The document discusses future work skills that will be needed over the next decade based on six key drivers of change: extreme longevity, rise of smart machines, computational world, new media ecology, superstructed organizations, and globally connected world. It identifies ten skills that will be critical for the future workforce: sense-making, social intelligence, novel and adaptive thinking, cross-cultural competency, computational thinking, new-media literacy, transdisciplinarity, design mindset, cognitive load management, and virtual collaboration. The skills are mapped to the relevant drivers of change that contribute to their emergence and importance.
What are the trends and issues facing Maryland CPAs? Tom Hood's legendary roadshows offering 4 hours of free CPE to Maryland CPAs every six months.
Designed to keep MACPA member abreast of the rapidly changing CPA profession and let them know what they can do to shape their future and the future of their Profession.
You will see updates on the latest accounting standards, federal and state legislative issues, and the macro trends facing businesses and CPAs.
12 sept2013 imd network orchestration martha g russellMartha Russell
Presentation to the eMBA delegation of IMD on September 12, 2013 at Stanford University. Martha G Russell, Executive Director mediaX at Stanford University & Tony Lai, StartX.
The internet will not scale to support >7Bn people and >50Bn things on line, but Clouds and Networks Without Infrastructure will, and they are neither singular nor static. Clouds are entirely dynamic and multi-modal with; public, private, personal, open, closed, government and commercial clouds that are fixed, mobile, long and short lived, permanent and transitory. In addition the new degrees of freedom that Clouds afford makes them inherently more secure and resilient than any network medium we have created before. But, not all clouds are equal, and neither is all data!
The era of IT Departments providing centralised networking and security is drawing to a rapid close in the same way that sitting in front of a PC in an office all day is becoming unworkable. So, it is time to rethink what has to change in order to adapt to rapidly growing BYOD (Bring Your Own Device) and BMOB (Be My Own Boss) cultures. At the same time, ecological, social, commercial and technology demands are pushing toward more and smaller devices, the tagging and tracking of everything, whilst using less material and energy. This all demands more wireless and new modes of networking demanding more optical fibre especially in the last mile where Point to Point systems will replace the outmoded BPON and GPON technologies of the past. In this symmetric wide bandwidth future there is no place or part to plat by the old copper local loop technologies, and the mobile operators @ 3,4,5G will be further relegated to transporting < 1% of the total traffic of the future connected world. New species of WiFi and BlueTooth will emerge to dominate mobile connectivity and transport with the short range hops to a vastly increased number of fibre fed hot spots in room, on floor, in building, and on campus.
What are the trends and issues facing Maryland CPAs? Tom Hood's legendary roadshows offering 4 hours of free CPE to Maryland CPAs every six months.
Designed to keep MACPA member abreast of the rapidly changing CPA profession and let them know what they can do to shape their future and the future of their Profession.
You will see updates on the latest accounting standards, federal and state legislative issues, and the macro trends facing businesses and CPAs.
12 sept2013 imd network orchestration martha g russellMartha Russell
Presentation to the eMBA delegation of IMD on September 12, 2013 at Stanford University. Martha G Russell, Executive Director mediaX at Stanford University & Tony Lai, StartX.
The internet will not scale to support >7Bn people and >50Bn things on line, but Clouds and Networks Without Infrastructure will, and they are neither singular nor static. Clouds are entirely dynamic and multi-modal with; public, private, personal, open, closed, government and commercial clouds that are fixed, mobile, long and short lived, permanent and transitory. In addition the new degrees of freedom that Clouds afford makes them inherently more secure and resilient than any network medium we have created before. But, not all clouds are equal, and neither is all data!
The era of IT Departments providing centralised networking and security is drawing to a rapid close in the same way that sitting in front of a PC in an office all day is becoming unworkable. So, it is time to rethink what has to change in order to adapt to rapidly growing BYOD (Bring Your Own Device) and BMOB (Be My Own Boss) cultures. At the same time, ecological, social, commercial and technology demands are pushing toward more and smaller devices, the tagging and tracking of everything, whilst using less material and energy. This all demands more wireless and new modes of networking demanding more optical fibre especially in the last mile where Point to Point systems will replace the outmoded BPON and GPON technologies of the past. In this symmetric wide bandwidth future there is no place or part to plat by the old copper local loop technologies, and the mobile operators @ 3,4,5G will be further relegated to transporting < 1% of the total traffic of the future connected world. New species of WiFi and BlueTooth will emerge to dominate mobile connectivity and transport with the short range hops to a vastly increased number of fibre fed hot spots in room, on floor, in building, and on campus.
No company, institution, government or agency can afford to contain and maintain all the resources they need in house. In a connected and fast changing world those needs are not static, they are dynamic and fast changing. So, outsourcing and insourcing, flexible working, BYOD, Social Networking, Open Access and Apps have become essential to flexibility and adaptability. But, perhaps more importantly ‘collaboration’ provides a prime element to success, that spans most sectors across the planet.
The various modes and tools of eCollaboration between people are well documented including: audio and video conferencing, connected white boards and meeting spaces are perhaps the most common. But there is far more when we include machines. People use and collaborate with machines at all levels, but increasingly the machines are autonomously collaborating.
“When things think, they want to link”
The inclusion of intelligence and smarts sees everything from our mobile devices to laptops, PCs, MainFrames and Super Computers starting to engage in cooperation and invisible conversations. The Cloud is amplifying this to our advantage with a growing range of apps backed up with distributed data, resources, networking, computing power and intelligences. Truth Engines and Intelligent Search and Find are also being developed to make available a range of new (easy to use) group and profession specific apps.
Most of us seem to spend more time locating information and the right people, than we devote to being creative and finding solutions. Our biggest challenge is to understand (in a shorter and shorter time frame), find the appropriate skill cells and get them all to come together as an effective team.
“The power to convene is both rare and coveted”
The old ways of working are falling by the wayside in the leading companies operating in the fastest moving sectors, whilst nothing much is happening (yet) at the other end of the market spectrum. But in this 21C the winners will be the global teams that connect, network and collaborate to maximise there creativity, and become the primary creators and solution finders.
Looking at a problem or data in isolation might have worked in a slow and disconnected past, but it is now a dangerous practice. The world is networked and Six Degrees of Separation have shrunk to 2 or 3 courtesy of the connectivity and networking of people, machines and things. Nothing is singular and isolated anymore, and establishing causality, future implications and likely outcomes is no longer simple or certain. Few systems can be treated as a Black Box with an input and an output related by some stable and linear function. Multiple inputs and outputs and stochastic transfer functions rule, and the resulting combinatorics confound us to the point where uncertainty is now the ‘uncomfortable’ norm!
Data mining is about drilling down to the fine detail in relatively small and contained data sets. A PC, spread sheets, structured data and simple analysis tools are the hallmarks of this domain. But Big Data is about the Big Picture, relationships, paths, and links which are way beyond the PC and simple tools. We are talking huge, sophisticated, fast evolving, and very specialised. It is already challenging many long held truths, discovering new ones, whilst revealing previously unknown relationships. The biggest problem is that we lack ‘Big Understanding’ or even the capacity to analyse and model situations to the point where clarity emerges. Our most powerful tools turn out to be computer modelling, simulation, Artificial Intelligence, and Visualisation.
Day on day our machine dependency grows as we tackle the vital Green, Social, Health, Science and Industry issues. We need the necessary wisdoms, we need the truths in order to make wise decisions that will impact future generations. So it is no accident that our Symbiosis with machines grows in hand with our abilities, but Big Data is no panacea, it is one of a raft of powerful new tools and should be seen so in our mission to gain better understanding and greater wisdom.
ConsumerLab Young Professionals at Work Report Ericsson Slides
For more from the ConsumerLab visit: http://www.ericsson.com/thinkingahead/consumerlab
In this report Ericsson ConsumerLab looks at the latest generation to enter the workforce– the Millennials. In particular, we focus on those aged 22-29 who are currently in employment.
Knowledge-intensive and innovation-led globalized world
Everyone competes with everyone, self-branding on the rise
The less competent are replaced by those who, in other parts of the world, can do the same for less
The rate of change of the economy requires creative and differentiated workforce
The ability to create value, with creativity and competence, becomes essential for survival in the labor market
But the uniformity of school systems produces almost undifferentiated workforce
This presentation was given at the NASA STS-127 Pre-Launch Education Forum at Kennedy Space Center on June 12, 2009. Its purpose was to describe, on a very high-level, the state of the STEM workforce in the United States, how that relates to NASA, and to motivate young aerospace professionals to be a part of strengthening American STEM capabilities. It was not intended to describe specific programs, projects, or solutions to NASA or the United States education system.
Educational intelligence in XXI century: Talents @ TechnologyiECARUS
Global trends for XXI century East –West cultural hemispheres The world we live in … Everyone has an Ikigai ( 生き甲斐 ) Right – Left Brain The modern world is destroying your brain Artificial Intelligence vs. Human Intelligence Results from the educational system Future jobs require more brain power then ever before i-ECARUS Educational Ecosystem Solution
HAI Industry Brief: AI & the Future of Work Post Covid
Stanford University, Human-Centered Artificial Intelligence:
Researchers studying how AI can be used to help teams collaborate, improve workplace culture, promote employee well-being, assist humans in dangerous environments, and more.
Source: https://aiindex.stanford.edu/wp-content/uploads/2021/03/2021-AI-Index-Report_Master.pdf
Most Influential Robotics Trailblazers, Making Wave in The Industry - 2024.pdfInsightsSuccess4
Dr. Haibin Zhu, Vice President – Systems Science and Engineering, IEEE SMC Society and Professor, Nipissing University, Canada, is a trailblazer in the field of computer science and robotics. His academic journey began with a bachelor’s degree in computer engineering in the early 1980s.
Current Disruptions in Media: Earthquakes or New Openings? Stanford as CatalystMartha Russell
Across the globe, new word-of-mouth messaging methods are emerging. Many of these involve new technologies. The strategic use of media has become a game changer for both local and global businesses. Traditional media platforms are outpaced by the speed of flash movements as they unfold. Technical discoveries outpace the scientific journals available to announce them. Journalists, entertainers, academics, scientists, and citizens are experimenting with new tools and platforms for content creation, consumption and curation.
When the news about Tahir Square, or Occupy Wall Street or, more recently the Brazilian protests, hit the headlines of newspapers and magazines, they were already outdated. Documentaries were equally incapable of tracking and fully describing these movements. Traditional narratives – and the technologies used to tell them - fall short of accurately portraying the ideas and behaviors that are emerging through new modes of communication. Information travels so fast, that news is no longer "new". Ubiquitous media disintermediates traditional business ecosystems. And every company must take on roles of a media company.
The world of digital content is experiencing an explosion of innovation in both creation and consumption of media. It may well have been consumer applications that ignited the transformation, but business, enterprise and government interests have joined the party. Across the entire innovation ecosystem of media, new technologies and new uses of it by people are creating a sea change in the way people participate and in the responses they expect, Streaming coverage, both amateur and professional – both business and community, is powered by cutting edge technology in combinations of smartphones, 4G, drone cameras and, even, Google Glass can report on events and movements, products and services. The new role of the Chief Digital Officer has emerged in many organizations - to help management bridge the changing roles usually played by Chief Information Officers, Chief Marketing Officers, and Chief Technology Officers.
Labs affiliated with mediaX at Stanford University study how people and information technology interact. We invite discovery collaborations on the future of content for business, education, and entertainment.
No company, institution, government or agency can afford to contain and maintain all the resources they need in house. In a connected and fast changing world those needs are not static, they are dynamic and fast changing. So, outsourcing and insourcing, flexible working, BYOD, Social Networking, Open Access and Apps have become essential to flexibility and adaptability. But, perhaps more importantly ‘collaboration’ provides a prime element to success, that spans most sectors across the planet.
The various modes and tools of eCollaboration between people are well documented including: audio and video conferencing, connected white boards and meeting spaces are perhaps the most common. But there is far more when we include machines. People use and collaborate with machines at all levels, but increasingly the machines are autonomously collaborating.
“When things think, they want to link”
The inclusion of intelligence and smarts sees everything from our mobile devices to laptops, PCs, MainFrames and Super Computers starting to engage in cooperation and invisible conversations. The Cloud is amplifying this to our advantage with a growing range of apps backed up with distributed data, resources, networking, computing power and intelligences. Truth Engines and Intelligent Search and Find are also being developed to make available a range of new (easy to use) group and profession specific apps.
Most of us seem to spend more time locating information and the right people, than we devote to being creative and finding solutions. Our biggest challenge is to understand (in a shorter and shorter time frame), find the appropriate skill cells and get them all to come together as an effective team.
“The power to convene is both rare and coveted”
The old ways of working are falling by the wayside in the leading companies operating in the fastest moving sectors, whilst nothing much is happening (yet) at the other end of the market spectrum. But in this 21C the winners will be the global teams that connect, network and collaborate to maximise there creativity, and become the primary creators and solution finders.
Looking at a problem or data in isolation might have worked in a slow and disconnected past, but it is now a dangerous practice. The world is networked and Six Degrees of Separation have shrunk to 2 or 3 courtesy of the connectivity and networking of people, machines and things. Nothing is singular and isolated anymore, and establishing causality, future implications and likely outcomes is no longer simple or certain. Few systems can be treated as a Black Box with an input and an output related by some stable and linear function. Multiple inputs and outputs and stochastic transfer functions rule, and the resulting combinatorics confound us to the point where uncertainty is now the ‘uncomfortable’ norm!
Data mining is about drilling down to the fine detail in relatively small and contained data sets. A PC, spread sheets, structured data and simple analysis tools are the hallmarks of this domain. But Big Data is about the Big Picture, relationships, paths, and links which are way beyond the PC and simple tools. We are talking huge, sophisticated, fast evolving, and very specialised. It is already challenging many long held truths, discovering new ones, whilst revealing previously unknown relationships. The biggest problem is that we lack ‘Big Understanding’ or even the capacity to analyse and model situations to the point where clarity emerges. Our most powerful tools turn out to be computer modelling, simulation, Artificial Intelligence, and Visualisation.
Day on day our machine dependency grows as we tackle the vital Green, Social, Health, Science and Industry issues. We need the necessary wisdoms, we need the truths in order to make wise decisions that will impact future generations. So it is no accident that our Symbiosis with machines grows in hand with our abilities, but Big Data is no panacea, it is one of a raft of powerful new tools and should be seen so in our mission to gain better understanding and greater wisdom.
ConsumerLab Young Professionals at Work Report Ericsson Slides
For more from the ConsumerLab visit: http://www.ericsson.com/thinkingahead/consumerlab
In this report Ericsson ConsumerLab looks at the latest generation to enter the workforce– the Millennials. In particular, we focus on those aged 22-29 who are currently in employment.
Knowledge-intensive and innovation-led globalized world
Everyone competes with everyone, self-branding on the rise
The less competent are replaced by those who, in other parts of the world, can do the same for less
The rate of change of the economy requires creative and differentiated workforce
The ability to create value, with creativity and competence, becomes essential for survival in the labor market
But the uniformity of school systems produces almost undifferentiated workforce
This presentation was given at the NASA STS-127 Pre-Launch Education Forum at Kennedy Space Center on June 12, 2009. Its purpose was to describe, on a very high-level, the state of the STEM workforce in the United States, how that relates to NASA, and to motivate young aerospace professionals to be a part of strengthening American STEM capabilities. It was not intended to describe specific programs, projects, or solutions to NASA or the United States education system.
Educational intelligence in XXI century: Talents @ TechnologyiECARUS
Global trends for XXI century East –West cultural hemispheres The world we live in … Everyone has an Ikigai ( 生き甲斐 ) Right – Left Brain The modern world is destroying your brain Artificial Intelligence vs. Human Intelligence Results from the educational system Future jobs require more brain power then ever before i-ECARUS Educational Ecosystem Solution
HAI Industry Brief: AI & the Future of Work Post Covid
Stanford University, Human-Centered Artificial Intelligence:
Researchers studying how AI can be used to help teams collaborate, improve workplace culture, promote employee well-being, assist humans in dangerous environments, and more.
Source: https://aiindex.stanford.edu/wp-content/uploads/2021/03/2021-AI-Index-Report_Master.pdf
Most Influential Robotics Trailblazers, Making Wave in The Industry - 2024.pdfInsightsSuccess4
Dr. Haibin Zhu, Vice President – Systems Science and Engineering, IEEE SMC Society and Professor, Nipissing University, Canada, is a trailblazer in the field of computer science and robotics. His academic journey began with a bachelor’s degree in computer engineering in the early 1980s.
Current Disruptions in Media: Earthquakes or New Openings? Stanford as CatalystMartha Russell
Across the globe, new word-of-mouth messaging methods are emerging. Many of these involve new technologies. The strategic use of media has become a game changer for both local and global businesses. Traditional media platforms are outpaced by the speed of flash movements as they unfold. Technical discoveries outpace the scientific journals available to announce them. Journalists, entertainers, academics, scientists, and citizens are experimenting with new tools and platforms for content creation, consumption and curation.
When the news about Tahir Square, or Occupy Wall Street or, more recently the Brazilian protests, hit the headlines of newspapers and magazines, they were already outdated. Documentaries were equally incapable of tracking and fully describing these movements. Traditional narratives – and the technologies used to tell them - fall short of accurately portraying the ideas and behaviors that are emerging through new modes of communication. Information travels so fast, that news is no longer "new". Ubiquitous media disintermediates traditional business ecosystems. And every company must take on roles of a media company.
The world of digital content is experiencing an explosion of innovation in both creation and consumption of media. It may well have been consumer applications that ignited the transformation, but business, enterprise and government interests have joined the party. Across the entire innovation ecosystem of media, new technologies and new uses of it by people are creating a sea change in the way people participate and in the responses they expect, Streaming coverage, both amateur and professional – both business and community, is powered by cutting edge technology in combinations of smartphones, 4G, drone cameras and, even, Google Glass can report on events and movements, products and services. The new role of the Chief Digital Officer has emerged in many organizations - to help management bridge the changing roles usually played by Chief Information Officers, Chief Marketing Officers, and Chief Technology Officers.
Labs affiliated with mediaX at Stanford University study how people and information technology interact. We invite discovery collaborations on the future of content for business, education, and entertainment.
Developing people in a time of digital disruptionJuan Chamorro
La Dra. Jennifer Jordan, Profesora de Liderazgo y Comportamiento Organizacional en la escuela IMD, describe en este artículo las oportunidades y los desafíos que presenta la gestión de personas en la era digital.
El artículo completo, en el que participan Anouk Lavoie Orlick, Lindsay McTeague y Pascal Wicht (fundador de Whispers & Giants), puede leerse en el siguiente enlace:
https://lnkd.in/erbMTiJ
Rasgos y perfiles de los profesionales, enfoques ágiles basados en la tecnología y los comportamientos de algunas de las audiencias de una organización, forman parte del completo análisis reflejado en este artículo. Resulta de interés, por ejemplo, la actitud de los millennials hacia la tecnología, con una relación de afinidad natural con herramientas basadas en la nube, el móvil, o su consideración de la IT corporativa como poco intuitiva y compleja. A medida que se implantan nuevos sistemas , se debe recordar a los Millennials la necesidad de mantener la confidencialidad de los datos, ya que sus conceptos de privacidad difieren de los de las generaciones anteriores.
NSF IUSE Ideas Lab In Engineering: Provoking Action!boralogix
Dr. Gregory Washington, Dean of UCI’s Henry Samueli School of Engineering, delivers a riveting message to provoke educators in the NSF IUSE Ideas lab to action. The world is changing rapidly, but we still educate the same way. We need a STEM-o-lution!
Presentation by Martha G Russell and David A. Evans, mediaX at Stanford University, for SESI, Santa Catarina, Brazil, to launch planning of SESI Innovation Research Center on Occupational Health and Safety for Brazilian workers and businesses, to support the Health Safety and Environment objectives of SESI, part of Brazil's CNI and its industry system.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
1. Future Work Skills
2020
Institute for the Future for
the University of Phoenix Research Institute
124 University Avenue, 2nd Floor, Palo Alto, CA
94301 650.854.6322 www.iftf.org
3. Introduction 1
Methodology 2
Six Drivers of Change 3
Future Work Skills Map 6
Ten Skills for the Future Workforce 8
Implications 13
4.
5. i n t r o d uc t i o n
In the 1990s, IBM’s Deep Blue beat grandmaster Gary Kasparov in chess; today IBM’s
Watson supercomputer is beating contestants on Jeopardy. A decade ago, workers
worried about jobs being outsourced overseas; today companies such as ODesk and
LiveOps can assemble teams “in the cloud” to do sales, customer support, and many
other tasks. Five years ago, it would have taken years for NASA to tag millions of photo-
graphs taken by its telescope, but with the power of its collaborative platforms, the task
can be accomplished in a few months with the help of thousands of human volunteers.
Global connectivity, smart machines, and new media are just some of the drivers
reshaping how we think about work, what constitutes work, and the skills we will need
to be productive contributors in the future.
This report analyzes key drivers that will reshape the landscape of work and identifies
key work skills needed in the next 10 years. It does not consider what will be the jobs of
the future. Many studies have tried to predict specific job categories and labor require-
ments. Consistently over the years, however, it has been shown that such predictions
are difficult and many of the past predictions have been proven wrong. Rather than
focusing on future jobs, this report looks at future work skills—proficiencies and abilities
required across different jobs and work settings.
1
6. M ETHODO LO G Y
Over its history, the Institute for the Future (IFTF) has been a leader in advancing foresight methodologies, from
the Delphi technique, a method of aggregating expert opinions to develop plausible foresight, to integrating
ethnographic methods into the discipline of forecasting, and recently to using gaming platforms to crowdsource
foresights. We have used these methodologies with an illustrious roster of organizations—from Fortune 500
companies to governments and foundations—to address issues as diverse as future science and technology, the
future of organizations, and the future of education.
IFTF uses foresight as a starting point for a process we call Many thanks to each of our workshop participants:
Foresight to Insight to Action, a process that enables people
to take future visions and convert them into meaningful in- • Amanda Dutra, Right Management
sights and actions they can take to be successful in the future.
• Caroline Molina-Ray,
University of Phoenix Research Institute
In writing this report, we drew on IFTF’s foundational
forecasts in areas as diverse as education, technology, • David Pescovitz, IFTF
demographics, work, and health, as well as our annual
• Devin Fidler, IFTF
Ten-Year Forecast. The Ten-Year Forecast is developed
using IFTF’s signals methodology—an extension of de- • Humera Malik, Electronic Arts
cades of practice aggregating data, expert opinion, and
• Jason Tester, IFTF
trends research to understand patterns of change. A signal
is typically a small or local innovation or disruption that • Jerry Michalski, IFTF Affiliate
has the potential to grow in scale and geographic distribu-
• Jim Spohrer, IBM
tion. A signal can be a new product, a new practice, a new
market strategy, a new policy, or new technology. In short, it • Leslie Miller, University of Phoenix Research Institute
is something that catches our attention at one scale and in
• Marina Gorbis, IFTF
one locale and points to larger implications for other locales
or even globally. Signals are useful for people who are try- • Martha Russell, Media X at Stanford University
ing to anticipate a highly uncertain future, since they tend
• Micah Arnold, Apollo Group
to capture emergent phenomenon sooner than traditional
social science methods. • Natasha Dalzell-Martinez, University of Phoenix
• Rachel Maguire, IFTF
We enriched and vetted this research at an expert workshop
held at our headquarters in Palo Alto, where we brought • Sonny Jandial, Procter Gamble
together experts in a diverse range of disciplines and
• Steve Milovich, The Walt Disney Company
professional backgrounds, engaging them in brainstorming
exercises to identify key drivers of change and how these • Tracey Wilen-Daugenti,
will shape work skill requirements. Finally, we analyzed and University of Phoenix Research Institute
filtered all of this data in order to identify the six key drivers
and ten skills areas that will be most relevant to the work-
force of the future.
2
7. S I X D R I VE R S O F C H A N G E
We begin every foresight exercise with thinking about drivers—big disruptive shifts that are likely to
reshape the future landscape. Although each driver in itself is important when thinking about the future,
it is a confluence of several drivers working together that produces true disruptions. We chose the six drivers
that emerged from our research as the most important and relevant to future work skills.
1 2
rise of
extreme smart machines
longevity: and systems:
Increasing global Workplace automation
lifespans change the nudges human
nature of careers workers out of rote,
and learning repetitive tasks
It is estimated that by 2025, the number of Americans over We are on the cusp of a major transformation in our
60 will increase by 70%. Over the next decade we will see relationships with our tools. Over the next decade, new
the challenge of an aging population come to the fore. New smart machines will enter offices, factories, and homes
perceptions of what it means to age, as well as the emerg- in numbers we have never seen before. They will become
ing possibilities for realistic, healthy life-extension, will begin integral to production, teaching, combat, medicine, security,
take hold. and virtually every domain of our lives. As these machines
replace humans in some tasks, and augment them in others,
Individuals will need to rearrange their approach to their their largest impact may be less obvious: their very presence
careers, family life, and education to accommodate this de- among us will force us to confront important questions.
mographic shift. Increasingly, people will work long past 65 What are humans uniquely good at? What is our compara-
in order to have adequate resources for retirement. Multiple tive advantage? And what is our place alongside these
careers will be commonplace and lifelong learning to pre- machines? We will have to rethink the content of our work
pare for occupational change will see major growth. To take and our work processes in response.
advantage of this well-experienced and still vital workforce,
organizations will have to rethink the traditional career paths In some areas, a new generation of automated systems will
in organizations, creating more diversity and flexibility. replace humans, freeing us up to do the things we are good
at and actually enjoy. In other domains, the machines will
Aging individuals will increasingly demand opportunities, become our collaborators, augmenting our own skills and
products, and medical services to accommodate more abilities. Smart machines will also establish new expecta-
healthy and active senior years. As we move toward to a tions and standards of performance. Of course, some rou-
world of healthier lifestyles and holistic approaches to what tine jobs will be taken over by machines—this has already
we eat, how we work, and where we live, much of daily happened and will continue. But the real power in robotics
life—and the global economy as a whole—will be viewed technologies lies in their ability to augment and extend
through the lens of health. our own capabilities. We will be entering into a new kind
of partnership with machines that will build on our mutual
strengths, resulting in a new level of human-machine col-
laboration and codependence.
3
8. S I X D R I VE R S O F C H A N G E
3 4
computational new media
world ecology
Massive increases in
New communication
sensors and processing
tools require new
power make the world
media literacies
a programmable
beyond text
system
The diffusion of sensors, communications, and processing New multimedia technologies are bringing about a
power into everyday objects and environments will unleash transformation in the way we communicate. As technologies
an unprecedented torrent of data and the opportunity to see for video production, digital animation, augmented reality,
patterns and design systems on a scale never before possi- gaming, and media editing, become ever more sophisticated
ble. Every object, every interaction, everything we come into and widespread, a new ecosystem will take shape around
contact with will be converted into data. Once we decode these areas. We are literally developing a new vernacular, a
the world around us and start seeing it through the lens of new language, for communication.
data, we will increasingly focus on manipulating the data to
achieve desired outcomes. Thus we will usher in an era of Already, the text-based Internet is transforming to privilege
“everything is programmable”—an era of thinking about the video, animation, and other more visual communication
world in computational, programmable, designable terms. media. At the same time, virtual networks are being inte-
grated more and more seamlessly into our environment and
The collection of enormous quantities of data will enable lives, channeling new media into our daily experience. The
modeling of social systems at extreme scales, both micro and millions of users generating and viewing this multimedia
macro, helping uncover new patterns and relationships that content from their laptops and mobile devices are exerting
were previously invisible. Agencies will increasingly model enormous influence on culture.
macro-level phenomena such as global pandemics to stop
their spread across the globe. At a micro level, individuals will New media is placing new demands on attention and
be able to simulate things such as their route to the office to cognition. It is enabling new platforms for creating online
avoid traffic congestion based on real-time traffic data. Micro- identity while at the same time requiring people to engage
and macro-scale models will mesh to create models that are in activities such as online personal reputation and identity
unprecedented in their complexity and completeness. management. It is enabling new ways for groups to come
together and collaborate, bringing in new levels of trans-
As a result, whether it is running a business or managing parency to our work and personal lives. At the same time,
individual health, our work and personal lives will increas- our sensibility toward reality and truth is likely to be radically
ingly demand abilities to interact with data, see patterns in altered by the new media ecology. We must learn to
data, make data-based decisions, and use data to design approach content with more skepticism and the realization
for desired outcomes. that what you see today may be different tomorrow. Not only
are we going to have multiple interpretations of recorded
events, but with ubiquitous capture and surveillance, events
will be seen from multiple angles and perspectives, each
possibly telling a different story of individual events.
4
9. 5 6
globally
superstructed
connected world
organizations
Increased global intercon-
Social technologies
nectivity puts diversity and
drive new forms of
adaptability at the center
production and value
of organizational
creation
operations
New technologies and social media platforms are driving an At its most basic level, globalization is the long-term trend
unprecedented reorganization of how we produce and cre- toward greater exchanges and integration across geographic
ate value. Amplified by a new level of collective intelligence borders. In our highly globally connected and interdepen-
and tapping resources embedded in social connections with dent world, the United States and Europe no longer hold a
multitudes of others, we can now achieve the kind of scale mono-poly on job creation, innovation, and political power.
and reach previously attainable only by very large organiza- Organizations from resource- and infrastructure-constrained
tions. In other words, we can do things outside of traditional markets in developing countries like India and China are inno-
organizational boundaries. vating at a faster pace than those from developed countries
in some areas, such as mobile technologies. In fact, a lack of
To “superstruct” means to create structures that go beyond legacy infrastructure is combining with rapidly growing mar-
the basic forms and processes with which we are familiar. It kets to fuel higher rates of growth in developing countries.
means to collaborate and play at extreme scales, from the
micro to the massive. Learning to use new social tools to For decades, most multinational companies have used their
work, to invent, and to govern at these scales is what the overseas subsidiaries as sales and technical support chan-
next few decades are all about. nels for the headquarters. In the last ten years, overseas
companies, particularly IT ones, outsourced everything from
Our tools and technologies shape the kinds of social, customer services to software development. The model,
economic, and political organizations we inhabit. Many however, has stayed the same: innovation and design have
organizations we are familiar with today, including educa- been the prerogative of RD labs in developed countries.
tional and corporate ones, are products of centuries-old As markets in China, India, and other developing countries
scientific knowledge and technologies. Today we see this grow, it is increasingly difficult for the headquarters to de-
organizational landscape being disrupted. In health, organi- velop products that can suit the needs of a whole different
zations such as Curetogether and PatientsLikeMe are allow- category of consumers.
ing people to aggregate their personal health information to
allow for clinical trials and emergence of expertise outside Presence in areas where new competitors are popping up
of traditional labs and doctors’ offices. Science games, from is critical to survival, but it is not enough. The key is not just
Foldit to GalaxyZoo, are engaging thousands of people to to employ people in these locales but also to effectively in-
solve problems no single organization had the resources to tegrate these local employees and local business processes
do before. Open education platforms are increasingly mak- into the infrastructure of global organizations in order to
ing content available to anyone who wants to learn. remain competitive.
A new generation of organizational concepts and work skills
is coming not from traditional management/organizational
theories but from fields such as game design, neurosci-
ence, and happiness psychology. These fields will drive the
creation of new training paradigms and tools.
5
10. FUTURE WORK SKILLS 2020
What do these six disruptive forces mean for the workers of the next
decade? We have identified ten skills that we believe will be critical
for success in the workforce. extreme
While all six drivers are important in shaping the landscape in which longevity
each skill emerges, the color-coding and placement here indicate
Increasing global lifespans
which drivers have particular relevance to the development of each
change the nature of
of the skills. careers and learning
KEY
Trans-
Drivers—disruptive shifts that disciplinarity
will reshape the workforce
landscape
Key skill needed in the
future workforce
Sense-
Making
Social
Intelligence
Novel
and Adaptive
rise of smart Thinking
machines and
systems
Workplace robotics nudge
human workers out of rote,
repetitive tasks new media
ecology
New communication tools
require new media litera-
cies beyond text
6
12. TEN S K I L L S
F O R THE F U T U R E W O R K F O R C E
1 S e n s e - maki n g 2 S o cial i n t e llig e n c e
Definition: ability to determine the deeper meaning Definition: ability to connect to others in a deep and
or significance of what is being expressed direct way, to sense and stimulate reactions and
desired interactions
As smart machines take over rote, routine manufacturing
and services jobs, there will be an increasing demand for the While we are seeing early prototypes of “social” and
kinds of skills machines are not good at. These are higher- “emotional” robots in various research labs today, the range
level thinking skills that cannot be codified. We call these of social skills and emotions that they can display is very
sense-making skills, skills that help us create unique insights limited. Feeling is just as complicated as sense-making,
critical to decision making. if not more so, and just as the machines we are building
are not sense-making machines, the emotional and social
When IBM’s supercomputer, Deep Blue, defeated chess robots we are building are not feeling machines.
grandmaster Gary Kasparov, many took this of a sign of its
superior thinking skills. But Deep Blue had won with brute Socially intelligent employees are able to quickly assess the
number-crunching force (its ability to evaluate millions of poss- emotions of those around them and adapt their words, tone
ible moves per second), not by applying the kind of human and gestures accordingly. This has always been a key skill for
intelligence that helps us to live our lives. A computer may be workers who need to collaborate and build relationships of
able to beat a human in a game of chess or Jeopardy by sheer trust, but it is even more important as we are called on to coll-
force of its computational abilities, but if you ask it whether aborate with larger groups of people in different settings. Our
it wants to play pool, it won’t be able to tell whether you are emotionality and social IQ developed over millennia of living
talking about swimming, financial portfolios, or billiards. in groups will continue be one of the vital assets that give hu-
man workers a comparative advantage over machines.
As computing pioneer Jaron Lanier points out, despite
important advances in Artificial Intelligence (AI) research it is
still the case that, “if we ask what thinking is, so that we can MIT Media Lab’s
then ask how to foster it, we encounter an astonishing and Personal Robots
terrifying answer: we don’t know.”1 As we renegotiate the Group is developing
human/machine division of labor in the next decade, criti- a robot that can
generate some
cal thinking or sense-making will emerge as a skill workers
human-like
increasingly need to capitalize on. expressions.
http://robotic.media.mit.edu
IBM’s latest
supercomputer,
Watson, recently took
on human contestants
at game-show
Jeopardy.
http://www-943.ibm.com/
innovation/us/watson/
8
13. DRIVERS
• extreme longevity • computational world
• rise of smart machines and systems • superstructed organizations
• new media ecology • globally connected world
3 N o v e l a d ap t i v e t h i n ki n g 4 C r o ss - cult ural co mp e t e n c y
Definition: proficiency at thinking and coming up Definition: ability to operate in different cultural settings
with solutions and responses beyond that which is rote
or rule-based
In a truly globally connected world, a worker’s skill set could
see them posted in any number of locations—they need to
Massachusetts Institute of Technology Professor David be able to operate in whatever environment they find them-
Autor has tracked the polarization of jobs in the United selves. This demands specific content, such as linguistic
States over the last three decades. He finds that job op- skills, but also adaptability to changing circumstances and
portunities are declining in middle-skill white-collar and an ability to sense and respond to new contexts.
blue-collar jobs, largely due to a combination of the automa-
tion of routine work, and global offshoring.2 Conversely, job Cross-cultural competency will become an important skill
opportunities are increasingly concentrated in both high- for all workers, not just those who have to operate in diverse
skill, high-wage professional, technical and management geographical environments. Organizations increasingly see
occupations and in low-skill, low-wage occupations such as diversity as a driver of innovation. Research now tells us
food service and personal care. Jobs at the high-skill end in- that what makes a group truly intelligent and innovative is
volve abstract tasks, and at the low-skill end, manual tasks. the combination of different ages, skills, disciplines, and
working and thinking styles that members bring to the table.
What both of these categories of tasks have in common Scott E. Page, professor and director of the Center of the
is that they require what Autor terms “situational adapt- Study of Complex Systems at the University of Michigan
ability”—the ability to respond to unique unexpected has demonstrated that groups displaying a range of per-
circumstances of the moment. Tasks as different as writing spectives and skill levels outperform like-minded experts.
a convincing legal argument, or creating a new dish out of He concludes that “progress depends as much on our col-
set ingredients both require novel thinking and adaptability. lective differences as it does on our individual IQ scores.”3
These skills will be at a premium in the next decade, particu-
larly as automation and offshoring continue. Diversity will therefore become a core competency for
organizations over the next decade. Successful employees
within these diverse teams need to be able to identify and
communicate points of connection (shared goals, priorities,
Change in employment by occupation, 1979-2009
Percentage point change in employment by occupation, 1979–2009
values) that transcend their differences and enable them to
Percent build relationships and to work together effectively.
60
1979–1989 1999–2007
50
1989–1999 2007–2009
40 Professor Scott E. Page has
30 shown how diverse groups
20 yield superior outcomes when
10 compared to homogeneous
0
groups.
-10
-20
http://press.princeton.edu
-30
Managers Professionals Technicians Sales Office and Production, Operators, Protective Food prep, Personal
admin craft, and and laborers services cleaning care and
repair services
Employment growth in the United States is polarizing into high-
skill and low-skill jobs, both of which require capacity for novel
thinking.
David Autor, The Polarization of Job Opportunities in the US Labor Market. Center for
American Progress and The Hamilton Project, April 2010
9
14. TEN S K I L L S
F O R THE F U T U R E W O R K F O R C E
5 Co mpu tat i o n al t h i n ki n g 6 N e w - m e d ia li t e rac y
Definition: ability to translate vast amounts of data into Definition: ability to critically assess and develop content
abstract concepts and to understand data-based reasoning that uses new media forms, and to leverage these media for
persuasive communication
As the amount of data that we have at our disposal increases
exponentially, many more roles will require computational The explosion in user-generated media including the videos,
thinking skills in order to make sense of this information. Nov- blogs, and podcasts that now dominate our social lives, will
ice-friendly programming languages and technologies that be fully felt in workplaces in the next decade. Communica-
teach the fundamentals of programming virtual and physical tion tools that break away from the static slide approach of
worlds will enable us to manipulate our environments and en- programs such as PowerPoint will become commonplace,
hance our interactions. The use of simulations will become a and with them expectations of worker ability to produce
core expertise as they begin to feature regularly in discourse content using these new forms will rise dramatically.
and decision-making. HR departments that currently value
applicants who are familiar with basic applications, such as The next generation of workers will need to become fluent
the Microsoft Office suite, will shift their expectations, seeking in forms such as video, able to critically “read” and assess
out resumes that include statistical analysis and quantitative them in the same way that they currently assess a paper or
reasoning skills. presentation. They will also need to be comfortable creating
and presenting their own visual information. Knowledge of
In addition to developing computational thinking skills, fonts and layouts was once restricted to a small set of print
workers will need to be aware of its limitations. This requires designers and typesetters, until word processing programs
an understanding that models are only as good as the data brought this within the reach of everyday office workers.
feeding them—even the best models are approximations Similarly, user-friendly production editing tools will make
of reality and not reality itself. And second, workers must video language—concepts such as frame, depth of field
remain able to act in the absence of data and not become etc—part of the common vernacular.
paralyzed when lacking an algorithm for every system to
guide decision making. As immersive and visually stimulating presentation of
information becomes the norm, workers will need more so-
phisticated skills to use these tools to engage and persuade
Scratch is an interactive their audiences.
learning environment
developed by Lifelong
Kindergarten Group at
the MIT Media Lab. It
Howard Rheingold’s
teaches young people
Social Media Class-
the fundamentals of
room teaches view-
computational method-
ers the vernacular
ology in a fun, low risk
of video.
environment.
http://socialmediaclassroom.
http://scratch.mit.edu com
10
15. DRIVERS
• extreme longevity • computational world
• rise of smart machines and systems • superstructed organizations
• new media ecology • globally connected world
7 Tra n s d iscipli n ari t y 8 D e sig n mi n d s e t
Definition: literacy in and ability to understand concepts Definition: ability to represent and develop tasks
across multiple disciplines and work processes for desired outcomes
Many of today’s global problems are just too complex to be The sensors, communication tools and processing power of
solved by one specialized discipline (think global warming or the computational world will bring with them new opportuni-
overpopulation). These multifaceted problems require trans- ties to take a design approach to our work. We will be able
disciplinary solutions. While throughout the 20th century, to plan our environments so that they are conducive to the
ever-greater specialization was encouraged, the next cen- outcomes that we are most interested in. Discoveries from
tury will see transdisciplinary approaches take center stage. neuroscience are highlighting how profoundly our physical
We are already seeing this in the emergence of new areas of environments shape cognition. As Fred Gage, a neurobio-
study, such as nanotechnology, which blends molecular bi- logist who studies and designs environments for neuro-
ology, biochemistry, protein chemistry, and other specialties. genesis (the creation of new neurons), argues, “change the
environment, change the brain, change the behavior.”5
This shift has major implications for the skill set that
knowledge workers will need to bring to organizations. One recent study found that ceiling height has a consistent
According to Howard Rheingold, a prominent forecaster and impact on the nature of participants’ thinking.6 Participants
author, “transdisciplinarity goes beyond bringing together in the study were asked to rate their current body state or
researchers from different disciplines to work in multidis- feeling. Those who were in the room with higher ceilings re-
ciplinary teams. It means educating researchers who can sponded more favorably to words associated with freedom,
speak languages of multiple disciplines—biologists who have such as “unrestricted” or “open”. Those in the lower-ceiling
understanding of mathematics, mathematicians who under- room tended to describe themselves with words associated
stand biology.”4 with confinement. This impact on mood was directly trans-
ferred to mental processes; those in the high-ceiling group
The ideal worker of the next decade is “T-shaped”—they were more effective at relational thinking, creating connec-
bring deep understanding of at least one field, but have the tions and the free recall of facts.
capacity to converse in the language of a broader range of
disciplines. This requires a sense of curiosity and a willing- Workers of the future will need to become adept at rec-
ness to go on learning far beyond the years of formal edu- ognizing the kind of thinking that different tasks require,
cation. As extended lifespans promote multiple careers and and making adjustments to their work environments that
exposure to more industries and disciplines, it will be particu- enhance their ability to accomplish these tasks.
larly important for workers to develop this T-shaped quality.
Ceiling height can encourage
The California Institute for open, expansive thinking.
Telecommunications and
Information Technology http://scienceblogs.com/mixingmemo-
ry/2007/05/does_ceiling_height_affect_the.php
(Calit2) at the University
of California’s San Diego
campus brings together
researchers from STEM fields
of science and engineering
with art, design, and myriad
other disciplines to tackle
large scale societal problems.
http://socialmovement.org
11
16. TEN S K I L L S
F O R THE F U T U R E W O R K F O R C E
9 Co g n i t i v e lo a d ma n ag e m e n t 10 Vir t ual co lla b o rat i o n
Definition: ability to discriminate and filter information for Definition: ability to work productively, drive
importance, and to understand how to maximize cognitive engagement, and demonstrate presence as a member
functioning using a variety of tools and techniques of a virtual team.
A world rich in information streams in multiple formats and Connective technologies make it easier than ever to work, share
from multiple devices brings the issue of cognitive overload ideas and be productive despite physical separation. But the vir-
to the fore. Organizations and workers will only be able to tual work environment also demands a new set of competencies.
turn the massive influx of data into an advantage if they can
learn to effectively filter and focus on what is important. As a leader of a virtual team, individuals need to develop
strategies for engaging and motivating a dispersed group.
The next generation of workers will have to develop their own We are learning that techniques borrowed from gaming are
techniques for tackling the problem of cognitive overload. For extremely effective in engaging large virtual communities.
example, the practice of social filtering—ranking, tagging, Ensuring that collaborative platforms include typical gaming
or adding other metadata to content helps higher-quality or features such as immediate feedback, clear objectives and a
more relevant information to rise above the “noise.” staged series of challenges can significantly drive participa-
tion and motivation.
Workers will also need to become adept at utilizing new
tools to help them deal with the information onslaught. Members of virtual teams also need to become adept at
Researchers at Tufts University have wired stockbro- finding environments that promote productivity and well-
kers—who are constantly monitoring streams of financial being. A community that offers “ambient sociability” can
data, and need to recognize major changes without be- help overcome isolation that comes from lack of access to a
ing overwhelmed by detail. The stockbrokers were asked central, social workplace. This could be a physical cowork-
to watch a stream of financial data and write an involved ing space, but it could also be virtual. Researchers at
email message to a coll-eague. As they got more involved Stanford’s Virtual Human Interaction Lab exploring the
in composing the email, the fNIRS (functional near-infrared real-world social benefits of inhabiting virtual worlds such
spectroscopy, which measures blood oxygen levels in the as Second Life report that the collective experience of a
brain) system detected this, and simplified the presentation virtual environment, especially one with 3D avatars, provides
of data accordingly.7 significant social-emotional benefits. Players experience
the others as co-present and available, but they are able to
concentrate on their own in-world work.
Online streams created by micro blogging and social
networking sites can serve as virtual water coolers, providing
a sense of camaraderie and enabling employees to demon-
strate presence. For example, Yammer is a Twitter-like micro
blogging service, focused on business—only individuals with
Adaptive interfaces, developed by researchers at the same corporate domain in their email address can access
Tufts, can reduce the level of detail in the market the company network.
information stockbrokers see when sensors detect
that they are experiencing high mental workload. Yammer asks employ-
ees to provide updates
http://www.cs.tufts.edu
on the question, “What
are you working on?”
www.yammer.com
12
17. I M P L I C AT I ON S
The results of this research have implications for individuals, educational institutions, business, and government.
To be successful in the next decade, individuals will need to demonstrate foresight in navigating a rapidly shifting landscape
of organizational forms and skill requirements. They will increasingly be called upon to continually reassess the skills they need,
and quickly put together the right resources to develop and update these. Workers in the future will need to be adaptable
lifelong learners.
Educational institutions at the primary, secondary, and Businesses must also be alert to the changing environment
post-secondary levels, are largely the products of technology and adapt their workforce planning and development strategies
infrastructure and social circumstances of the past. The to ensure alignment with future skill requirements. Strategic
landscape has changed and educational institutions should human resource professionals might reconsider traditional
consider how to adapt quickly in response. Some directions of methods for identifying critical skills, as well as selecting and
change might include: developing talent. Considering the disruptions likely to reshape
the future will enhance businesses’ ability to ensure organiza-
»» Placing additional emphasis on developing skills such as tional talent has and continuously renews the skills necessary
critical thinking, insight, and analysis capabilities for the sustainability of business goals. A workforce strategy
for sustaining business goals should be one of the most critical
»» Integrating new-media literacy into education programs outcomes of human resource professionals and should involve
collaborating with universities to address lifelong learning and
»» Including experiential learning that gives prominence skill requirements.
to soft skills—such as the ability to collaborate, work in
groups, read social cues, and respond adaptively Governmental policymakers will need to respond to the
changing landscape by taking a leadership role and making
»» Broadening the learning constituency beyond teens and education a national priority. If education is not prioritized,
young adults through to adulthood we risk compromising our ability to prepare our people for a
healthy and sustainable future. For Americans to be prepared
»» Integrating interdisciplinary training that allows students to and for our businesses to be competitive, policy makers should
develop skills and knowledge in a range of subjects consider the full range of skills citizens will require, as well as
the importance of lifelong learning and constant skill renewal.
Trans-
disciplinarity Design
Mindset
Virtual
Collaboration
Sense-
New
Making Cross
Media
Literacy Cultural
Competency
Social Cognitive
Intelligence Load
Management
Novel
and Adaptive
Thinking
Computational
Thinking
new media
ecology 13
18. ENDNOTE S
1
Jaron Lernier, Does the Digital Classroom Enfeeble the Mind? New York Times. September 16, 2010. Available at: http://www.
nytimes.com/2010/09/19/magazine/19fob-essay-t.html?pagewanted=2.
2
David Autor, The Polarization of Job Opportunities in the US Labor Market. Center for American Progress and The Hamilton Proj-
ect, April 2010.
3
Scott E. Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools and Societies. Princeton: Princ-
eton University Press, 2008.
4
Quoted in Science Technology Perspectives, Institute for the Future, SR 967.
5
Quoted in John P. Eberhard, and Brenda Patoine, Architecture With the Brain in Mind. The Dana Foundation weblog, 2004. Avail-
able at: http://www.dana.org/news/cerebrum/detail.aspx?id=1254.
6
Joan Meyers-Levy, Rui Zhu, The influence of ceiling height: The effect of priming on the type of processing people use. Journal of
Consumer Research 2007: 34.
7
Audrey Girouard, Erin Treacy Solovey et al., From Brain Signals to Adaptive Interfaces: using fNIRS in HCI. Brain Computer Inter-
facts: Human-Computer Interaction Series, 2010, 3: 221-237.
14