“If the map doesn’t agree with the ground the map is wrong”
Gordon Livingston – Too Soon Old, Too Late Smart
Surtil has as mission to help individuals, teams, companies and organizations to make clever and innovative decisions,
making good use of a set of methodologies, tools and decision intelligence.
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Surmounting
The Information Lens.
“we’ve moved from the age of enlightenment to the age of entanglement where sense-making aided by imagination is now more critical than ever.“
John Seely Brown
Information uses & needs,
e.g. across supply chains and ecosystems:
Transparency, Product Passport,
Sustainability, Fair Trade
Circular Economy
Stakeholder Economy
The Information Lens
Cultural and Economic Traditions,
Operational Excellence, KPI’s
Contractual Specifications and Quality Control,
Flow of Goods/Money — Flow of Data/Value
Trust and Fear
Methods and Tools
Variety of Creative techniques,
Innovation Games, Design Thinking Tools,
Story Telling , Brain Writing
Stakeholders Representation and Involvement
Safe Information Sharing
It seems plain and self-evident, yet it needs to be said:
the isolated knowledge obtained by a group of specialists in a narrow field has in itself no value whatsoever,
but only in its synthesis with all the rest of knowledge and only inasmuch as it really contributes in this synthesis toward answering the demand,
“Who are we?”
Erwin Schrödinger – Science and Humanism, Physics In Our Time
About Walter Stiers:
- Information Architect
(Systems, IT, Applications, Solutions, Enterprise, Ecosystems) - Scientific Foundation
(Geosciences, Ecosystems, CAS, Sense-making, Neuropsychology, … ) - Arts – Music
- Design Thinking Facilitator
- Decision Science
Walter [at] Surtil.com
My blog covers articles, publications, reflections and stories on the evolving landscape of decision science, decision intelligence, AI, Informational Lens, and more.
I must admit … meditative walking is, indeed, a practice.
The next time you feel stuck or have a problem you can’t solve, I encourage you to try a productive meditation. Occupy yourself with a routine activity and contemplate a well-defined problem, with the precise goal of finding a solution. The change of pace allows you to access big-picture thinking, a chance to mentally step…
Facts are not enough
Claude Garcia & Patrick Waeber developed a framework based on behavioural and cognitive sciences, game theory, and set theory that helps us understand decisionmaking in the context of uncertainty. It was published recently in a nice article on the researchfeatures of researchoutreach. Every single day we make thousands of decisions. Even if it is unclear…
Decoding reward–curiosity conflict in decision-making from irrational behaviors
Humans and animals are not always rational. “Decoding reward–curiosity conflict in decision-making from irrational behaviors” discusses the fact humans not only rationally exploit rewards but also explore an environment owing to their curiosity. However, the mechanism of such curiosity-driven irrational behavior is largely unknown. The article develops a decision-making model for a two choice task…
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