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A leader's framework for decision making
1 of 9 10/29/07 11:49 AM David J. Snowden (snowded@mac.com) is the founder and chief scientific officer of Cognitive Edge, an international research network. He is based primarily in Lockeridge,
The new dynamics of strategy: sense-making in a complex and complicated world
TLDR
This publication contains reprint articles for which IEEE does not hold copyright and which are likely to be copyrighted.
Complex acts of knowing: paradox and descriptive self-awareness
  • D. Snowden
  • Business, Computer Science
    J. Knowl. Manag.
  • 1 May 2002
TLDR
The second generation of knowledge management, with its focus on tacit‐explicit knowledge conversion, replaced a first generation focus on timely information provision for decision support and in support of BPR initiatives, and is reaching the end.
A leader's framework for decision making. A leader's framework for decision making.
TLDR
The Cynefin framework, which helps executives sort issues into five contexts, says a leader must first act to establish order, sense where stability is present, and then work to transform the situation from chaos to complexity.
Story telling: an old skill in a new context
Story telling is a uniting and defining component of all communities. The quality of story telling and its conformity or otherwise with desired corporate values is one measure of the overall health
Strategy in the context of uncertainty
This paper challenges the assumption of discoverable order inherent in most approaches to strategy. A false dichotomy between order and chaos is removed by the introduction of a third system type,
Multi-ontology sense making: a new simplicity in decision making.
  • D. Snowden
  • Medicine, Political Science
    Informatics in primary care
  • 2005
TLDR
At the end of the party you would know whether it had been a success, but you could not have defined what that success would look like in advance.
The art and science of Story or ‘Are you sitting uncomfortably?’
Part one of a two part article continuing the theme of a earlier article (Business Information Review, 16(1) March 1999, 30–37) which outlined some of the uses of storytelling for communication and
Managing for Serendipity or why we should lay off "best practice" in KM
Over the last two to three years I have asked well over 100 audiences at conferences, in company workshops and academic seminars a simple question: “What spreads fastest in your organisation, stories
The New Dynamics of Strategy sensemaking in a complex-complicated world
We challenge the universality of three basic assumptions prevalent (in our view) in organizational decision support and strategy: assumptions of order, of rational choice, and of intentional
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