Knowledge Management [video]

A punchy 3 minute video that, not before time, reminds us how much we take for granted.

David Griffiths with more a notable influence from Dave (Cynefin) Snowden

I would highly recommend some related reading but then mine is hardly an objective viewpoint…as I wrote it! HOWEVER, I can certainly recommend David’s blog for some very interesting reading.

General ignorance:: accident or design?

Just because you haven’t identified that “the problem is the solution” doesn’t mean that others, within your business sector, haven’t developed or imported [exaptation] a strategy from another sector to help them seize invaluable competitive advantage….firms that don’t evolve or adapt to a changed environment are easy targets for new entrants to a market!

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Hierarchies of Understanding:: data is useful, INFORMATION “invaluable”


I’m as good (or bad) at understanding humans and human learning as the next person! I am not an “educator” just someone who, I suspect (like everyone else), has at some time or other felt swamped: by too much to do; too much to absorb; too little time. We know that people learn in different ways and at different speed and, quite apart from Carpenter & Cannady, there are any number of alternative views on HoU…take your pick!

What I like about the C&C approach is that it reflects an ongoing process – we ARE (or should be) constantly learning – with feedback from our environment shaping our perspectives. On one occasion rendering the “expert” a “novice” and, on another, providing the vital “missing piece” that transforms information to knowledge and, through understanding, to wisdom.

In the beginning was information*…

But, ever the contrarian, I can’t ignore the fact that, the limitations to obtaining data (about anything) pertaining to that which we are observing, are our own!

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Broaden your mind:: Nassim Taleb reading recommendations

You don’t have to agree with all that he says, like his (occasionally) abrasive manner or even have much of an understanding of probability, financial markets, uncertainty, complexity and risk to learn some interesting information from Nassim Taleb’s book recommendations.

Another fascinating source of “challenging” reading material, to which Taleb contributes and that I would highly recommend is Edge.

via Book Recommendations from Nassim Taleb | Farnam Street.

Complexity and change – appreciating the implications for strategic decision-making

In much of management and organisational theory, it is common for people to either be ignored or to suggest that behaviour and attitudes can be assumed to be homogenous.

In almost every news programme we hear or see in recent years will be reference to two key influences that s strategic thinker must be cognisant of; markets and economics.

I have to admit to increasing frustration in the way that the behaviour of the former and the assumptions of the latter are treated as if there is no human involvement whatsoever. Indeed, there seems to be a view that the actions of human beings can be rationalised as if they are akin to laboratory rats!

Markets and economics are constructs that have been developed by, normally academics, to theorise (and rationalise) the aggregate actions of human beings. The classic assumption is that if you collect enough data you will eventually develop a sufficiently robust theory which, albeit overly-complex, will be able to cope with every eventuality.

As the most recent crisis in markets should have taught demonstrated, the vast majority of the best thinkers in the world did not foresee the global financial crisis and its consequences for markets. For those who advocate the use advanced modelling, the reply to criticism of their failure to forecast the global financial crisis is to cling onto the blind faith in their models.

via Complexity and change – appreciating the implications for strategic decision-making – Birmingham Post – Business Blog.

Video: Business lessons from quantum theory!!!

At School I dropped science subjects in favour of the language of a fallen Empire (Rome) and Economics, so I didn’t have too much cause to think “things scientific” let alone Quantum Theory!

But, my journey into Complexity theory led me to broaden my reading (some may even call it research!) into System, Information and Chaos Theories. As well as a bit of Biology, Physics and Maths. I WOULD NEVE HAVE BELIEVED THAT IN A THOUSAND YEARS!!! Especially as the intention, when establishing Ontonix UK, was to identify how best our Quantitative Complexity Management solutions could be deployed to reduce risk, primarily, in insurance and the wider Financial sector!

The more closely I looked at subjects, that were relatively unknown to me, the greater my appreciation of those matters AND, through that, the more I understood (and questioned)  things that were already known to me.

However, apart from my new found appetite for science, what startled me most was the realisation that, much of what has become “accepted practice” in the business environment is based upon (wrong) assumptions and the attitude that “there is little that we need to learn about business and risk management”…especially from science!

Such is the culture of an industry with little doubt about its own infallibility!!!!

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