Given I live in the UK and have a preference for One World I spend a lot of time on BA flights; although my loyalty card is with American Airlines approaching five million mile status. As a very (for which read too) frequent traveller I have a little bit of a love-hate relationship with them. […]
If I had to choose a heresy (and it may be heretical to even pose such a question) then it would be Pelagianism: the belief that human nature can choose between good and evil without the intervention of some paternalistic and anthropomorphised Deity. Under some variations of this, original sin is more the acceptance of […]
One of the really difficult aspects of leadership is that you have to get used to the fact that very few people will tell you the truth. Of you are new into a senior role everyone wants to be your friend. If you have been a leader for some time then you are increasingly surrounded […]
I still have affectionate memories of my slide rule. We learnt how to use them around the age of 14 and while they took away the mechanical aspects of computation you still had to have a sense of scale – the power of ten you had to work out in your head to get the […]
One of the phrases I coined many moons ago is that of ‘necessary ambiguity’; or, if I am feeling less assertive, ‘requisite ambiguity’. The basic idea is that, with uncertainty and ambiguity a necessary part of the environment, any attempt to force that ambiguity into constraints, to make the decision maker more comfortable, is not only […]
Nothing pleases people more than to go on thinking what they have always thought, and at the same time imagine that they are thinking something new and daring: it combines the advantage of security and the delight of adventure. I finished off my last keynote of the year with the above quote from T S […]
It been a week since my tirade against the abrogation of leadership by falling back to the crutch of a mega-consultancy report. Since then a mixture of bad flu, trans-pacific, trans-americas & transatlantic flights have all conspired against my blogging. Returning yesterday from my first TedX in Cyprus I was chatting with Sonja Blignaut about […]
… IBM” was a standard adage a few decades ago. You could have a better software package, or better hardware but it didn’t matter. Fear that things might go wrong resulted in a safety first mentality. If we buy the market leader then its not my fault. It was very frustrating at the time, I […]
I wrote a series of posts about scaling over three year ago which in part addressed some of the perversities of methods focused on accreditation revenue to which I referred yesterday. They were important posts and sections will be dumped in Scrivener over the next months as I get ready for an intense booking writing […]
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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