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6 of 6 people found the following review helpful:
2.0 out of 5 stars
'Dick-and-Jane' Information and Situation Theory for Dummies, September 12, 2000
As primarily a business-oriented book, Infosense is intended to improve the flow of information, particularly in companies. The initial problem with any book discussing an academic theory is to keep it in terms which the intended audience can understand and use. However, by keeping to 'Dick-and-Jane' simplicity, the clarity of Devlin's overall work suffers. Throughout the first chapter alone, confusion ensues. Devlin attempts give a functional definition for the terms data, information and knowledge but does not ensure the reader's understanding of this. Giving no precise definitions, Devlin leaves the reader to comprehend by oblique means. First, he writes that "Whatever it is, information can be a valuable commodity, to be collected, guarded, duplicated, sold, stolen and sometimes killed for" as he is leading up to an explanation. However, the explanation is quickly derailed by the statement that first we must understand data and then we must understand knowledge, and so on until it is skipped over completely to follow the path of how information flows and solving problems. Devlin often returns to his favorite buzzphrase "Situation Theory" which he has been involved in for more than ten years. Even as he tries to trace most of his assertions back to this wondrous cure-all, one has even less of an understanding of this theory than of information. One more into the oblique, my friend. Since "Infosense" was penned by a mathematician, one might expect a horrid series of equations and scientific methodology (which occur in small, easy to use quantities although not very useful) but instead find unsubstatiated numbers in many of his examples. An early discussion surrounding the effect of the growth of necessary information-processing on productivity in the United States starting in 1950 to today. Data abounds in an attempt to exemplify that we do not as yet know how to utilize information. However, no sources are cited for his data nor is 'productivity' ever defined. A question which came up in my mind but was never addressed by Devlin is that if the United States were increasingly relying on information-processing, perhaps the definition of productivity would change. To put Devlin's own methods to use on this particular situation, he provided his readers with data. This data was the physical words on the page which i perceived by my senses. Because I know how to read (this is a constraint), I get information from the data. Because I know how to weigh this information it becomes knowledge to me. Unfortunately, I was not given useful information and thus it caused confusion which is the opposite of being informed. Generally, this is the case with "Infosense" throughout. If one is prepared to believe Devlin without questioning and to use his proffered business methods and ideas, then perhaps it will work. Unfortunately, for any other kind of intellectual or beyond the surface analysis, "Infosense" is useless as it creates more uncertainty than it resolves.
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39 of 54 people found the following review helpful:
5.0 out of 5 stars
New tools, easy to use, August 6, 1999
By A Customer
I think that to be useful, any new, breakthrough analytic tool should enable me to describe the past in a brand new way, and then based on that, say something new about the future. It should, as it were, enable me to look backward over the horizon, uncover a pattern that's never been seen before, and then look forward over the horizon to show, for all future instances, that this pattern will remain the same. If the new analytic tool is also an engineering breakthrough, I should find it very easy to apply. The tools that Keith Devlin describes for the first time for the general public, in his new book "InfoSense: Turning Information into Knowledge," satisfy these criteria. He looks backward over the horizon to clarify the "liar paradox" of the ancient Greeks. Then he looks forward over the horizon to say things about the emerging global infrastructure of computers. In both cases, he applies new tools to discover a pattern that's evident in "information." So to check on their ease of application, I applied the tools myself. I looked at another puzzle from the ancient Greeks, a fragment from Parmenides' writings that survived later book burnings-- "...the same thing is for thinking and being." First, Devlin says to look for the "infon." Deep in the bibliography there's mathematics that, in fact, connected infons have the structure of rigorous thought. Then Devlin says to look for the "situation" that supports the infon and categorize its type. (Together, the infon and its supporting situation determine the information that's conveyed.) Situations about which I can think, and which are of the type in which I can "be," comprise any situation that exists and of which I'm conscious. Most generally, the type of these situations would be those that involve "life," as a matter of fact, those that involve my life. But, really, isn't that just one situation-- the situation in which I exist? On this account, I get "Life-- I can think about it or I can be it." OK, for a backward look over the horizon that seems easy enough. But what about the future? With a score of books under his belt Keith Devlin can be classified as a prolific author. I, for one, look forward to what he's going to say next. For those who might also want to keep tabs, I think "InfoSense: Turning Information into Knowledge" provides the perfect foundation.
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5 of 6 people found the following review helpful:
4.0 out of 5 stars
Low-tech path to higher productivity, August 14, 2001
This review is from: Infosense: Turning Information Into Knowledge (Paperback)
Information is everywhere. To paraphrase Yoda, "it surrounds us, it binds us." It has become the only "tangible" product many of us work with. As information becomes the most valuable asset a company has, how do we manage it all? In InfoSense, noted mathematician and popular science writer Keith Devlin shows us how to make sense of the constant flow of information that bombards us daily. What is crucial, Devlin says, is to understand the difference between data, information and knowledge. Devlin's mathematical inclinations show with his equations that illustrate his points. Equations like "Information = Data + Meaning" and "Knowledge = Internalized information + ability to utilize the information." Essentially, information only turns into knowledge when we attach meaning to it. When we understand it. Distinguishing between the various types of info in the flow is all-important. Here are some key points addressed in the book: * Why people, not computers, are the most effective way to transfer knowledge * How social and cultural factors influence work * The hidden rules of everyday communication * How to conduct a meeting to achieve what you want * How to avoid miscommunication Devlin's low-tech way to higher productivity is straightforward, learn how to communicate better. He shows how to converse more efficiently, how to run more effective meetings, and how to avoid miscommunication (with some shocking airline accident examples) with clear unambiguous language. Devlin uses Situation theory to illustrate how to increase productivity within a group. He says that the ideal group size is two or three. As you add more group members the likelihood of confusion increases. It seems that the more participants in a meeting, the higher the likelihood that the group will spend most of the time discussing information already known. This is because people have a tendency to discuss what they already know, and not bring up new subjects in conversation. They lack adequate "common knowledge" and need to be consciously guided to be effective. An example: here's how to avoid going over familiar ground in a meeting: 1. Get participants to submit in advance the points they wish to make. 2. Adapt a round-robin format where each person in turn is asked to contribute something new. 3. List each new item introduced on a flipchart or a whiteboard. 4. Constantly remind the participants that the aim is to examine new information or ideas. 5. Cast the task at hand in an open-ended fashion as one of examining all the options, rather than making ajudgement or arriving at a decision. 6. Ensure that everyone in the group has a clearly defined and clearly understood area of expertise. 7. Build up the team over time, so everyone becomes familiar with one another's areas of expertise and with their strengths and weaknesses. Columbo was really creating context when, at the last minute, he turned around at the door and said "Oh, and one more thing I don't understand...." Experts are those who know the rules so well, they routinely break them. To become an expert at the art of communication, this is a good place to start. From WebReference.com.
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