To bring my guest blogging time to a close here are a couple of ideas from John Kay to mull on: the first is Business lessons from chess grand masters where “People who hold to a single idea, or a fixed design, generally lose in chess, as they lose in battle, in business and in […]
Ben Ramalingam of ALNAP was kind enough to get in touch with a link to a working paper he co-authored: “Exploring the science of complexity – ideas and implications for development and humanitarian efforts”. I confess that so far I have only skimmed it but it seems really worth a read if you have any […]
Johnnie Moore passes on a cracking story that does a great job of capturing the (sometimes tiny) gap between control freaks/celebrity chefs and learners. Unfortunately I’m also reminded of a little challenge I talked myself out of a couple of years back when he put out an invite for a series of improv workshops. Ideal […]
Force field analysis, derived from what Lewin termed ‘field theory’, is often bandied around as a tool to support a change initiative. If you browse the various resources available you’ll discover that analysing the forces for and against the change creates a couple of options: reduce the strength of forces opposing or increase the forces […]
System Failure by Jake Chapman was initially published in 2001 and updated in 2004 – the focus is on the failure of public policy making and makes a thoroughly argued case for more learning and less control.
First of all – apologies for this not appearing by the tomorrow mentioned in the first entry; main excuse is I’ve been thinking, which almost always means delays. Anyway, in the previous entry I was making the case for those of us that work as consultants to act more like learners and participants on the […]
If you’re involved in organisational change you’ll be aware that – like reincarnation – four box models are making a big comeback at the moment. I thought I’d use my guest blog opportunity to run through a few that seem pertinent from a change perspective. And where better to begin than with Cynefin? After all, […]
The Cynefin Company (formerly known as Cognitive Edge) was founded in 2005 by Dave Snowden. We believe in praxis and focus on building methods, tools and capability that apply the wisdom from Complex Adaptive Systems theory and other scientific disciplines in social systems. We are the world leader in developing management approaches (in society, government and industry) that empower organisations to absorb uncertainty, detect weak signals to enable sense-making in complex systems, act on the rich data, create resilience and, ultimately, thrive in a complex world.
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