parents to share childcare (UK, od Zuziny)
“people analytics” (nie je to presne to, čo robí NSA, CIA a im podobní…?)
When the results came back, Haringa recalled, his heart began to beat a little faster. Without ever seeing the ideas, without meeting or interviewing the people who’d proposed them, without knowing their title or background or academic pedigree, Knack’s algorithm had identified the people whose ideas had panned out. The top 10 percent of the idea generators as predicted by Knack were in fact those who’d gone furthest in the process. Knack identified six broad factors as especially characteristic of those whose ideas would succeed at Shell: “mind wandering” (or the tendency to follow interesting, unexpected offshoots of the main task at hand, to see where they lead), social intelligence, “goal-orientation fluency,” implicit learning, task-switching ability, and conscientiousness. Haringa told me that this profile dovetails with his impression of a successful innovator. “You need to be disciplined,” he said, but “at all times you must have your mind open to see the other possibilities and opportunities.”
memorable story of Julie Landsman, who, at the time of his book’s publication, in 2005, was playing principal French horn for the Metropolitan Opera, in New York. When she’d finished her blind audition for that role, years earlier, she knew immediately that she’d won. Her last note was so true, and she held it so long, that she heard delighted peals of laughter break out among the evaluators on the other side of the screen. But when she came out to greet them, she heard a gasp. Landsman had played with the Met before, but only as a substitute. The evaluators knew her, yet only when they weren’t aware of her gender—only, that is, when they were forced to make not a personal evaluation but an impersonal one—could they hear how brilliantly she played.