[Ailist] Re: AI case studies in engineering companies

[Proteus Communications]

Dear Marvin:

Thank you so much for sharing your thoughts and your article--you have
distilled the art and craft of AI so beautifully.

With gratitude

Kathryn

Kathryn Thomson
--------------------------
Proteus Communications
proteus at shawbiz.ca
 
Some doors open only from the inside  Hafiz                            

-----Original Message-----
From: ailist-bounces at lists.business.utah.edu
[mailto:ailist-bounces at lists.business.utah.edu] On Behalf Of Marvin Faure
Sent: Tuesday, February 19, 2008 12:31 AM
To: 'Richard Sellwood'
Cc: ailist at lists.business.utah.edu
Subject: [Ailist] Re: AI case studies in engineering companies

Hi Richard,

 

I have done a fair bit of work using AI in high-tech engineering companies
in Europe, and one of these projects was focused specifically on innovation
in R&D. I wrote up some of this experience in the attached paper. I’d be
happy to talk it through if you want to give me a call.

 

There are a number of other case studies in the engineering environment well
documented in the AI literature, for example John Deere which dealt with the
factory floor end. This was written up extensively in the excellent book
“The Appreciative Inquiry Summit” by Jim Ludema et al.

 

I think a key point when dealing with engineers is to recognise their
logical “left-brain” preferences and provide them with data that helps them
see the value of deliberately using positive emotions and “right-brain”
approaches. They will have a natural tendency to want to problem-solve so
you need to harness this energy and not fight against it. Constantly
reframing problems as opportunities is important. Don’t be dogmatic about
“no negatives”: accept and acknowledge, reframe and look for examples of
success within the problem area.

 

I kicked off a recent AI Summit with the European management of a high-tech
company with the following thoughts: 

 

80% of change initiatives fail. Why? People always respond with a version of
it’s not my fault (lack of resources, time, management support,
technology
). The real answer is usually lack of creativity, energy,
determination, curiosity or passion. 

 

When do we achieve most: when we are upset, angry, fearful or ashamed, or
when we are happy, excited and proud? When we see the world as a risky,
dangerous place where we’ll probably fail to reach our goals, or as an
exciting place full of opportunity?

 

Obviously as managers we should be working to create conditions where people
are generally in a positive state of mind with a constructive way of looking
at the world.

 

So how do we achieve this? 

 

It’s not rocket science. 

 

We need to engage the emotions: to get positive ones four things are
important:

1. Involvement is essential

2. Focus on the positives. (Glass half-full/half-empty)

3. Build a shared vision of what you are trying to achieve

4. Show your appreciation

 

This is what we are going to do today, while focusing on the three most
important decisions: (what you might call the decisions of destiny)

1. WHAT do we need to focus on?

2. WHY this?

3. HOW exactly are we going to achieve it?

 

 

Hope this helps.

 

Kind regards,

 

Marvin

 

Marvin FAURE

MINDSTORE France & Switzerland

Chemin du Canal 5

CH-1260 Nyon

Tél. +41 22 363 9286

Mob. +41 786 826 926   

www.mindstore.ch <http://www.mindstore.ch/>