As a mathemetician, Devlin used equations to distinguish between information, data and knowledge. He wants his readers to understand knowledge and information based on a scientific logical foundation. The author provides equations such as "Information = Data + Meaning" (p.14) and "Knowledge = Internalized information + ability to utilize the information."(p.15). In essence information only turns into knowledge when we attach meaning to it. Anyone can obtain information but comprehending it makes it meaningful.
Devlin and his colleagues have used Situation theory, which they have procured mathematically and come up with interesting strategies to increase productivity and improvement within a group. He mentions that the ideal group size is two or three and with the addition of more group members the likelihood of confusion increases. I think this is obvious. This reminds me of a newspaper article I recently read. It was in the Baltimore Sun, and the article discussed the enormous class size of the University of Maryland. Imagine you are a student in a class of 450(or so). It is pretty obvious that it would be easier for Western Maryland College students (in a class of 30 or less) to deal with the information (class lectures) when you communicate back and forth with the professor and your classmates. We in a small group of people are more likely to attach meaning to the data and gain knowledge faster than would UMD students.
Incidentally my College Park friends disagree with me on this argue that it all depends on the professor capability to manage the class. They are mistaken ofcourse, because our chances of confusion and misunderstandings multiply far faster than our brainpower. But,I have no doubt Devlin is right on the right track with this idea. Furthermore, Devlin has also discussed that "information immersion" can make communication more efficient by increasing the overlap between team member's individual contexts. Also, he has used good examples to point out the situation theory view of information and how it can prevent complexities. The airline disasters and the poorly designed ATM are examples of this.
Also, like others I found the tiles of the chapters intriguing. I think the author is very good at specifying examples. In page 161 he discusses IBM's computer Deep blue, which beat world champion Garry Kasparov in 1997. Devlin explains that while computers process information human expertise involves knowledge.
As I mentioned before this book is highly recommended for the average businessperson because of the practical information that Devlin provides in this book. He has discussed Microsoft's electronic knowledge guide (SPUD) and People and information finder (PIF) which could better help manage organizations. Hence, to turn this fruitful information into knowledge a business person would have to apply it.
I think we can all benefit from knowing the information he is trying to impart, but it is too difficult for the layman to read and comprehend. I agree with his statement that, "Already today and especially tomorrow, a basic understanding of information will be as important as were farming skills in the agricultural age or basic industrial skills in the industrial age". Knowing how to turn information into knowledge is crucial. I agree with Devlin in his thought that we need to develop a solid science of information. If you can wade through the language that Devlin is using, then this book can be helpful in doing just that.
Overall, this book is not terrible. It is repetitive and not a "fun" read, but the book does contain some important and/or helpful information. I would *only* recommend this book for business people.
In InfoSense, noted mathematician and popular science writer Keith Devlin shows us how to make sense of the constant flow of information that bombards us daily. What is crucial, Devlin says, is to understand the difference between data, information and knowledge.
Devlin's mathematical inclinations show with his equations that illustrate his points. Equations like "Information = Data + Meaning" and "Knowledge = Internalized information + ability to utilize the information." Essentially, information only turns into knowledge when we attach meaning to it. When we understand it. Distinguishing between the various types of info in the flow is all-important. Here are some key points addressed in the book:
* Why people, not computers, are the most effective way to transfer knowledge * How social and cultural factors influence work * The hidden rules of everyday communication * How to conduct a meeting to achieve what you want * How to avoid miscommunication
Devlin's low-tech way to higher productivity is straightforward, learn how to communicate better. He shows how to converse more efficiently, how to run more effective meetings, and how to avoid miscommunication (with some shocking airline accident examples) with clear unambiguous language.
Devlin uses Situation theory to illustrate how to increase productivity within a group. He says that the ideal group size is two or three. As you add more group members the likelihood of confusion increases.
It seems that the more participants in a meeting, the higher the likelihood that the group will spend most of the time discussing information already known. This is because people have a tendency to discuss what they already know, and not bring up new subjects in conversation. They lack adequate "common knowledge" and need to be consciously guided to be effective.
An example: here's how to avoid going over familiar ground in a meeting:
1. Get participants to submit in advance the points they wish to make. 2. Adapt a round-robin format where each person in turn is asked to contribute something new. 3. List each new item introduced on a flipchart or a whiteboard. 4. Constantly remind the participants that the aim is to examine new information or ideas. 5. Cast the task at hand in an open-ended fashion as one of examining all the options, rather than making ajudgement or arriving at a decision. 6. Ensure that everyone in the group has a clearly defined and clearly understood area of expertise. 7. Build up the team over time, so everyone becomes familiar with one another's areas of expertise and with their strengths and weaknesses.
Columbo was really creating context when, at the last minute, he turned around at the door and said "Oh, and one more thing I don't understand...." Experts are those who know the rules so well, they routinely break them. To become an expert at the art of communication, this is a good place to start. From WebReference.com.