Quotes from Richard Susskind

The first is the notion that machines and systems will work alongside tomorrow's professionals as partners. The challenge here is to allocate tasks, as between human beings and machines, according to their relative strengths.

Our view is that there is nothing so special or unique about professionals' knowledge to suggest that some of it cannot be made easily accessible and understandable on an online basis.

Our second objection to the professions under the grand bargain is that, by and large, the arrangement presupposes a model of professional work, especially advisory work, that rests on increasingly antiquated techniques for creating and sharing knowledge.

our professions, as presently organized, often discourage self-help, self-discovery, and self-reliance;

Lighter laptops followed (our first one had a 10mb hard disk; today one of our laptops, at about one-third of the weight, has flash storage of 1 terabyte—100,000 times larger in thirty years).

More people in our world, in other words, have mobile phones than toothbrushes (which perhaps speaks as much about dental hygiene as 'pervasive computing').

Many of today's students who are training to be traditional professionals will, in due course, be engaged as knowledge engineers. These new professionals will specialize in designing certain kinds of online service—we call this the 'knowledge engineering' model (section 5.7).

Surgeons scan patient parts and print models of them, to practice on before operating in earnest.

Sometimes experts say that their knowledge cannot be articulated, that it is 'gut reaction' or 'intuition'. But through introspection and with the support of 'knowledge engineers' (specialists in knowledge elicitation—see section 6.8), they often find that they are able to model their expertise.

As Voltaire would caution, in reforming or transforming the professions, we should not let the best be the enemy of the good.

Readers may call us radical, but if we can foresee a day when the average laptop has more processing power than all of humanity combined, then it might be time for professionals to revisit some of their current working practices.

But in practice there is no clear reason why a division of labour in society should necessarily imply a division of moral behaviour as well.

Checklists, which are a form of routinization, 'remind us of the minimum necessary steps and make them explicit'.

Our main claim is that we are on the brink of a period of fundamental and irreversible change in the way that the expertise of these specialists is made available in society. Technology will be the main driver of this change.

As late as 2000, Cukier and Mayer-Schönberger note, only 25 per cent of the world's stored information was in a digital form. Today that proportion is 98 per cent.5

For example, in 2009 the British Government published, online, 700,000 individual documents that related to the expenses of British MPs. In response, the Guardian newspaper built an online platform to host these documents, and asked readers collectively to sift through them, a task too large for one person alone, and flag those that might be of interest, adding analysis if need be. A community of over 20,000 individuals engaged in what was, in effect, a public audit.

When professional work is decomposed, constituent tasks tend to be allocated to the least costly sources consistent with the quality and nature of the work involved.

One of the jobs of what we call the 'process analyst' (section 6.8) is to identify the level of person best suited for the range of decomposed tasks.

there be different and better ways of producing knowledge and making it available in society, methods that might not directly involve the traditional professions at all?

Put bluntly, professionals tend not to like sharing what they know with other professionals.

At WikiHouse an open community of designers worked together, online, to draw up designs for a house capable of being printed and assembled with no training, and for less than £50,000 (an early version, WikiHouse 4.0, was built in London during September 2014, and assembled in eight days by eight volunteers).

Watson Doesn't Know It Won on "Jeopardy!

The first is for in-house departments not only to be vastly more efficient in their deployment of the traditional combination of internal labour and external law firms, but also to ensure that work is undertaken, where appropriate, by less costly suppliers of legal services, such as legal process outsourcers and paralegals.

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