Real Deal or Big Deal? You tell me.
The title gives me the hives. I made it through about a page and a half before it put it down and stopped reading it, primarily because it would have been impolite to read, but secondarily because this stuff is out of my ken.
I mean, I don't know if it's bullshit or if it's real. My entire academic career has been focussed, with laser-like intensity, on the hard sciences (and supporting scholastics). I do not know this stuff. I want to call it bullshit, but I don't know.
So I turn to you. You are each easily smarter than I. Here, then, is the exerpt.
The new dynamics of strategy: Sense-making in a complex and complicated world, by C.F. Kurtz and D.J. Snowden.
In this paper, we challenge the universality of three basic assumptions prevalent in organizational decision support and strategy: assumptions of order, of rational choice, and of intent. We describe the Cynefin framework, a sense-making device we have developed to help people make sense of the complexities made visible by the relaxation of these assumptions. The Cynefin framework is derived from several years of action research into the use of narrative and complexity theory in organizational knowledge exchange, decision-making, strategy, and policy-making. The framework is explained, its conceptual underpinnings are outlined, and its use in group sense-making and discourse is described. Finally, the consequences of relaxing the three basic assumptions, using the Cynefin framework as a mechanism, are considered.
I mean, I don't know if it's bullshit or if it's real. My entire academic career has been focussed, with laser-like intensity, on the hard sciences (and supporting scholastics). I do not know this stuff. I want to call it bullshit, but I don't know.
So I turn to you. You are each easily smarter than I. Here, then, is the exerpt.
The new dynamics of strategy: Sense-making in a complex and complicated world, by C.F. Kurtz and D.J. Snowden.
In this paper, we challenge the universality of three basic assumptions prevalent in organizational decision support and strategy: assumptions of order, of rational choice, and of intent. We describe the Cynefin framework, a sense-making device we have developed to help people make sense of the complexities made visible by the relaxation of these assumptions. The Cynefin framework is derived from several years of action research into the use of narrative and complexity theory in organizational knowledge exchange, decision-making, strategy, and policy-making. The framework is explained, its conceptual underpinnings are outlined, and its use in group sense-making and discourse is described. Finally, the consequences of relaxing the three basic assumptions, using the Cynefin framework as a mechanism, are considered.