Dave Snowden  Thinking
Dave Snowden
I left the question of the role of the leader in story telling open in yesterday’s post. My contention remains that in anything involving change, actions generally speak louder than words. But there is a time and a place for story telling. However I want to make a distinction here before anecdotal enhancement and story […]
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Dave Snowden
One quote from my contribution to the ‘StoryTheFuture’ event was picked up in social media. I’m not sure it really qualifies as going viral but it did have some impact. I said: Stop telling leaders to tell stories and (instead) get them to take actions that will generate stories. A theme I have been running […]
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Dave Snowden
I’ve been delayed in getting this second post in the series of the role and nature of narrative published. Many things going on in Cognitive Edge at the moment and I’ve had to make a couple of big decisions and I’m dealing with the aftermath of one and the promise of another. But one of […]
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Dave Snowden
Back in 2014 I wrote the entry on organisational story telling for the Sage Handbook on Action Research. I wasn’t wild about the title at the time as I felt that was only one aspect of the field. However I got away with writing something more general in a limited word count and blogged some […]
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Tony Quinlan
Nice article today on the WorldBank and its behavioural change aims – my favourite piece was this: Toilets, for example. Nowhere is open defecation more prominent than in India, where more than 600 million people have no access to a toilet. But even where proper sanitation has been installed, “people tend not to want to […]
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Tony Quinlan
There’s more to come on the results of the recent Fragments of Impact event in Istanbul – the current plan is to write the projects up properly as soon as we can a) find people who can write effectively on this topic or b) find the time ourselves to sit and write. (Volunteers welcome…) But. […]
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Michael Cheveldave
It’s reasonably well known that retaining more than 5 different things in your memory is difficult. This is known as Millar’s Law. We often explain this with some humour during training referring to why when given directions most people find it difficult to remember past 5 instructions.  The concept here is that the number of […]
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Tony Quinlan
Back in June 2015, we began the Fragments of Impact programme, partnering with UNDP, to explore how to use SenseMaker® in monitoring and evaluation. This week we’re back in Istanbul, with all the various participants to teach and explore the data and what to do next – in terms of interventions, in terms of monitoring […]
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Michael Cheveldave
One of the aspects of sense-making we emphasize in all our training programmes is the value of contrast. Since complex systems are inherently unordered, without any underlying repeating structure, their is no absolute baseline or reference. Hence contrasting from differences in the system (I.e. perspective, context, location, etc.) provides an effective means of making sense. […]
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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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