Archive for February, 2005

Blog

New white paper: connecting people with content

Posted by  Shawn Callahan —February 28, 2005
Filed in Employee Engagement

Organisations are still jumping to the conclusion that they absolutely need a ‘knowledge repository’ to successfully harness employee know-how. While a database (let’s be honest with ourselves, it’s just a database) can be an important part of a knowledge solution, by itself, it’s typically an expensive waste of time. This white paper provides an alternative […]

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What is an attractor?

Posted by  Shawn Callahan —February 25, 2005
Filed in Culture

Managers can apply complexity science as a metaphor to better understand their organisation. Like all metaphors, they are only a partial description and will always break down. For example, you might describe a colleague as a veritable tiger to illustrate his ferociousness, agility and willingness to attack, but he is unlikely to have […]

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Apple anecdotes – stories of the macintosh

Posted by  Shawn Callahan —February 24, 2005
Filed in Business storytelling

If you want to see the power of anecdotes, just check out this site by Andy Hertzfeld. Andy has collected 117 anecdotes that document the development of the Apple Macintosh and categorises each anecdotes into topics like software design, marketing, inspiration and celebrities. It provides an excellent example of how narratives can be […]

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Why no posts Shawn?

Posted by  Shawn Callahan —February 17, 2005
Filed in News

Auckland has been a delight. I’ve spend the last 3 days running a workshop called, ‘Succeeding in Complexity’. It seems to have been well received. We spent much of our time getting hands-on experience with the Cynefin techniques and listening to how each participant was coming to grips with the new mind set […]

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Assumptions about monitoring

Posted by  Shawn Callahan —February 11, 2005
Filed in Communication

Hi Michael, thanks for you kind comments about my blog. As you’ve probably gathered, my thoughts on monitoring are developing so I appreciate your questions. Take the following comment you make: One question that comes to mind immediately is an extension of his base assumption that there’s an optimum level and pace of […]

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Melbourne emergence meeting

Posted by  Shawn Callahan —February 10, 2005
Filed in News

This group is now 4 months old. If you are Melbourne and would like to join our monthly meetings to discuss organisational complexity, just sign up as a member here Technorati tags: emergence

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Short article on the knowledge management threat posed by an aging workforce

Posted by  Shawn Callahan —February 10, 2005
Filed in Collaboration

CIO magazine recently published this article describing the now well-known argument that organisations will lose significant knowledge as baby boomers retire. There is reference to David DeLong’s book, Lost Knowledge: Confronting the Threat of an Aging Workforce, which might be an interesting read. The piece concludes with a couple of ways IT can […]

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The Art of Monitoring

Posted by  Shawn Callahan —February 9, 2005
Filed in Communication

Organisations that operate in complexity need a monitoring regime. Combining the following three approaches to monitoring will improve an organisation’s ability to adapt in uncertain circumstances. The three approaches are: monitoring at intervals monitoring at events creating signposts Monitoring at intervals Some things change quickly while others move at glacial speed. Consequently, when […]

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Succeeding in complexity

Posted by  Shawn Callahan —February 6, 2005
Filed in News

The last week has been frantic. I’m developing a new course called ‘Succeeding in Complexity,’ which I’m delivering in Auckland next week, and, as always, it takes longer that you think to get everything together. I have put considerable effort into the course notes so participants walk away with more than just a slide […]

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Finding your previous thought might constrain your current thinking

Posted by  Shawn Callahan —February 1, 2005
Filed in Insight

Darren makes the following comment: “The potential danger is this could limit thinking rather than expanding it. If people are constantly reminded of their past point of view, could it not encourage many not to move forward, but to reinforce their thinking of old?” I guess like any tool, in the wrong hands […]

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