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Join the Conversation With Dr. Nancy Tippins

Matthew Haynes 0 203 Article rating: 4.0

Have your morning coffee over a live conversation with Dr. Nancy Tippins on Wednesday, August 21, 2019 from 10:30 AM – 11:00 AM CT. In the 13th conversation of this web-based audio series, the prominent I-O psychologist will share information about her background, work, and insights on the field.

Volatility, Uncertainty, Complexity, Ambiguity: Collaboration, Communication Are Keys to Organizational Agility

by Robin Gerrow

Matthew Haynes 0 298 Article rating: No rating

Like ballet dancers and basketball players, businesses must constantly work to maintain their agility.

Making agility a priority may be the key to helping organizations thrive in the face of volatility, uncertainty, complexity and ambiguity (VUCA), according to new research from Dr. Benjamin Baran, of Cleveland State University and the consulting firm Indigo Anchor, and Dr. Haley Woznyj, of Longwood University.

Women Now Seen as Equally or More Competent Than Men

Polling data suggest stereotypes have significantly changed since 1940s

Matthew Haynes 0 358 Article rating: 5.0

WASHINGTON -- Women have come a long way in the United States over the last 70 years, to the point where they are now seen as being as competent as men, if not more so, according to research published by the American Psychological Association.

Enhancing Judgment: The Case for Human–Algorithm Collaboration

Jon C. Willford, Edison Electric Institute

Matthew Haynes 0 348 Article rating: 5.0

Algorithms are increasingly used in assessment methods and technologies. The word algorithm is used colloquially in different ways, but in this context it generally refers to computer programs that utilize complex statistical models to combine tens, hundreds, or even thousands of variables to predict an outcome (e.g. job performance) or automate a process (e.g. eliminate unqualified applicants).

But although algorithms clearly have the potential to increase our ability to make better decisions, industrial-organizational (I-O) psychologists and those in related fields have yet to fully consider how to optimize the collaboration between human decision makers and algorithmic decision aids. Viewing the human–algorithm relationship as a collaboration is fitting because better decision-making outcomes are possible when both are involved rather than when making decisions separately.

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