ฝัง
- เผยแพร่เมื่อ 28 พ.ค. 2024
- Dave started work in an NGO post-University and then moved on to HR & Training in the late 70s when he started working with computers. That together with a diploma from The Certified Accountants got him a job as Development Accountant in the same firm where he headed up the Treasury function and was responsible for computerisation. An MBA in financial management saw him move into consultancy and software designing decision support systems in what became Data Sciences where he became a General Manager (creating MURCO) and the Corporate Business Development Manager where he created the Genus Programme (an integration of JAD/RAD, Object Orientation and Legacy Management) which was one of the main components in the turn around of that company. IBM acquired the company 1997 and, after that, his more public career started.
At IBM, he was a director of The Institute for Knowledge Management and the Cynefin Center, and in 2004 became the founder and chief scientific officer of The Cynefin Company.
The Cynefin Co has worked for almost two decades in partnership with academics, artists and complexity scientists and has been taking a fresh look at the whole process of design. Bringing the evolutionary concept of exaltation (radical repurposing of traits) and work on weak signal detection for unarticulated need mapping representing some of the outputs of this process. The use of distributed ethnography is changing the way we design health services as well as society in general and this has been pioneered by Dave Snowden and his team.
In this talk, he shares some of his rich experience rethinking sense-making and system design.
This talk was recorded on December 9th, 2022.
Dave Snowden reminds me of that man from delmonte, “the most interesting man in the world” 😅
Dave is the number #1 guy in "Systems Thinking" indeed, as in the number #1 destroyer of that ideology. EDIT: Oh, of course he corrects it :D
Paraphrasing 14:00ish, “Unknown unknowables bring risk but the unknown knowns are real danger…” sounds like Michael Lewis and “the L6.” See his third season of podcast.
Not all Strategic to Tactical situations are going to be fractal. You’re going to have problems if you treat them as such. I would argue that a common characteristic with Complicated systems and Complex ones is that trying to optimize one part can be detrimental to the whole. In that, applying “micro-fixes” and “next best things” in Tactical situations can be detrimental to the Operational situation and therefore wreck the Strategic.
@rndaotalks, i believe on 32min. the correct spelling is "Estuarine" mapping :)
@ 52:20ish, the question regarding energy gradient of virtue versus sin with the comment that it appears sin is more costly, Putin!!, have to consider the entire gradient. If you have a local high gradient but overall low versus a local medium overall medium, it is going to flow medium until it can bust over to low. That is to say if the immediate cost of sin appears less despite long term possibly being more, peeps still gonna sin. After all, they may not think they’re gonna make it to the long term; alternately they could be thinking next adjacent too and figure they’ll find another least resistant path at the sinfully arrived next adjacent possible. - those words of Dave’s “… at the moment…” matter here.