So it was off to London on Monday for a couple of meetings. The weather on Sunday had been lovely, Monday it was raining.
I don’t think I would like to commute to London on a regular basis, as in every day, but don’t mind the fact that I am there three to five times a month in my role. I nearly said new role, I have been doing this job now for just over six months (Weeknote #28 is a bit of a giveaway), when does a new role, become just my role? Other parts of the country differ in their accessibility with public transport, so sometimes I drive.
The failings of the CIA over 9/11 have been well documented, though on Tuesday morning I did read the following BBC viewpoint article – Viewpoint: The CIA, 9/11 and collective blindness
These two quotes are what I really took from the article.
We are unconsciously drawn to people who think like ourselves, but rarely notice the danger because we are unaware of our own blind spots.
This applies to groups as well as organisations. We employ people that are like ourselves rather than think about the whole. You can measure diversity within an organisation, but that only tells you what you already know that your organisation isn’t diverse. Sometimes your organisation needs to be more diverse than the population, but how do you know that?
You may feel you have fair employment recruitment practices, but who decides what is “fair”, sometimes you will want to recruit people that wouldn’t be recruited if you were to be fair.
I am also reminded of unconscious bias, and the fact that this is easier to say then sometimes to actually do something about. This was echoed in the second quote from the article.
There is a science to putting together the right minds, with perspectives that challenge, augment, diverge and cross-pollinate rather than parrot, corroborate and restrict. This is how wholes become more than the sum of their parts.
There isn’t an easy solution to this, you could think outside the box and put together teams that are not like ourselves, but that is not as easy as it sounds. The rewards though, as the article says mean wholes become more than the sum of their parts.
Wednesday I caught the train to Manchester, to attend an internal product meeting where I was presenting on the drivers within the draft Jisc HE strategy.
It was quite along train journey there and back in a day, and though I did manage to get a fair bit of work done, the lack of connectivity did annoy me as it has before.
I wrote a blog post on making digital a choice, in response to a BBC news article about a branch of Sainsbury’s in Holborn in London where the only choice to pay was via an app.
Friday I was in Leeds to deliver a keynote on Education 4.0 for the Leeds Business School, I had travelled up the day before.
I showed a presentation, which is all photos. In the presentation I talked about who is Jisc, what do we mean by the Education 4.0 and some of the challenges we face in moving down the road to Education 4.0.
I also showed the Jisc Education 4.0 video we showed at UUK last year and at Digifest.
Frances Noble from the University of Leeds did a fantastic sketch note of my talk.
I attended a couple of sessions following my keynote including a demonstration of ClassVR.
I was also shown a piece of technology I had never heard of or seen in action.
The Lightboard (a.k.a. learning glass) is a glass chalkboard pumped full of light. It’s for recording video lecture topics.
My top tweet this week was this one.
So who remembers this on this day from nine years ago.#altc2010 #altc Were you in the audience? pic.twitter.com/tYCfTfqBjr
— James Clay (@jamesclay) September 7, 2019