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LOT-916 - IBM Forms 4 - Form Design and Development - BrainDump Information

Vendor Name : IBM
Exam Code : LOT-916
Exam Name : IBM Forms 4 - Form Design and Development
Questions and Answers : 90 Q & A
Updated On : October 22, 2018
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LOT-916 exam Dumps Source : IBM Forms 4 - Form Design and Development

Test Code : LOT-916
Test Name : IBM Forms 4 - Form Design and Development
Vendor Name : IBM
Q&A : 90 Real Questions

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IBM IBM Forms 4 -

IBM (IBM) broadcasts Collaboration with NVIDIA (NVDA) to extend Open source machine discovering equipment for facts Scientists | killexams.com Real Questions and Pass4sure dumps

No outcomes discovered, are trying new key phrase!with IBM taking advantage of RAPIDS open-source libraries introduced these days by way of NVIDIA, GPU accelerated desktop studying is coming to data scientists, helping them analyze huge data for insights sooner th...

Tech giants IBM, Intel fund new blockchain laboratory at UC San Diego | killexams.com Real Questions and Pass4sure dumps

The University of California at San Diego has launched an academic laboratory, funded by large technology companies, to study blockchain.(Dreamstime) The school of California at San Diego has launched an educational laboratory, funded by using gigantic know-how agencies, to examine blockchain.(Dreamstime)

SAN DIEGO – Tech giants are funding the launch of a analysis lab at UC San Diego to resolve the mysteries round blockchain, a new method of writing software that’s sweeping industries world wide.

the new educational core is called BlockLAB, and it contains about 20 people who may be digging into the technical, prison and company questions surrounding the quick-relocating new expertise. The laboratory is financially backed by using tech titans like IBM, Dell and Intel, amongst others.

Touted by some as a revolutionary thought, blockchain – in its easiest kind – is a method to distribute statistics throughout lots of servers in a set, unhackable layout (to this point). The conception is beautiful to many, as they are saying it’s a foundational strategy to exchange tips without the support of third events. for instance, someday financial transactions can be made through application with out the help of banks, where one transaction is recorded throughout lots of of computer systems and proven through dozens of servers – as a substitute of only 1 financial institution.

this is already being modeled with cryptocurrency like bitcoin, but the implications of such an exchange continues to be no longer neatly understood. And currency is simply the primary utility builders have found for blockchain. Startups and researchers around the globe are unveiling new the way to use the technology each day, from recording place records and transacting real estate purchases to establishing digital identification programs.

however the expertise continues to be in its infancy. lots just like the information superhighway in the early Nineties, the blockchain is present process growth and bust cycles as agencies, governments and individuals grapple with know-how’s complexities. Etienne de Bruin, the founding father of a tech management neighborhood called 7 CTOs, says blockchain is still one large test.

“The internet incubated for 10 or 15 years before we discovered something effective for it,” de Bruin observed. “Now we live in the tips society, so we’re all part of the blockchain conversation.”

James brief, lead scientist and co-founder of the center for enormous Scale records systems on the San Diego Supercomputer core, generally is of the same opinion with de Bruin’s view – which is why he’s launched BlockLAB, serving because the analysis community’s director.

“some of the oldest training we be aware of of recent know-how is that the component delivered is rarely the issue eventually adopted,” short stated. “The web is the glaring illustration of that. We’re within the early ranges (of blockchain) with restrained knowing of implications of this technology. We need to be part of that evolution so we take into account and make a contribution because it strikes ahead.”

short pointed out the educational lab might be getting to know the large questions surrounding blockchain, together with taking a tough analyze how blockchain will influence statistics architecture, it’s knowledge to change shared databases and different technical implications. The lab will also interrogate the prison foundations of contracts, and the technical considerations that might come up from algorithmic contracts. BlockLAB will also analyze the capabilities business and economic influences of the evolving blockchain market.

These are all subject matters which are tremendously unique to tech giants like the businesses sponsoring this new lab.

“The trade has lots of questions,” brief stated. “There’s massive motivation for all businesses to now not be late on anything that may have huge promise. companies that had been late on the cyber web, for instance, spent some huge cash to capture up.”

short mentioned BlockLAB will be keeping a meeting Dec. 4 to discuss market formation in blockchain, amongst other topics. youngsters not open to the general public, short talked about interested events can contact him about attending. Representatives from a handful of native blockchain startups attended their remaining meeting, brief said, including genomics blockchain business LunaDNA.

Like most cities around the world, San Diego has an emerging blockchain group. native startups using the tech as foundations for his or her company encompass aspect, Altcoin, XYO network, LunaDNA, Polyswarm.io and eSmart Tech, amongst others.

a type of startups, XYO network, is internet hosting a blockchain conference in San Diego known as Spatial Summit from Nov. 9-11. There, startups, builders, and business individuals will discuss sizzling topics within blockchain and see expertise demos, the founders talked about.

And it’s possible extra blockchain talk will birth effervescent up in San Diego. Greg Horowitt, a local project capitalist with T2 undertaking Capital, spoke of he’s a part of a different effort at UC San Diego to launch an experimental application referred to as the Blockchain Exploratory.

“The Exploratory is a platform to encourage and empower college students, researchers and school at usa to design, verify, put in force and measure/video display blockchain experiments on campus and in the neighborhood to strengthen the figuring out/expertise creation of, and social and economic affect concerning this emergent and disruptive new paradigm,” Horowitt wrote in an e-mail.

related


overseas business Machines : Maersk and IBM to kind joint venture | killexams.com Real Questions and Pass4sure dumps

The shared vision of the usage of blockchain expertise to create greater effective and at ease strategies for conducting international change is the groundwork of a new partnership between transport large A.P. Moller Maersk and digital expertise specialist IBM.

The corporations introduced their intent to set up a joint venture yesterday (sixteen January), having already collaborated to build new blockchain and cloud-primarily based technologies due to the fact 2016.

The aim of the brand new business might be to present a collectively developed world alternate digitisation platform developed on open specifications and designed to be used with the aid of the whole world delivery ecosystem, in accordance with a joint free up.

Blockchain expertise will vigor the brand new platform, along with different cloud-based open supply applied sciences such as artificial intelligence and analytics, in an effort to help agencies stream and music items digitally throughout foreign borders.

Maersk and IBM said the platform would deliver more transparency and simplicity in the movement of goods, featuring merits to producers, delivery strains, freight forwarders, port and terminal operators, customs authorities and sooner or later conclusion patrons.

A disbursed ledger know-how, blockchain establishes a shared, immutable checklist of the entire transactions that take place inside a community and then enables permissioned parties access to trusted facts in actual time, the liberate introduced.

by means of applying the technology to digitise world alternate procedures, a brand new variety of command and consent will also be brought into the stream of suggestions, empowering dissimilar trading partners to collaborate and setting up a single shared view of a transaction devoid of compromising details, privacy or confidentiality.

a number of excessive-profile agencies have already expressed their activity within the new platform, together with popular Motors, Procter and Gamble and freight forwarding and logistic company Agility Logistics.

Customs and executive authorities, including Singapore Customs and Peruvian Customs, are additionally approaches the platform could raise give chain safety, while world terminal operators APM Terminals and PSA international will use the platform to increase terminal planning.

Maersk and IBM are currently organising an advisory board to help further form the platform and its abilities capabilities. Michael White, former president of Maersk Line in North the united states, has been named CEO of the brand new company.

nowadays, a vast quantity of resources are wasted as a result of inefficient and blunder-susceptible guide approaches, White defined. The pilots proven our expectations that, across the industry, there's appreciable demand for effectivity positive factors and opportunities coming from streamlining and standardizing information flows the use of digital solutions.

Our ambition is to practice these learnings to set up a completely open platform whereby all avid gamers in the international give chain can participate and extract colossal cost. We look ahead to extra increasing our ecosystem of companions as we growth towards a world solution.

(c) 2018 All Rights Reserved - Mubasher information 2005 - 2017 supplied through SyndiGate Media Inc. (Syndigate.info)., source core East & North African Newspapers




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LOT-916 exam Dumps Source : IBM Forms 4 - Form Design and Development

Test Code : LOT-916
Test Name : IBM Forms 4 - Form Design and Development
Vendor Name : IBM
Q&A : 90 Real Questions

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IBM and NVIDIA Collaborate to Expand Open Source Machine Learning Tools for Data Scientists | killexams.com real questions and Pass4sure dumps

ARMONK, N.Y., Oct. 10, 2018 /PRNewswire/ -- IBM (NYSE:  IBM) today announced that it plans to incorporate the new RAPIDS™ open source software into its enterprise-grade data science platform for on-premises, hybrid, and multicloud environments. With IBM's vast portfolio of deep learning and machine learning solutions, it is best positioned to bring this open-source technology to data scientists regardless of their preferred deployment model.

"IBM has a long collaboration with NVIDIA that has shown demonstrable performance increases leveraging IBM technology, like the IBM POWER9 processor, in combination with NVIDIA GPUs," said Bob Picciano, Senior Vice President of IBM Cognitive Systems. "We look to continue to aggressively push the performance boundaries of AI for our clients as we bring RAPIDS into the IBM portfolio."

RAPIDS will help bring GPU acceleration capabilities to IBM offerings that take advantage of open source machine learning software including Apache Arrow, Pandas and scikit-learn. Immediate, wide ecosystem support for RAPIDS comes from key open-source contributors including Anaconda, BlazingDB, Graphistry, NERSC, PyData, INRIA, and Ursa Labs.

IBM is planning to bring RAPIDS to key areas across on-premises, public, hybrid, and multicloud environments, includingi:

  • PowerAI on IBM POWER9, to leverage RAPIDS to expand the options available to data scientists with new open source machine learning and analytics libraries. Accelerated workloads have been proven to get a direct benefit from the special engineering that NVIDIA and IBM have done around POWER9, including integration of NVIDIA NVLink® and NVIDIA Tesla® Tensor Core GPUs. PowerAI is IBM's software layer that optimizes how today's data science and AI workloads run on heterogeneous computing systems, and our goal is for this improved performance trajectory for GPU accelerated workloads on POWER9 to continue with RAPIDS.
  • IBM Watson Studio and Watson Machine Learning, to take advantage of the power of NVIDIA GPUs so that data scientists and AI developers can build, deploy, and run faster models than CPU-only deployments for their AI applications in a multicloud environment with IBM Cloud Private for Data and IBM Cloud.
  • IBM Cloud, to users who choose machines equipped with GPUs will be able to apply the accelerated machine learning and analytics libraries in RAPIDS for their cloud applications and tap the benefits of machine learning.
  • "IBM and NVIDIA's close collaboration over the years has helped leading enterprises and organizations around the world tackle some of the world's largest problems," said Ian Buck, vice president and general manager of Accelerated Computing at NVIDIA. "Now, with IBM taking advantage of RAPIDS open-source libraries announced today by NVIDIA, GPU accelerated machine learning is coming to data scientists, helping them analyze big data for insights faster than ever possible before."

    Machine learning is a form of AI that enables a system to learn from data rather than through explicit programming. Enterprises across multiple industries like retail, finance, and telecommunications, are either actively using machine learning or exploring machine learning for the potential value it offers to companies trying to leverage big data to help them better understand the subtle changes in behavior, preferences, or customer satisfaction.

    Earlier this year, IBM set a record in a tera-scale machine learning benchmark, beating the previous record holder by 46x. Using an IBM Research-developed machine learning algorithm called IBM Snap Machine Learning (Snap ML) running on IBM Power Systems AC922 servers with NVIDIA Tesla V100 Tensor Core GPUs, IBM researchers trained a logistic regression classifier in 91.5 seconds using an online advertising dataset released by Criteo Labs with over 4 billion training examples.

    Media Contact

    Sam Ponedal External Relations, IBM Power Systems, IBMsponeda@us.ibm.com; (916) 217-0145

    Kristin Bryson NVIDIA PR Directorkbryson@nvidia.com; (203) 241-9190

    i Statements regarding IBM's future direction and intent are subject to change or withdrawal without notice and represent goals and objectives only.

    Certain statements in this press release including, but not limited to, statements as to:  the benefits and impact of IBM incorporating RAPIDS into its data science platform; and enterprises across multiple industries actively using or exploring machine learning are forward-looking statements that are subject to risks and uncertainties that could cause results to be materially different than expectations. Important factors that could cause actual results to differ materially include: global economic conditions; our reliance on third parties to manufacture, assemble, package and test our products; the impact of technological development and competition; development of new products and technologies or enhancements to our existing product and technologies; market acceptance of our products or our partners' products; design, manufacturing or software defects; changes in consumer preferences or demands; changes in industry standards and interfaces; unexpected loss of performance of our products or technologies when integrated into systems; as well as other factors detailed from time to time in the reports NVIDIA files with the Securities and Exchange Commission, or SEC, including its Form 10-Q for the fiscal period ended July 29, 2018. Copies of reports filed with the SEC are posted on the company's website and are available from NVIDIA without charge. These forward-looking statements are not guarantees of future performance and speak only as of the date hereof, and, except as required by law, NVIDIA disclaims any obligation to update these forward-looking statements to reflect future events or circumstances.

    © 2018 NVIDIA Corporation. All rights reserved. NVIDIA, the NVIDIA logo, NVLink, RAPIDS and Tesla are trademarks and/or registered trademarks of NVIDIA Corporation in the U.S. and other countries. Other company and product names may be trademarks of the respective companies with which they are associated. Features, pricing, availability and specifications are subject to change without notice.

    SOURCE IBM

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    Digital Democracy: Improving Communication and Trust in Your Business | killexams.com real questions and Pass4sure dumps

    digital democracy

    One of the impacts of technology on how we do business is a greater ability to structure our companies differently and to leverage advantages which would previously have been difficult.

    At Process Street, our team is based remotely. Which means we’re able to draw on a wealth of talent based all over the world.

    Technology means that communication between remote employees can be as effective as it is within an office; sometimes conferring extra advantages.

    I wrote for AppCues about how our internal systems are so robust precisely because we’re remote based and we need to take every step possible to make sure we don’t suffer any information loss in our communication. This has given us internal processes which are much stronger than many brick and mortar firms.

    Being remote is not the only benefit technology can bring. New tech can flatten organization structures, effectively delegate more responsibilities while retaining accountability, and help to create cultures where everyone feels valued.

    One of those factors is the ability to bring multiple stakeholders into decision-making processes; a shift which holds a fundamentally democratic ethos.

    In this article we’re going to look at:

  • What is democracy?
  • What are the positives and negatives of incorporating democracy into an organization?
  • The democratic ethos in practice and how you could use it
  • 5 suggestions for how technology could facilitate democratic input
  • What is democracy?

    digital democracy what is democracySource

    We all know what democracy is on a day to day basis. Most people reading this article probably live in a democracy and participate in its democratic structures.

    Larry Diamond, from Stanford University, is a sociologist and a leading figure in the study of democracy. He describes democracy as a system where people choose who has power over them, where people are active in the decision making processes, and where rules apply equally to all those within the group.

    Democracy represents itself in many different forms.

    In a society like the US, people elect representatives to sit on different bodies and play their roles in the decision making process for what rules should be made for society. Senators are elected for terms of certain lengths, whereas a judge on the Supreme Court is elected by the representatives to sit for life.

    Similarly, in a supranational body like the EU, members of the European Parliament are elected by the people from different countries, whereas members of the European Commission are not put to a public vote and instead selected and elected by nation states themselves.

    In each of these institutions there are positions or people which have varying levels of democratic say in how they got their jobs. Democracies are complex and are often not democratic in every nuance and in every step. Democracy is enabled in these institutions where it is seen to be effective, and held back where it is not.

    Workplaces are organizations which have taken on different levels of democracy at different points in time. A workplace with high levels of unionized labor has significant democratic oversight, even if day to day decisions are not democratic.

    A co-operative tends to run like a democracy, with each member having a say in the decision making process and sharing in some of the successes of the company. A typical private company wouldn’t operate like this, but still may have progressive systems internally which grant certain decision making powers to staff.

    Other companies might go even further and see their customers as being a part of their organization. In this sense, do customer surveys and outreach techniques constitute democratic input? Would a customer advisory board be seen as a democratic body?

    Democracy, in terms of the collective sharing of power and decision making processes, already exists in workplaces to varying degrees.

    In this article, we’ll look at how it has been implemented in different organizations and consider the positives and negatives which have arisen.

    What are the positives and negatives of incorporating democracy into an organization?

    digital democracy positive negativeSource

    In Vivek Wadhwa’s article for the Washington Post, Democracy is a great thing, except in the workplace, he discusses the inherent need for strong decision making in a company.

    He starts with a quote from Len Erlikh, who escaped the USSR during its dying days:

    The Soviet Union I left behind was a dictatorship but the workplace was a democracy; America may be free but the workplace is a dictatorship

    Companies have traditionally been authoritarian spaces

    Wadhwa’s argument is largely summed up by this line around halfway through the piece:

    Business leadership is not a popularity contest; the best companies are run by enlightened dictators.

    He advocates for autocratic leadership in business but employs the word “enlightened” to do a lot of heavy lifting within the sentence.

    He presents examples of business leaders who have been highly successful while taking an autocratic stance within their company; being either single-minded or brutal in the process:

  • “Walt Disney would ask employees for their ideas through surveys but would then dictate his requirements. When employees didn’t perform, he would fire them immediately.”
  • “Henry Ford was known as a tough leader who had a hand in every major decision. He was so demanding of his employees that he monitored their activities outside of work.”
  • “Steve Jobs ruled with an iron fist and demanded absolute secrecy and loyalty from his employees. He was egotistical and moody.”
  • “The greatest technology innovator of today, Elon Musk, is a highly imperfect human being who makes extreme demands and sets unrealistic public deadlines for his employees. Yet he is single-handedly changing several industries — including space, energy, and transportation.”
  • Yet, Wadhwa recognizes that an overly-authoritarian ruler can often cause damage and leave destruction behind them. He presents the example of the Cisco CEO John Chambers who was strongly autocratic in his organization. Chambers described to the New York Times how his style has changed. He hasn’t taken away his decision-making power, but he’s utilizing it differently and spreading that responsibility.

    I’m a command-and-control person. I like being able to say turn right, and we truly have 67,000 people turn right. But that’s the style of the past. Today’s world requires a different leadership style — more collaboration and teamwork, including using Web 2.0 technologies. If you had told me I’d be video blogging and blogging, I would have said, no way. And yet our 20-somethings in the company really pushed me to use that more.

    How IBM staff decided their review processes

    digital democracy ibmSource

    Which brings us to Wadhwa’s example he uses for synthesis, that of IBM re-evaluating how they approach performance evaluation company-wide – which you can read about here in Fortune.

    IBM realized its performance system wasn’t effective. Goals were set at the beginning of the year and then evaluated at the end.

    This system didn’t account for the changing nature of goals as the year went on. New ways of working had brought in iterative developments and lean methodologies which had the capacity to shift goals month by month. Workers made it clear that a new system was needed.

    From Fortune:

    To revamp its performance review system, the HR department didn’t just pick a new system and implement it; it turned to its 380,000 employees in 170 countries to crowdsource the process. Gherson posted a message in July on Connections, IBM’s internal social media platform, asking employees to share their ideas for a new performance management system. The post received 75,000 views and 2,000 comments from employees.

    IBM then ran text analysis on all this feedback. Through this they managed to separate the suggestions out into themes. This made it easier for the internal team to sift through and begin to make sense of the proposals.

    The employee suggestions convinced IBM to tweak its review system in ways it hadn’t necessarily expected. For instance, the company had floated the idea of asking employees to do a self assessment. “We learned through this process that our employees didn’t want that,” Gherson says. The department also did away with relative performance rankings—in which managers met with one another and compared their employees. And employees said that they wanted to receive feedback more frequently.

    This isn’t wholly revolutionary. Lots of companies engage with their employees on mass like this to help decide elements of direction.

    Fundamentally, this is the incorporation of a democratic ethos.

    In countries outside of the US, much of these practices are actually very common.

    In France, according to the TUC, any company with over 50 employees must establish a council of workers, and in Germany major companies like Volkswagen and Siemens have large workers councils too. In the UK, the Labour Party has made proposals for any company with over 250 workers to give 1% of shares each year, up to a maximum of 10%, to a workers-owned fund so that the workers council can have a seat in the boardroom.

    But what effects do the democratization of the workplace have on the company?

    Democratized decision-making improves working conditions

    digital democracy working conditionsSource

    For one, worker satisfaction and happiness tends to be significantly higher.

    Much of that is not necessarily down to the having of democracy but the impacts on a worker’s daily life which involvement in the decision making process brings.

    Many may know the stories of exploitative warehousing practices – a specific niche which seems to be rife with these tales.

    There is the story of Sports Direct, owned by billionaire Mike Ashley, which operated under such strict rules that workers were terrified. This led to multiple stories in the media and the beginning of a parliamentary inquiry, with the Financial Times reporting:

    A Sports Direct employee gave birth in the toilet through fear of disciplinary action if she missed work, according to testimony given to a parliamentary committee…

    Sports Direct is not the only example. Current Affairs published an article advocating for greater workplace democracy and referenced the book Hired: Six Months Undercover in Low-Wage Britain by James Bloodworth, writing:

    Bloodworth cites a survey of Amazon staff showing: 91 percent wouldn’t recommend working there, 89 percent felt exploited, 71 percent reported walking more than 10 miles per day, and 78 percent felt their breaks were too short.

    The stories of Amazon workers sleeping in tents and not being allowed toilet breaks are harrowing considering it is the largest and most successful company on the planet owned by the world’s richest man.

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    Yet, it is just that: successful.

    Whether you have an iPhone or another phone, there’s a good chance your mobile was made by Foxconn workers who fling themselves out of buildings hoping to make it past the suicide nets.

    A lot of successful businesses are built on exploitation, at least in some aspect of their operations.

    Democratic ethos within a workplace tends to reduce exploitative practices and in turn provides some significant benefits too.

    The effects of democracy on an organization

    digital democracy good communicationSource

    According to Tim Hatcher of North Carolina State University, in his paper Workplace Democracy: A Review of Literature and Implications for Human Resources, greater workplace democracy typically presents itself through a series of key characteristics.

    We’ll go through each characteristic and present what Hatcher cites as being the outcomes for each:

  • Open communication internally and externally
  • Fuller participation of women and underrepresented groups
  • Open governance
  • Devolved power and responsibility for decisions
  • Individual freedom of expression and choice
  • Power is related to relationships versus structure
  • Meaningful work
  • Workplace democracy is not possible without “unalienated and meaningful work”
  • Gender and ethnic equity
  • Tolerance, respect, inclusion of women and underrepresented groups
  • Less managerialism
  • Psychological ownership of activities depends on worker contributions, knowledge and competence.
  • More worker control over the functions that impact them
  • “Reduce alienation, create a solidarity community based on work, strengthen attachments to the general good of the community, weaken the pull of self-interest…[and], stimulate citizenship in the government of the state itself (Dahl, 1985, p. 95). Individuals have control over their work tasks (Luhman, 2006)
  • Improved trust and less fear
  • Legitimacy for workers to question control
  • Enhanced flow of information
  • Increase in organizational commitment, personal responsibility, ability to change (Harrison & Freeman, 2004)
  • Worker voice in job design, work requirements and quality
  • Because worker groups may not be privy to organizational strategies or have the required skills and knowledge they may make incorrect or less than advantageous decisions. Worker group decisions may take an inordinate amount of time and may disrupt normal operations (Harrison & Freeman, 2004)
  • Flatter, team-based organization structures. Non-hierarchical controls
  • Educate through participation thus inculcating democratic values in the citizens of the workplace (Grady, 1990)
  • Now, some of these are a bit airy-fairy.

    I don’t think “stimulate citizenship in the government of the state itself” is particularly useful to us here.

    But there are a couple of key themes which can be pulled out of this overview of the academic literature on the topic:

  • Greater democracy results in more inclusion. The voices of otherwise marginalized groups tend to be more fairly represented in organizations which incorporate elements of democratic decision making. If your consumers span a range of lived experiences, it may be advantageous to have that represented in your team.
  • There is greater effort and emphasis on improving organizational structures. Partly to facilitate the democratic influences and partly because those workers feel empowered to want to improve the processes they work within. This increases personal responsibility and creates a culture of accountability, possibly serving to stem normalization of deviance.
  • Democratic decision making can be slower and certain specialized topics do not lend themselves to democratic decisions. Any democratically run organization would need to highlight where democracy assists and where it is likely to fail. This presents a difference between enacting representative democracy and direct democracy – or raises how the two could be balanced.
  • Workplace democratic practices are difficult for monotonous and repetitive tasks. These democratic structures do not confer advantages when used in these spaces. Like we saw when discussing The Samsung Way in our article on Kaizen, workers at skilled factories were organized very differently to workers at unskilled or less-skilled factories.
  • The democratic ethos in practice and how you could use it

    digital democracy employee feedbackSource

    We’ve already looked at the examples of Cisco and IBM.

    IBM incorporated staff into the decision making process simply by asking them for their opinions on what the company should do and how it should operate. This is a simple step you can take to make your company more accountable to its staff and bring in an element of democratic ethos.

    Cisco put better communication processes in place in order to improve understanding throughout the company of what leadership were doing, and to make employees feel more valued.

    You can read more about how to handle employee feedback in our post, How to Get, Process, and Act on Employee Feedback, but here are some takeaways:

  • Create a culture of feedback and constructive shared learning. Giving feedback to management will be unlikely if your staff don’t feel comfortable giving feedback to each other.
  • Make sure to introduce staff to each other. People from different departments should know who is responsible for decisions so fair critiques can be given and people can be accountable.
  • Host regular meetings whereby staff are encouraged to discuss not just the work, but how work was completed; the processes, goals, and systems. This gives teams the opportunity to self-organize while also providing feedback to management through the discussion.
  • Conduct one-on-one meetings with employees to talk with them about their work and any suggestions they have for broader company efforts, along with their own wishes for professional development.
  • Document and categorize feedback much like you would with customer feedback. This data can then be used to help inform decision making – whether that is concentrated or democratic. Making this data available in an anonymized way to all employees would be a radical display of transparency improving accountability of leadership.
  • From these points, you could very easily expand aspects of democracy within an organization.

    You could propose company-wide polls between two strategic options, for example. In this scenario, both options are likely good strategic options each with a clear and documented potential plan. Normally, these two options might be put to the board for a vote, yet a democratic organization might first poll staff on which of these options they prefer.

    That poll may not necessarily dictate the choice of the company – whether it does or doesn’t depends on you – but it would bring workers into the decision-making process and help them feel valued.

    Your workers may also provide critiques of these plans; bringing the options under greater scrutiny and more diligent stress-testing.

    5 suggestions for how technology could facilitate democratic input

    digital democracy technologySource

    Companies like Zappos and Buffer have employed radically democratic ways of operating and have facilitated this via the use of technology.

    Zappos threw much of its management structures out of the window and adopted a new mode of organizing called Holacracy. You can read more about that change in depth in our article: How 4 Top Startups are Reinventing Organizational Structure.

    In Holacracy, workers do the work they want to do and can even decide their own pay. It is a radical break from normal modes of operation, yet it seems to be working well for Zappos.

    On a day to day level, some workers will consistently do the same work: these workers prefer structure and consistency, and may be customer support staff or another stable role.

    Other workers may use a piece of software the company has constructed called Role Marketplace, where people post work which needs to be done and teams assemble around those jobs. These working groups come together and form a short-term team dedicated to solving the problem.

    In some ways, the levels of management have been automated and replaced by software. This leaves employees with a much more horizontal organization structure and allows for greater democratic input. Managers don’t check whether work gets done; everyone checks via the open software platform.

    Similarly, Buffer – whose experiment was good but less successful – created open and publicly transparent dashboards which displayed all its key metrics. It used software again, but this time with a particular emphasis on transparency and accountability; if someone isn’t pulling their weight everyone will know.

    In my previous post, What is Digital Ethics?: 10 Key Issues Which Will Shape Our Future, I discussed Ralph Merkle’s ideas of how to build democratic organizations on the blockchain; an idea he presents in his whitepaper: DAOs, Democracy and Governance.

    He outlined this at the World Ethical Data Forum, and it is based on the idea that you structure your organization via code on the blockchain. Each stakeholder in the organization possesses a token and passes proposed changes to the code which may benefit the development of the organization based on the democratic structures of the blockchain.

    Now, you may not want to go full radical reorganization. But, you might be interested in using software to open up the decision making process.

    Here are my 5 recommendations:

  • Use survey platforms to get feedback from employees on ideas, or even as a way to make decisions.
  • Use communication tools like Slack or YouTube to broadcast to your employees so they understand what discussions leadership are having.
  • Create open dashboards like Buffer did to display your key metrics to staff so they understand performance and can see the end results of their hard work.
  • Use Process Street for your organizational process library and allow all staff access to see what processes the company uses at every level.
  • Create an alpha version of Zappos’ Role Marketplace – a board where potential new projects or tasks can be posted, voted on, and discussed, and where staff can volunteer themselves for new challenges.
  • Digital democracy or just digital improvement?

    Derina R. Holtzhausen, in the paper The Effects of Workplace Democracy on Employee Communication Behavior, demonstrates that greater democratic involvement can result in:

  • Improvement of trust
  • Improvement of information flow
  • Improvement of face‐to‐face, and superior and subordinate communication
  • Reduced fear to communicate
  • In a tech-driven world, particularly one of high-skilled workers, an increased democratic ethos could by highly valuable to a company looking to unleash its workers’ potential to gain a competitive advantage over the competition.

    Whether we will see an increase of worker-led democratic cooperatives like Mondragón, remains to be seen.

    As Nathan J. Robinson, editor of Current Affairs, states:

    There are lots of different ways in which “workplace democracy” can be created, and it occurs in various degrees from “your supervisors care what you think” to “you get to vote for your supervisor” to “you are your own supervisor.”

    In the form of Zappos, that radical shift worked well. From a simply moral standpoint I hope that the wishes of all stakeholders in a company are given some pause for consideration at least, if only to avoid subjecting them to the kind of mistreatment described previously.

    Have you worked in a democratically run organization? What went well and what went badly? Let us know in the comments below!


    Going Local 2.0: How to Reform Development Agencies to Make Localized Aid More than Talk | killexams.com real questions and Pass4sure dumps

    Subak farm in Bali, Indonesia

    A subak in Bali, Indonesia. (Photo via YouTube)

    In the last decade, luminaries in global development like Dani Rodrik, Lant Pritchett, Michael Woolcock, Francis Fukuyama, Ha-Joon Chang, Peter Evans, and Merillee Grindle have rejected one-size-fits-all policy prescriptions. Instead, in response to the persistence of failed interventions in places ranging from Bali to Afghanistan, they stress the merits of tailoring solutions to each local community's situation.

    "Going local" means to account for the specific needs and particularities of a community, whether national or subnational. It also entails using local resources and knowledge in a manner that goes beyond just setting up local offices and hiring local staff.

    Although going local is widely embraced in principle, it may not be carried out in practice. For global development agencies to move forward, they must first reform themselves to overcome three major obstacles: lack of knowledge about non-best-practices that work, lack of diversity, and lack of incentives.

    If we fail to address these organizational constraints, calls for change risk turning into nothing more than platitudes and buzzwords that exhaust practitioners and drive away true solutions.

    Reforming global development agencies is difficult, but not impossible. I propose a number of ideas to help professionals who best know their organizational constraints change the way their teams work.

    But first, it's helpful to look at examples of good intentions gone wrong.

    Failure to Listen

    In the early 1980s, working together with the Indonesian government, the Asian Development Bank (ADB) launched the Bali Irrigation Project. Stoked by the grand vision of modernizing Bali's irrigation infrastructure, the project aimed to replace ancient subaks—a system of water temples and terraced rice fields that had been autonomously managed by local farmers for centuries—with a high-tech, centralized network of canals. It intended to "provide employment," "reduce rural poverty," and "strengthen institutional capability." Increased rice production and exports, planners expected, should adequately offset the projected cost of US$108.9 million.

    The reality did not pan out as expected. Stephen Lansing, an anthropologist, found that the Balinese farmers removed newly installed metal gates in the canals as soon as they could.

    The farmers weren't resisting modern technology; the new, expensive devices made it impossible for them to schedule water distribution among themselves, which they had done for centuries through temples and religious rituals. From there, the situation worsened. Encouraged by policymakers and experts, the Balinese farmers bought "technology packets"—pesticides and fertilizers—on credit. Whereas the traditional subaks provided natural fertilization and pest control, the technology packets increased the resistance of rice crops to pesticides. The destructive insects' populations exploded. Excess fertilizers flowed from the paddies to the river, clogging the coastline with damaging levels of nitrogen and algae growth.

    In his book Perfect Order, Lansing recollects his failed attempts at persuading foreign consultants to recognize the cooperative and ecological functions of subaks:

    "Whenever possible I have seized the opportunity to invite them [consultants] to visit a water temple and talk with the farmers directly. This never worked out quite as I hoped. … The views of the farmers, and indeed all the particularities of the Balinese case, are largely irrelevant to this task. When I returned the consultants to their hotels, the image that often came to mind was that of a team of specialists vigorously treating a patient for what might prove to be the wrong disease. Why, I wondered, do the consultants believe that the details don't matter?"

    This tragedy is a sobering reminder of a long-standing problem in global development assistance: Interventions that try to help local communities often end up hurting them. Failures similar to those in Bali have occurred all over the world, from ineffective humanitarian efforts in Haiti to damaging resettlement projects in Afghanistan. Why?

    One answer stands out, as Lansing's account underscores: The details that matter to local communities don't matter to the foreign technocrats who are tasked to help them.

    Beyond Promises

    Fortunately, policymakers and global development practitioners today increasingly stress the value of going local. The "Doing Development Differently" Manifesto, spearheaded by the Harvard Kennedy School, collected signatures from more than 400 professionals who pledged to uphold principles of "solving local problems" and "working through local conveners." Under the Obama administration, the United States Agency for International Development (USAID) prioritized local ownership and set the goal of distributing more funds through local sources. The United Kingdom's Department of International Development (DFID) now evaluates the performance of aid projects by their relevance to individual country contexts. "Going Local" has become nothing short of a movement in global development and even has its own hashtag: #GoingLocal.

    We must confront a practical issue: how to reform development agencies internally so that practitioners want to and can effectively localize.

    This is hugely encouraging, but we must confront a practical issue: how to reform development agencies internally so that practitioners want to and can effectively localize. The reality is that many organizations' evaluation criteria, incentives, training, knowledge infrastructure, and more are not set up for the mandate. Facing this situation, practitioners may pledge to do development differently in principle but do nothing differently in practice.

    To shift from "Going Local 1.0"—just agreeing that we should tailor development assistance to local conditions—to "Going Local 2.0"—actually practicing it routinely—we need to examine not how international development organizations (IDO) differ from one another but how they are similar. So what do they share? They are nonprofit, hierarchically managed bureaucracies with mandates to foster development in poor countries, and their staffs are largely made up of educated professionals from wealthy democracies.

    These commonalities shape the challenge of going local and "making details matter," so exploring them is a critical step.

    Why Don't Details Matter?

    As the story from Bali illustrates, donors and technocrats often do not understand or do not care to understand what Thomas Carothers and Diane de Gramon call the "fine grain of actors and interests."

    Why might that be? Or as Lansing puts it, "Why, I wondered, do the consultants believe that the details don't matter?"

    For one, the details can't and won't matter to donors and aid professionals who already believe they know the solutions to problems in developing countries. The ideological tyranny of "best practices"—essentially practices found in wealthy democracies— blocks the search for local solutions. Translated into policy, the instinct is to transplant best practices from the wealthy North into the poor South, regardless of whether they fit.

    Dani Rodrik sees this as a problem of hubris. As he observes, aid professionals typically enter developing contexts to prescribe, rather than to learn. Urging humility, Rodrik writes, "We can be far more useful when we display greater self-awareness of our shortcomings."

    West Is Not Always Best

    On top of hubris, I highlight a different problem: By insisting on one universal standard of good governance, practitioners become blind to numerous possible solutions in developing communities.

    For decades, influential development organizations have benchmarked the quality of governance worldwide by a single standard — that of wealthy Western democracies. The World Bank's Worldwide Governance Indicators (WGI) is a prime example. It assigns a single governance score to each country, with countries like Denmark and the United Kingdom predictably scoring the highest, while poor countries always rank bottom. This measurement reinforces the assumption that Western forms of governance are the universal best, and all other aberrations are deficiencies, rather than qualitative differences.

    As Victoria Hui aptly expresses, citing historian Bin Wong 's research, "When we take the European experience as the norm and non-Western experiences as abnormal, we are led to search for what went wrong in other parts of the world." This is exactly the logic seen in the Balinese case. As subaks did not fit Western-modern models of irrigation, they were perceived as a backward anomaly to be removed, rather than a local resource to be used.

    The effect of normative blinders is illustrated by another example: the Integrated Diamond Management Program, spearheaded by USAID in Sierra Leone in 2005. The program aimed to liberate diamond miners from exploitation by mine owners — referred to as "supporters" by local communities — by helping the miners form cooperatives, a measure that USAID believed would help peace. In the end, the initiative barely produced any revenue and shut down after only one season. A cause of failure, according to Estelle Levin and Ansumana Turay, was that "the project assumed that supporters are the problem and should be eradicated. ... It did not understand diggers' dependence on their patrons or the level of trust between them."

    When we view governance in binary terms—either you're like a wealthy democracy or something's wrong with you—then existing traditions and practices in non-wealthy-democracies are seen as obstacles to development, be it Balinese subaks, patronage ties in Sierra Leone, or nomadic practices in Afghanistan. Yet, as I argued elsewhere, normatively weak institutions in poor countries may provide the best available resources for kick-starting development, as compellingly illustrated by China, which revolutionized its economy without first establishing conventional best practices.

    Too Much of the Same Expertise

    The failure to make details matter also occurs when technocrats share similar training and backgrounds—and hence similar assumptions and blind spots.

    Although international development organizations (IDOs) come in many varieties, leading organizations like the World Bank are traditionally dominated by economists. As Catherine Weaver describes the bank's Young Professionals Program: "These prestigious slots have until recently been reserved for those with advanced degrees in economics and finance." Citing another study, she estimated the ratio of economists to non-economists on the bank's staff at 10 to one. "Moreover, these economists tend to share the same theoretical and methodological training," she adds.

    When causal inference is the holy grail of econometric rigor, we can expect economists to focus on statistical techniques for isolating the causal effects of an intervention on rice production. But how a traditional subak system functions? Or how Balinese farmers cooperate through religious rituals? These details generally don't matter to this particular group of professionals. Yes, economists are essential to development work, but their value decreases as more and more individuals with similar expertise join the same team — consistent with the law of diminishing returns.

    Straitjacket of Metrics

    Thirdly, "details don't matter" if organizational deliverables constrain aid professionals, even those sympathetic to voices on the ground.

    As agents in top-down bureaucracies, aid professionals are evaluated, rewarded, or penalized according to their annual key performance indicators (KPI). Unlike the private sector, where profit easily measures performance, the impact of development work is hard to quantify. Hence, development agencies favor large projects with easily marketable results or interventions whose impact can be precisely measured and proven through randomized experiments. But they have little motivation to pursue local solutions that may fit only particular communities and pose uncertain outcomes.

    Practitioners also face strong pressure, from governmental bodies with oversight on their activities to philanthropists eager for results, to design projects aligned with best practices. For aid professionals, the safest defense against criticism is following best practices like everyone else. In an organizational environment where the penalties for deviating from conventions are high and the rewards of conformity are certain, practitioners need protection from the risks of failure and censure before they can seriously explore best-fit solutions.

    3 Ways to Make Details Matter

    Targeting the problems outlined above, I highlight three ideas that outline broad directions for reform rather than prescribe specific policies. After all, the individuals most qualified to recommend specific organizational solutions are the professionals who work in IDOs.

    1. Build a bank of knowledge about non-best practices that work

    Although there are already several depositories of case studies, such as the World Bank's Global Delivery Library and the Regional Knowledge Sharing Initiative, I suggest a different initiative: research on markets that have successfully emerged in the absence of good governance. For example, how did some low-income communities harness non-best practices to build markets? Instead of repeating narratives of things going wrong, as described in books like Why Nations Fail, it's time to tackle the different and under-studied question of why some poor communities don't fail. This will expand the scope of development solutions.

    The selection of cases for this knowledge bank should be theoretically motivated, rather than randomly listed. We particularly need to draw a sharp distinction between what I term "market-building" and "market-preserving" institutions. Institutions that are conventionally deemed universally best—such as formal property rights, technocratic state agencies, and modern courts and regulations—are necessary for preserving markets that already exist. But building markets from the ground up may require qualitatively different strategies and state capacities. We need cases that illuminate both categories.

    Such a knowledge bank must go beyond providing mere "description," a term implying that answers are readily available and need only to be written down. Practical puzzles with no obvious answers need on-the-ground investigation. For example, how did China's local governments attract massive investments despite the absence of technocratic bureaucracies and rule of law? How did Nigeria's film industry take off without intellectual property rights protection? As Michael Woolcock of the World Bank states, case studies are "not just uplifting success stories," but "unique data collection tools that can guide policy and practice." Yet to implement high-quality investigation and data collection, leading organizations must support and recognize the efforts through research grants, awards, publications, high-profile events, and other incentives.

    Acknowledging that solutions can come in multiple forms, even in ways that contradict Western best practices, implies that we need to change global measurements of good governance. This is not easy, but it is possible. One encouraging indication is a 2018 conference convened by the World Bank, "Measuring Governance in a Changing World," which acknowledged that "the way 'governance' is measured is still largely based on how it was understood twenty-five years ago." Qualitative investigation of non-best practices is an essential complement to recent efforts at revising quantitative measures.

    2. Leverage different competencies at different stages

    Much to their credit, many IDOs have taken steps to promote personnel diversity, not only in gender and ethnicity, but also in disciplines and methodological training. This is paired with efforts to expand local offices and increase local hires, as well as to form interdisciplinary teams in the research and program implementation process.

    These are encouraging steps, but diversifying expertise should go beyond mixing staff members of different backgrounds on an ad hoc basis. Instead, leaders should think systematically about leveraging different competencies to tackle different stages of their organization's problem-solving process, which I break into four steps:

  • Identify problems that matter to local stakeholders;
  • propose solutions to the problems;
  • test and refine solutions on a small scale;
  • and implement solutions on a large scale.
  • The private sector, particularly leading technological companies, provide useful lessons. Firms like IBM, Xerox, Intel, Google, and Netflix routinely house a design ethnography team, alongside engineers and data scientists. For example, PARC, a Xerox subsidiary, features 15 core competencies. They include not just ubiquitous computing, socio-psychological modeling, and big data, but also ethnography, a branch of immersive qualitative research derived from anthropology.

    Why do high-tech companies need ethnography? As I discuss in my forthcoming IBM report, ethnography uncovers "hidden unmet needs and problems" and "the mechanisms behind observed patterns." Ethnographers do not assume that problems are already known and that hypothesized solutions need only to be tested and implemented. They instead ask: What's the problem? What do people in this particular context really need? What should we measure? Why do we observe these patterns? Their inductive inquiry is an essential complement to deductive reasoning.

    Experts such as these, in conjunction with local partners, are best positioned to identify the concerns of stakeholders in aid-receiving contexts, a perspective that foreign observers often miss. Their definition of local problems and gathering of local solutions should occur prior to designing, testing, and implementing specific interventions on the ground. With their input, solutions can go beyond simplistic assumptions, such as "Bali's irrigation system is backward, let's modernize it," or "patronage ties in Sierra Leone are problematic, let's get rid of them."

    3. Experiment and redefine success

    To make details matter, empower special teams within IDOs to try out localized or unorthodox solutions without fear of reprisal for failure. With this protected pocket of flexibility, these teams can unearth valuable information on an initiative's scalability that might otherwise remain buried in more traditional operations and protocols. Surprisingly, China widely practices this organizational strategy, which is a key source of its adaptive governance.

    The idea of experimental pockets is not new. Many IDOs have created innovation groups, labs, and hubs. Yet organizations often fail to change the evaluation criteria for these teams. Without tailoring the metrics of success to the locally variant, less predictable, and less quantifiable nature of the special teams' mandates, they are unlikely to have impact. At one IDO, I encountered an innovation group bound to the exact same metrics and evaluation process as every other department. Despite the team's mission of sparking innovative thinking and experimenting with new solutions, it slogged through the same rigid protocol, performance indicators, and constraints as other parts of the organization. Rather than innovating, it felt compelled to reduce its "innovation" to bits of quantifiable output, which defeats the point of promoting experimentation and radical change.

    Designing metrics for IDOs is never easy, especially in the uncharted areas of innovation and localized solutions. But it is meaningless to create experimental teams if their evaluation criteria is not tailored for experimentation. Here are a few pointers:

  • Instead of giving special teams detailed guidelines on what they should deliver, leaders should specify a few red lines — policies or priorities that must be enforced — and grant autonomy in the remaining areas. Not to be confused with simply "embracing messiness," this approach gives a clear sense of the boundaries of experimentation.
  • Methods for evaluating originality and innovation should not be the same as those for evaluating routine, passable work. Success shouldn't be about hitting a quantity of trivial, pre-determined goals. It should instead deliver a few or even just one path-breaking result.
  • Track progress with narratives—from the team and its partners and clients—not just numerical targets.
  • The team's narrative of its deliverables should include both successes and failures. This proposal may seem odd, given that organizations usually prize only success. But one purpose of these experimental teams is to generate knowledge of locally tailored solutions that work and fail, for the benefit of the entire organization. Teams that never fail haven't really experimented or innovated.
  • Getting to Going Local 2.0

    My ideas echo various adaptive movements in global development, most notably Problem Driven Iterative Adaptation (PDIA) from Matt Andrews, Michael Woolcock, and Lant Pritchett at Harvard Kennedy School. PDIA makes a powerful impact by introducing a different set of problem-solving principles to development professionals around the world.

    My take on adaptive management and localization complements PDIA by going a step further to underscore the organizational reforms that incentivize and empower practitioners to really go local and do development differently. This is the meta-challenge of adaptive development—designing institutions to alter the process of problem-solving itself, which will in turn affect every aspect of development assistance.

    The application of these reforms must vary across organizations. Some may be able to hit every mark of changing measurement standards, creating new depositories of knowledge, diversifying expertise, matching different competences to different problem-solving tasks, forming experimental teams, changing evaluation criteria, permitting failures, and more. Others may not. But organizational reform must occur for global aid agencies to move beyond buzzwords and slogans and truly transition to "Going Local 2.0."

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