#knowledge-diffusion

#knowledge-diffusion

The response was in Indonesian but shaped by values that centered individual autonomy over the consensus-building, social harmony and collective family dynamics that tend to matter more in Indonesian social life.

Modern scientific societies are increasingly vulnerable due to their dependence on membership fees and journal subscriptions, which are being challenged by the rise of virtual networking and open-access publishing.

The first event is a roundtable on "Zhuangzi: Fate, Desires, Transformation" on April 6th at 9:00am Beijing time.

Product knowledge is the sum of everything an employee understands about the products and services they work with. At its core, it means knowing "what you're selling" inside and out. This includes product features, benefits, use cases, pricing, and how the product fits into customers' lives and the competitive landscape.

Product knowledge training is about methodically educating employees, partners, and customers about the ins and outs of a company's products or services. For employees and partners, it's the essential working knowledge they need to confidently sell, support, and deliver the product. For customers, it's the know-how they need to adopt it smoothly and get the most value from it.

Real change rarely happens through debate or persuasion. Instead, transformation grows out of relationships, shared struggle, cognitive dissonance, and practice. Together, Kelly and Lewis explore what organizers can learn from the science of neuroplasticity, the role of rupture and confrontation, and why movements need to focus less on 'changing minds' and more on creating conditions where people can unlearn harmful beliefs and step into collective action.

Librarians have been actively collaborating and talking about it almost every day, whether it's creating tutorials and digital learning objectives or thinking about the conversations to have with instructors. It can feel like cognitive dissonance to be actively working with AI on a regular basis and also saying we're constantly thinking about the harms and the biases.

Being thrown into a group of new strangers each and every year, as is typical in so many American public school systems, is deeply evolutionarily unnatural. Under ancestral conditions, humans did not encounter strangers with nearly the same frequency that we experience now. And guess what? Humans have an entirely different way of interacting with strangers (including appropriate levels of hesitation and skepticism) than we have when interacting with others whom we know well.

Joel Miller opens his new book, The Idea Machine, with this famous scene from The Confessions because it sparked his own epiphany. Not a spiritual conversion, mind. What struck Miller during his recent reread was how Augustine marked his place with his finger. This seemingly unremarkable detail - a move any reader has made countless times - forced Miller to reevaluate books as not simply a vessel for ideas, but as history's most successful "information technology."

It's common knowledge that we are awash in misinformation that can have severe negative consequences for society. When people hold false beliefs about the safety of vaccines, the outcomes of elections, or the causes of climate change, it is much more difficult for them to make responsible decisions on behalf of their families and communities. It is tempting to respond to this challenge by insisting that expert scientists know best and to dismiss those who challenge the experts.

Collective learning is how a group or system creates, improves, and keeps knowledge. This knowledge lasts beyond any one person or cohort. That is the most practical collective learning definition, because it shifts the focus away from individuals and toward the learning system itself.

Classic training setups are optimized for control. You assign courses, enforce deadlines, and measure completion. However, it carries much less value when you need to prove that trainees' behavior changed in a way that the learning objectives mapped out. Learning is decontextualized. Courses exist separately from daily work. There's no visible peer influence. Learners don't see how others apply knowledge. Feedback is delayed or absent. Questions go unanswered, and insights disappear. Motivation is external. People learn to comply, not to improve.

Corporate learning has spent years optimizing the wrong thing. Organizations have refined course catalogs, improved completion rates, expanded content libraries, and invested heavily in certifications. Learning platforms are more sophisticated than ever, content is more accessible than ever, and reporting is more detailed than ever. Yet despite all this progress, most organizations continue to struggle with persistent skills gaps, slow capability building, and weak knowledge retention.

Learning today doesn't usually look broken. It looks like a well-run treadmill, always on, always moving, quietly exhausting everyone. New initiatives, new tools, new priorities. New "must-have" skills. Even when learning is thoughtfully designed, there's a nagging sense that nothing sticks because nothing gets a chance to. People finish the course, grab the badge, and move on to the next thing before the last thing has had time to show up in how they work.