establish relationships with customers. It argues that businesses should focus on creating meaningful experiences for customers each time they engage on social media, bringing them closer to the business, and establishing patterns of ongoing engagement through content, destinations for further information, and ways to stay engaged over time or share content with others. The goal is to move customers further through the sales process with each interaction rather than treating social media as just another impersonal marketing funnel.
This document certifies that Sahana Chattopadhyay successfully completed with distinction a 5 week online course on managing companies of the future offered through Coursera and authorized by the University of London. The course was taught by Professor Julian Birkinshaw of the London Business School, and while the completion is verified, the document does not confer any official registration, degree, award, grade, or credit from the University of London.
A short presentation on the practice of Working Out Loud (inspired by John Stepper), and how it can help us to connect, communicate, collaborate and build communities... In this case, the community of practice for IAF (International Association of Facilitators) to spread the practice of facilitation.
A short presentation on the paradigm shifts we are experiencing in the VUCA world and the need to re-imagine learning in the workplace to stay relevant.
Totango's 4th Annual SaaS Metrics Survey Report. This year's key take-away underscores the importance of customer success in the SaaS business model – and why it is imperative for SaaS companies to be relentlessly focused on boosting retention and increasing customer upsells in order to increase revenue.
The document defines key terms related to knowledge management and discusses its implementation. It begins by defining data, information, knowledge, and wisdom. It then discusses tacit and explicit knowledge and the knowledge conversion process. The rest of the document outlines the definition and goals of knowledge management, its key elements and benefits, and a five stage roadmap for implementation.
Developing a digital mindset - recordingSprout Labs
This webinar is based on our free eBook Developing a digital mindset: Powerful methods to disrupt learning. Digital technologies are disrupting business. But it’s not the technologies themselves that are causing the disruption, it’s what we do with them that’s creating change. It’s the thinking processes and mindsets around using technologies that hold the key. It’s about having a digital mindset.
This document discusses characteristics of a "knowledge organization" and provides examples from the real estate industry. It argues that a knowledge organization's main assets and profits come from intellectual capital. It then lists several key aspects of a knowledge organization, including structured data, information holdings, defined processes, and a culture of knowledge sharing. The document proposes some specific ideas for sharing information and knowledge, such as communities of practice, best practices documentation, and exit interviews. Overall, it advocates for organizations to focus on knowledge management in order to remain innovative and aware of their external environment.
Extracts from a workshop at GOVIS 2007 (www.govis.org.nz)
This one-day intensive workshop taught attendees how to incorporate user goals and agency needs into the web design process.
Workshop presenters: Zef Fugaz, Bob Medcalf, Elyssa Timmer
Feedback from the workshop attendees:
http://www.zefamedia.com/usability/feedback-from-power-to-the-people/
This document discusses the evolution of knowledge management (KM) from KM 1.0 to KM 3.0. KM 1.0 focused on collecting knowledge, KM 2.0 focused on sharing knowledge using social media tools, and KM 3.0 focuses on using existing knowledge to help employees do their jobs. The key difference between KM 2.0 and 3.0 is that 3.0 recognizes the need to filter out irrelevant information. Effective KM requires a cultural shift towards openly sharing knowledge and making KM part of employees' regular work.
מצגת הסוקרת נקודות מרכזיות בתחום ניהול הידע כיום.
למה מתכוונים כשאומרים ניהול ידע? מה זה ידע? מה נופל תחת הכותרת של ניהול ידע? מהם סוגי הידע? היכן נמצא המידע? כיצד מתמודדים עם הצפת מידע? כיצד האינטרנט מסייע בתהליך? מהם המכשולים בדרך? למה לשתף בידע? התשתית הנדרשת, תרבות ארגונית, תפקיד מנהל הידע, וכלים לבחירת טכנולוגיה.
המצגת באנגלית מאת שמעון ברק מנהל ידע באמדוקס הוצגה בקורס ניהול ידע.
1. The document discusses how technology can be leveraged for collaboration but often fails to deliver on promises of knowledge sharing due to cultural and process issues.
2. It provides examples of technologies that can enable collaboration such as web conferencing and outlines roles for collaboratories in areas like distance education and employee management.
3. Successful virtual teams require strong communication, clear goals, trust, and occasional in-person meetings to overcome challenges of invisibility and isolation that technology-enabled distance can create.
This document discusses adapting to case management and the challenges of predefined processes, constant change, and fitting business needs into process models. It proposes adapting by:
1) Predefining only necessary/repeatable aspects and giving guidance for unpredictable work.
2) Empowering users to adjust solutions for ad hoc work and change over time.
3) Moving beyond only process maps to identify core business entities and describe relationships to provide a foundation for various solutions.
Adopting adaptive case management strategies can be successful by centering on describing a business in its own terms rather than changing how the business thinks. The tool then adapts to fit the business needs.
Creating a culture of collaborative learningCory Banks
The document discusses creating a culture of collaborative learning and knowledge sharing to foster organizational innovation. It proposes connecting people with people and information through a 70-20-10 learning model involving on-the-job learning, learning from others, and formal learning. Collaboration is key and can take the form of teaming, partnering, supporting others, and raising awareness of others' work. Blended learning approaches involving synchronous and asynchronous methods are recommended. Tools for creative problem solving include brainstorming, the 5Ws and an H question framework, and assumption busting.
The document discusses the key skills and qualifications needed for entry-level IT professionals in India. It notes a lack of relevant IT education and skills in areas like soft skills, business skills, communication, and cultural sensitivity. It provides suggestions to bridge these gaps, including refocusing IT curricula on fundamentals, introducing soft skills and business training, encouraging foreign materials and research, and improving industry-academia collaboration.
The document discusses career development as a fifty-year process, providing keys to career success and advice for managing one's career over the long term. It emphasizes that behavioral skills are more important than technical skills for career success. It also outlines processes for presenting yourself, managing information, presenting ideas, acquiring skills, and addressing conflicts. The document stresses that career development is lifelong and one must continually learn, gain experience, and adapt to changes over the decades.
This presentation will examine the purpose and application of information architecture for the so-called ‘next generation’ of information tools, including blogs and wikis. We will introduce ‘needs based’ information architecture, the methodology used for organising and designing information-rich environments in a way that allows people to use them more easily. We will then look at how the best practice principles behind this approach apply equally well to emerging technologies.
Presented at Open Publish 2007, by Patrick Kennedy of Step Two Designs.
Planning your analytics journey - webinar slidesSprout Labs
This document discusses how learning and development professionals can become more data-driven. It defines key terms like learning data and analytics. It explores how to collect and analyze different types of data, including learner behavior, assessments, and business outcomes. The document also discusses emerging approaches like machine learning and artificial intelligence. It provides examples of how data can be used to personalize learning, make predictions, and gain insights to improve performance. Overall, the document promotes taking a more experimental and iterative approach to learning design and using data to continuously improve programs and their impact on business metrics.
Iiba May 20 2009 How To Faciltate Business Analysis and Discovery MeetingsChuck Boudreau
Presentation made by Chuck Boudreau on May 20, 2009 at the Colorado Springs International Institute of Business Analysis (IIBA).
Chuck is the Enterprise Business Architect for Compassion International, a rapidly growing multi-national non-profit organization that works in 37 countries around the world releasing over a million children from poverty in Jesus’ name. Chuck has been in corporate IT since 1983 and at Compassion since 1997. His current interests and aspirations revolve around bringing increasing clarity into the understanding of business processes and domains.
Presentation Topic: Requirements Discovery & Modeling
* Discuss motivation for various IT Business Analysis deliverables
o Business glossary
o BPMN models
o Use cases
o Features matrix
o State chart
* Discuss techniques and mindset for leading requirements discovery activities
o How to prepare
o Facilitation techniques
o How to deal with problems in the room
o Where and when to use a modeling tool (i.e., Enterprise Architect)
* Present training and learning resources
o Books
o Websites
12 1012 m3 bpp manchester km 1 ver 0102ma-design.com
This document discusses key concepts in knowledge management (KM), including definitions of knowledge, data, information, and the KM processes of capturing, sharing, and applying knowledge. It explores tacit and explicit knowledge and the SECI model of knowledge conversion. Some of the main challenges and goals of KM are reliable technology infrastructure, connecting people to share knowledge, simplifying knowledge sharing and coding processes, and developing unconscious competence through learning. The ultimate aim of KM is to support business objectives and drive continuous learning and innovation within an organization.
12 1012 m3 bpp manchester km 1 ver 0102ma-design.com
The document discusses key concepts in knowledge management (KM), including definitions of KM, types of knowledge (tacit vs explicit), and KM processes. It provides an overview of the SECI model of knowledge conversion and discusses how one company, ARES, approaches KM by integrating it into their business processes. The document also references perspectives on KM from thought leaders in the field and includes a list of references for further reading.
This document summarizes the services provided by Connecttalent, a company that helps students and graduates find entry-level jobs. It provides an exclusive platform for job opportunities and helps with the transition from college to a professional career. Connecttalent aims to ensure all students have access to opportunities by connecting them with employers. It acts as a trusted partner for students as they begin their job search. The company builds an employability ecosystem to link employers, students, and academia to help both sides with recruiting, assessments, and hiring.
The document discusses organizational intelligence from multiple perspectives including business, technology, systems, and cognitive. It defines organizational intelligence as an organization's ability to learn, share knowledge, make decisions, and adapt based on new information. The document also examines the roles that business capabilities, technologies, and frameworks can play in developing an organization's intelligence and discusses questions that CIOs and architects should consider around improving organizational intelligence.
Gautam Ghosh has consistently ranked highly, coming in first in 2013 and 2014/2015. Gurpreet Singh has also ranked well but fell to fifth in 2014/2015. Tanmay Vora has maintained a high ranking of third. The document provides rankings for several individuals on an unnamed platform for various years. Where data was unavailable, scores of 0 or NA were assigned.
This document certifies that Sahana Chattopadhyay successfully completed with distinction a 5-week online course on managing companies of the future offered through Coursera and authorized by the University of London. The course was taught by Professor Julian Birkinshaw of the London Business School, and verification of Sahana's identity and participation can be found at the listed Coursera URL. However, the statement does not confer any official registration, degree, award, grade, or credit from the University of London.
More Related Content
Similar to Balancing SME-Speak with Learner Needs | Designing for Just Enough Information
The document defines key terms related to knowledge management and discusses its implementation. It begins by defining data, information, knowledge, and wisdom. It then discusses tacit and explicit knowledge and the knowledge conversion process. The rest of the document outlines the definition and goals of knowledge management, its key elements and benefits, and a five stage roadmap for implementation.
Developing a digital mindset - recordingSprout Labs
This webinar is based on our free eBook Developing a digital mindset: Powerful methods to disrupt learning. Digital technologies are disrupting business. But it’s not the technologies themselves that are causing the disruption, it’s what we do with them that’s creating change. It’s the thinking processes and mindsets around using technologies that hold the key. It’s about having a digital mindset.
This document discusses characteristics of a "knowledge organization" and provides examples from the real estate industry. It argues that a knowledge organization's main assets and profits come from intellectual capital. It then lists several key aspects of a knowledge organization, including structured data, information holdings, defined processes, and a culture of knowledge sharing. The document proposes some specific ideas for sharing information and knowledge, such as communities of practice, best practices documentation, and exit interviews. Overall, it advocates for organizations to focus on knowledge management in order to remain innovative and aware of their external environment.
Extracts from a workshop at GOVIS 2007 (www.govis.org.nz)
This one-day intensive workshop taught attendees how to incorporate user goals and agency needs into the web design process.
Workshop presenters: Zef Fugaz, Bob Medcalf, Elyssa Timmer
Feedback from the workshop attendees:
http://www.zefamedia.com/usability/feedback-from-power-to-the-people/
This document discusses the evolution of knowledge management (KM) from KM 1.0 to KM 3.0. KM 1.0 focused on collecting knowledge, KM 2.0 focused on sharing knowledge using social media tools, and KM 3.0 focuses on using existing knowledge to help employees do their jobs. The key difference between KM 2.0 and 3.0 is that 3.0 recognizes the need to filter out irrelevant information. Effective KM requires a cultural shift towards openly sharing knowledge and making KM part of employees' regular work.
מצגת הסוקרת נקודות מרכזיות בתחום ניהול הידע כיום.
למה מתכוונים כשאומרים ניהול ידע? מה זה ידע? מה נופל תחת הכותרת של ניהול ידע? מהם סוגי הידע? היכן נמצא המידע? כיצד מתמודדים עם הצפת מידע? כיצד האינטרנט מסייע בתהליך? מהם המכשולים בדרך? למה לשתף בידע? התשתית הנדרשת, תרבות ארגונית, תפקיד מנהל הידע, וכלים לבחירת טכנולוגיה.
המצגת באנגלית מאת שמעון ברק מנהל ידע באמדוקס הוצגה בקורס ניהול ידע.
1. The document discusses how technology can be leveraged for collaboration but often fails to deliver on promises of knowledge sharing due to cultural and process issues.
2. It provides examples of technologies that can enable collaboration such as web conferencing and outlines roles for collaboratories in areas like distance education and employee management.
3. Successful virtual teams require strong communication, clear goals, trust, and occasional in-person meetings to overcome challenges of invisibility and isolation that technology-enabled distance can create.
This document discusses adapting to case management and the challenges of predefined processes, constant change, and fitting business needs into process models. It proposes adapting by:
1) Predefining only necessary/repeatable aspects and giving guidance for unpredictable work.
2) Empowering users to adjust solutions for ad hoc work and change over time.
3) Moving beyond only process maps to identify core business entities and describe relationships to provide a foundation for various solutions.
Adopting adaptive case management strategies can be successful by centering on describing a business in its own terms rather than changing how the business thinks. The tool then adapts to fit the business needs.
Creating a culture of collaborative learningCory Banks
The document discusses creating a culture of collaborative learning and knowledge sharing to foster organizational innovation. It proposes connecting people with people and information through a 70-20-10 learning model involving on-the-job learning, learning from others, and formal learning. Collaboration is key and can take the form of teaming, partnering, supporting others, and raising awareness of others' work. Blended learning approaches involving synchronous and asynchronous methods are recommended. Tools for creative problem solving include brainstorming, the 5Ws and an H question framework, and assumption busting.
The document discusses the key skills and qualifications needed for entry-level IT professionals in India. It notes a lack of relevant IT education and skills in areas like soft skills, business skills, communication, and cultural sensitivity. It provides suggestions to bridge these gaps, including refocusing IT curricula on fundamentals, introducing soft skills and business training, encouraging foreign materials and research, and improving industry-academia collaboration.
The document discusses career development as a fifty-year process, providing keys to career success and advice for managing one's career over the long term. It emphasizes that behavioral skills are more important than technical skills for career success. It also outlines processes for presenting yourself, managing information, presenting ideas, acquiring skills, and addressing conflicts. The document stresses that career development is lifelong and one must continually learn, gain experience, and adapt to changes over the decades.
This presentation will examine the purpose and application of information architecture for the so-called ‘next generation’ of information tools, including blogs and wikis. We will introduce ‘needs based’ information architecture, the methodology used for organising and designing information-rich environments in a way that allows people to use them more easily. We will then look at how the best practice principles behind this approach apply equally well to emerging technologies.
Presented at Open Publish 2007, by Patrick Kennedy of Step Two Designs.
Planning your analytics journey - webinar slidesSprout Labs
This document discusses how learning and development professionals can become more data-driven. It defines key terms like learning data and analytics. It explores how to collect and analyze different types of data, including learner behavior, assessments, and business outcomes. The document also discusses emerging approaches like machine learning and artificial intelligence. It provides examples of how data can be used to personalize learning, make predictions, and gain insights to improve performance. Overall, the document promotes taking a more experimental and iterative approach to learning design and using data to continuously improve programs and their impact on business metrics.
Iiba May 20 2009 How To Faciltate Business Analysis and Discovery MeetingsChuck Boudreau
Presentation made by Chuck Boudreau on May 20, 2009 at the Colorado Springs International Institute of Business Analysis (IIBA).
Chuck is the Enterprise Business Architect for Compassion International, a rapidly growing multi-national non-profit organization that works in 37 countries around the world releasing over a million children from poverty in Jesus’ name. Chuck has been in corporate IT since 1983 and at Compassion since 1997. His current interests and aspirations revolve around bringing increasing clarity into the understanding of business processes and domains.
Presentation Topic: Requirements Discovery & Modeling
* Discuss motivation for various IT Business Analysis deliverables
o Business glossary
o BPMN models
o Use cases
o Features matrix
o State chart
* Discuss techniques and mindset for leading requirements discovery activities
o How to prepare
o Facilitation techniques
o How to deal with problems in the room
o Where and when to use a modeling tool (i.e., Enterprise Architect)
* Present training and learning resources
o Books
o Websites
12 1012 m3 bpp manchester km 1 ver 0102ma-design.com
This document discusses key concepts in knowledge management (KM), including definitions of knowledge, data, information, and the KM processes of capturing, sharing, and applying knowledge. It explores tacit and explicit knowledge and the SECI model of knowledge conversion. Some of the main challenges and goals of KM are reliable technology infrastructure, connecting people to share knowledge, simplifying knowledge sharing and coding processes, and developing unconscious competence through learning. The ultimate aim of KM is to support business objectives and drive continuous learning and innovation within an organization.
12 1012 m3 bpp manchester km 1 ver 0102ma-design.com
The document discusses key concepts in knowledge management (KM), including definitions of KM, types of knowledge (tacit vs explicit), and KM processes. It provides an overview of the SECI model of knowledge conversion and discusses how one company, ARES, approaches KM by integrating it into their business processes. The document also references perspectives on KM from thought leaders in the field and includes a list of references for further reading.
This document summarizes the services provided by Connecttalent, a company that helps students and graduates find entry-level jobs. It provides an exclusive platform for job opportunities and helps with the transition from college to a professional career. Connecttalent aims to ensure all students have access to opportunities by connecting them with employers. It acts as a trusted partner for students as they begin their job search. The company builds an employability ecosystem to link employers, students, and academia to help both sides with recruiting, assessments, and hiring.
The document discusses organizational intelligence from multiple perspectives including business, technology, systems, and cognitive. It defines organizational intelligence as an organization's ability to learn, share knowledge, make decisions, and adapt based on new information. The document also examines the roles that business capabilities, technologies, and frameworks can play in developing an organization's intelligence and discusses questions that CIOs and architects should consider around improving organizational intelligence.
Similar to Balancing SME-Speak with Learner Needs | Designing for Just Enough Information (20)
Gautam Ghosh has consistently ranked highly, coming in first in 2013 and 2014/2015. Gurpreet Singh has also ranked well but fell to fifth in 2014/2015. Tanmay Vora has maintained a high ranking of third. The document provides rankings for several individuals on an unnamed platform for various years. Where data was unavailable, scores of 0 or NA were assigned.
This document certifies that Sahana Chattopadhyay successfully completed with distinction a 5-week online course on managing companies of the future offered through Coursera and authorized by the University of London. The course was taught by Professor Julian Birkinshaw of the London Business School, and verification of Sahana's identity and participation can be found at the listed Coursera URL. However, the statement does not confer any official registration, degree, award, grade, or credit from the University of London.
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
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A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
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it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
9. Learning is iterative
Application Feedback
An environment that
encourages “bunkos”
Practice Reflection Practice
10. 5 key differences
Thinks Intuitively Think Analytically
Sees Holistically See Specifically
Analyzes Contexts Analyze Situations
Sees Patterns See Pieces
Draws from Experience Look for Guidance