Intelligence is multifaceted
Intelligence is multifaceted
Source: Business Insider, Apr 2017
Wieser said that both ad giants captured a combined 77% of gross spending in 2016, an increase from 72% in 2015. Facebook specifically accounted for 77% of the digital ad industry’s overall growth, he noted.
The overall US internet ad industry grew 21.8% from $59.6 billion to $72.5 billion in 2016, according to the IAB.
Related Resource: IAB, Apr 2017
Mobile advertising accounted for more than half (51%) of the record-breaking $72.5 billion spent by advertisers last year, according to the latest IAB Internet Advertising Revenue Report, released today by the Interactive Advertising Bureau (IAB), and prepared by PwC US. The total represents a 22 percent increase, up from $59.6 billion in 2015. Mobile experienced a 77 percent upswing from $20.7 billion the previous year, hitting $36.6 billion in 2016.
Source: Unz.com, Feb 2017
What allows groups to behave intelligently? One suggestion is that groups exhibit a collective intelligence accounted for by number of women in the group, turn-taking and emotional empathizing, with group-IQ being only weakly-linked to individual IQ (Woolley, Chabris, Pentland, Hashmi, & Malone, 2010).
Here we report tests of this model across three studies with 312 people. Contrary to prediction, individual IQ accounted for around 80% of group-IQ differences. Hypotheses that group-IQ increases with number of women in the group and with turn-taking were not supported. Reading the mind in the eyes (RME) performance was associated with individual IQ, and, in one study, with group-IQ factor scores.
However, a well-fitting structural model combining data from studies 2 and 3 indicated that RME exerted no influence on the group-IQ latent factor (instead having a modest impact on a single group test). The experiments instead showed that higher individual IQ enhances group performance such that individual IQ determined 100% of latent group-IQ. Implications for future work on group-based achievement are examined.
It is interesting also that groups did not perform better than individuals – a genuine group-IQ might be expected to enable problem solving to scale linearly (or better) with number of subjects.
In group-IQ tasks, coordination costs appear to prevent group problem-solving from rising even to the level of a single individual’s ability. This implicates not only unsolved coordination problems, which are well-known barriers to scale (Simon, 1997) but also reiterates the finding that the individual problem-solver remains the critical reservoir of creativity and novel problem solution (Shockley, 1957).
Source: Visual Capitalist, Aug 2016
Source: MIT Tech Review, Apr 2013
He was always ready to tackle the unknown,” she recalls. “He would always ask questions about ‘What if this and this and this were true? What if we could make this—would it be interesting, and what could we learn?’”