17 Matching Annotations
  1. Apr 2019
    1. Two commonly used change strategies are clearly not effective: developing and testing “best practice” curricular materials and then making these materials available to other faculty and “top‐down” policy‐making meant to influence instructional practices.

      Would this be predicted by the Cynefin framework? Teaching problems are rarely obvious enough for "best" practices; "better" practices may be the best we can hope for.

  2. Jul 2018
    1. a resilient system has to be designed in terms of what we don’t want to happen (a negative motivation but a strong one) and a direction of travel that minimises the risk of catastrophic failure,

      This reminds me of the Future Backwards facilitation process

    2. Scaffolding is a key part of any design process as it creates what should be a temporary structure to allow something more resilient to emerge. I’ll post on that later. But we also have to understand on a much wider basis just what we to play with in terms of change, the cadance of the feedback loops to understand the emergence properties of change and our ability to correct and recover.

      This makes me think that the initial processes I'll demonstrate to leadership teams are scaffolds to inquiry, not rigid processes to follow toward an objective.

  3. Jun 2018
    1. Leaders who don’t recognize that a complex domain requires a more experimental mode of management may become impatient when they don’t seem to be achieving the results they were aiming for.

      It is helpful to recognize the impatient leaders' idle hands are the devil's playthings. Leading experiments is action oriented and allows stakeholders to do the work and the thinking where we need them to stay cognitively and affectively engaged.

    2. Indeed, those with years of experience also have deep insight into how the work should be done. Leaders should create a communication channel—an anonymous one, if necessary—that allows dissenters to provide early warnings about complacency.

      Master schedule building at APS is a situation where people with years of experience are needed to pull it off AND where we need early warnings about complacency.

    3. In the complex environment of the current business world, leaders often will be called upon to act against their instincts. They will need to know when to share power and when to wield it alone, when to look to the wisdom of the group and when to take their own counsel.

      This may help explain why.

    4. Good leadership requires openness to change on an individual level. Truly adept leaders will know not only how to identify the context they’re working in at any given time but also how to change their behavior and their decisions to match that context. They also prepare their organization to understand the different contexts and the conditions for transition between them.

      This may help explain why.

    5. but those who set the stage, step back a bit, allow patterns to emerge, and determine which ones are desirable will succeed. (See the sidebar “Tools for Managing in a Complex Context.”) They will discern many opportunities for innovation, creativity, and new business models.

      This may help explain why.

    6. Most situations and decisions in organizations are complex because some major change—a bad quarter, a shift in management, a merger or acquisition—introduces unpredictability and flux. In this domain, we can understand why things happen only in retrospect.

      Staff turnover is an example of a complex situation that we can always understand in hindsight. How might we conduct experiments to give us data about retention?

    7. In a complicated context, at least one right answer exists. In a complex context, however, right answers can’t be ferreted out. It’s like the difference between, say, a Ferrari and the Brazilian rainforest. Ferraris are complicated machines, but an expert mechanic can take one apart and reassemble it without changing a thing. The car is static, and the whole is the sum of its parts. The rainforest, on the other hand, is in constant flux—a species becomes extinct, weather patterns change, an agricultural project reroutes a water source—and the whole is far more than the sum of its parts. This is the realm of “unknown unknowns,” and it is the domain to which much of contemporary business has shifted.

      Ferrari vs rainforest is a good analogy, and "unknown unknowns" an important concept.

    8. To get around this issue, a leader must listen to the experts while simultaneously welcoming novel thoughts and solutions from others. Executives at one shoe manufacturer did this by opening up the brainstorming process for new shoe styles to the entire company. As a result, a security guard submitted a design for a shoe that became one of their best sellers.

      This might help explain why we are capturing stories.

    9. Since the complex domain is much more prevalent in the business world than most leaders realize—and requires different, often counterintuitive, responses—we concentrate particularly on that context

      This is probably because dealing with complicated and simple problems is much more straightforward, and leaders can provide people with simple answers that satisfy. If everyone wants problems to be simpler, we all have a confirmation bias about presenting problems this way. Math instruction is really helpful here. How often do teachers simplify a complicated math problem for students so that both the teachers and the students have a more gratifying experience? There is a kind of agony for teachers to see students take an approach that will lead to a wrong answer and some frustration. For students, the uncertainty that comes with not having a simple formula when they approach a problem is something that can cause them a heightened fear of failure.

      A second point about the complex domain- if an organization is not sure if a situation is complicated or complex, it is important to know that assuming the context is complex, and therefore experimenting, usually requires less cost and produces more insight.

  4. May 2018
    1. George Siemens suggests that the Cynefin framework may be the "best guidance . . . on how to function in our current context."

      Not surprised to find both @kreshleman and @bonstewart talking about Cynefin.

  5. Jun 2017
    1. This blog was recommended reading in my Sensemaker course.

    2. The approach we used was Cognitive Edge’s SenseMaker®, which allowed us to deeply scan for changes in attitudes and beliefs beyond mere observation of changed behaviours.

      The stories of the constituents as well as their self-assigned meta data is evidence of changing attitudes and beliefs.

  6. Apr 2017
    1. In complex systems, patterns emerge due to multiple interactions between agents and by accident. Although they may appear coherent in retrospect, but are not in advance. “Best practice” style management approaches thus do not take into account the context-bound interactions in new and complex environments (Snowden, 2003).

      The concept of best practices is traditionally a cornerstone of teacher education, school management, and instructional leadership. Since schools are complex systems, it is regrettable that the dominant management style can neglect the context-bound interactions in schools. The multiple interactions between agents are readily observable and also where our most talented stakeholders excel.

  7. Mar 2017
    1. System A and System B. System B is all about efficiency and hierarchy. It is about power and control and productivity. All of which is well and good within its proper context. I want the centralized control systems built into the flying and landing and taking off of airplanes. I don’t want it nearly so much in the ‘ergonomic’ fascism of bathroom design or of learning management systems.

      Cynefin framework

      Complexity, Complicated, Simple,