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  </channel><item rdf:about="http://eskokilpi.blogging.fi/2014/04/27/complexity/">
    <title>Complexity | Esko Kilpi on Interactive Value Creation</title>
    <dc:date>2014-04-28T15:25:59+00:00</dc:date>
    <link>http://eskokilpi.blogging.fi/2014/04/27/complexity/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Relationships cannot be understood through spatial metaphors such as process maps or network charts. This is important because unhelpful or wrong metaphors are often a big obstacle to moving forward after the technological constraints are gone.  We need to move towards temporality, to understand what is happening in time.]]></description>
<dc:subject>emergence organization complexitytheory</dc:subject>
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    <title>The nature of complexity? Predators needed! | Theknowledgecore's Blog</title>
    <dc:date>2012-03-16T09:04:41+00:00</dc:date>
    <link>http://theknowledgecore.wordpress.com/2012/03/12/the-nature-of-complexity/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[In looking at the predator-prey dynamic in organisations, it becomes interesting; especially using metaphor tools such as Arthur Shelley’s ‘Organisational Zoo‘.  If predation is the regulating dynamic in organisations then what impact does that have on variety?  Is it a simple case of survival of the fittest?  Do individuals adapt, become more agile or dynamic, in order to survive the environment (gazelles, using Arthur’s metaphor)?  If the population of dynamic, agile individuals increases then, according to Allesina & Tang, so will the number of predators (lions in Arthur’s organisational zoo metaphor).  Does this make sense for organisations?]]></description>
<dc:subject>complexity complexitytheory businessecosystem</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:a20095266f3a/</dc:identifier>
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<item rdf:about="http://greenteapress.com/complexity/">
    <title>Think Complexity</title>
    <dc:date>2012-02-09T11:01:49+00:00</dc:date>
    <link>http://greenteapress.com/complexity/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[This book is about complexity science, data structures and algorithms, intermediate programming in Python, and the philosophy of science ]]></description>
<dc:subject>book complexity python complexitytheory free</dc:subject>
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<item rdf:about="http://anmutunddemut.de/2012/01/23/komplexitat-und-zentralismus.html">
    <title>Komplexität und Zentralismus | anmut und demut</title>
    <dc:date>2012-01-31T20:41:38+00:00</dc:date>
    <link>http://anmutunddemut.de/2012/01/23/komplexitat-und-zentralismus.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Was mir an seiner These latürnich schwer zupass kommt, ist die Tatsache, dass sie mich in meiner Überzeugung unterstützt, dass wir, wenn wir ein "demokratisches" Netz haben wollen, in dem die Produktionswerkzeuge in den Händen möglichst vieler liegen, wir nicht anders können, als die Technologie so einfach wie möglich zu gestalten. Und umgekehrt sollten wir bei denen die komplexe Technologien fordern und fördern, vorsichtig sein, ob sie nicht einen Zentralismus im Netz befördern oder gar aktiv zentralistische Ziele verfolgen. ]]></description>
<dc:subject>complexity complexitytheory emergence trends technology pattern development</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
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<item rdf:about="http://www.anchor.ch/wordpress/denkmuster/praxistauglichkeit-von-6-ansatzen-zum-komplexitats-und-ungewissheitsmanagement">
    <title>Praxistauglichkeit von 6 Ansätzen zum Komplexitäts- und Ungewissheitsmanagement | Komplexitätsmanagement</title>
    <dc:date>2011-11-17T18:41:56+00:00</dc:date>
    <link>http://www.anchor.ch/wordpress/denkmuster/praxistauglichkeit-von-6-ansatzen-zum-komplexitats-und-ungewissheitsmanagement</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[sechs Ansätze des Komplexitäts- und Ungewissheitsmanagements knapp zusammen. Sie zeigen, dass praxistaugliche Ansätze stets über eine Verhaltensänderung gehen. Gutgemeinte Ratschläge, wie sie z.B. in 6 Ways to Master Entrepreneurial Uncertainty feil gehalten werden, sind in der Praxis wenig hilfreich. Nur Reither macht deutlich, dass die Veränderung eingefahrener Verhaltens- und Denkmuster Geduld und Mühe erfordert. ]]></description>
<dc:subject>complexity complexitytheory emergence change books reference</dc:subject>
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<item rdf:about="http://www.kmworld.com/Articles/ReadArticle.aspx?ArticleID=52016">
    <title>Everything is fragmented— The core principles : KMWorld</title>
    <dc:date>2011-10-31T18:24:22+00:00</dc:date>
    <link>http://www.kmworld.com/Articles/ReadArticle.aspx?ArticleID=52016</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[In an earlier column, I wrote about the science of complex adaptive systems (see Nov./Dec. 2008 KMWorld), which is a key piece of underlying theory to help us comprehend the increasingly interdependent and co-evolving worlds of knowledge management, social computing and learning.]]></description>
<dc:subject>knowledgemanagement complexity complexitytheory emergence</dc:subject>
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    <title>Demanding Change: The Authorship of Method</title>
    <dc:date>2011-03-12T20:39:31+00:00</dc:date>
    <link>http://demandingchange.blogspot.com/2011/02/authorship-of-method.html</link>
    <dc:creator>frogpond</dc:creator><dc:subject>consulting methoden complexitytheory academia orgapathology</dc:subject>
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    <title>Complexity and Management Conference 3/4/5/ June 2011 « Complexity &amp; Management Centre</title>
    <dc:date>2011-02-02T20:17:39+00:00</dc:date>
    <link>http://complexityandmanagement.wordpress.com/2011/02/02/complexity-and-management-conference-345-june-2011/</link>
    <dc:creator>frogpond</dc:creator><dc:subject>complexity theory complexitytheory academia emergence conference todo</dc:subject>
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    <title>denkwerkstatt | menschen teams organisationen: „Ich hab keine Ahnung“</title>
    <dc:date>2010-10-18T10:40:17+00:00</dc:date>
    <link>http://blog.poczynek.org/2010/09/ich-hab-keine-ahnung.html</link>
    <dc:creator>frogpond</dc:creator><dc:subject>systems-thinking inspiration complexitytheory problem-solving quotes video</dc:subject>
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<item rdf:about="http://www.ralph-abraham.org/articles/MS%23108.Complex/complex.pdf">
    <title>Genesis of Complexity</title>
    <dc:date>2010-02-06T17:21:33+00:00</dc:date>
    <link>http://www.ralph-abraham.org/articles/MS%23108.Complex/complex.pdf</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[eine kurze und knappe Geschichte der Theorie der Komplexität in den unterschiedlichen miteinander vernetzten Disziplinen seit dem Ende des 2. Weltkrieges veröffentlicht: "The theories of complexity comprise a system of great breadth. But what is included under this umbrella? Here we attempt a portrait of complexity theory, seen through the lens of complexity theory itself. That is, we portray the subject as an evolving complex dynamical system, or social network, with bifurcations, emergent properties, and so on. This is a capsule history covering the 20th century."
]]></description>
<dc:subject>history science complexitytheory complexity type:pdf</dc:subject>
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<item rdf:about="http://www.change-management-blog.com/2009/08/change-model-5-change-is-roller-coaster.html">
    <title>Change Management Blog: Change Model 5: Change is a Roller Coaster You Can't Escape</title>
    <dc:date>2009-08-10T15:21:23+00:00</dc:date>
    <link>http://www.change-management-blog.com/2009/08/change-model-5-change-is-roller-coaster.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Does the Model Relate to Complexity Theory?

Yes. It is systemic in its core but it could be misunderstood as a mechanistic model. Only if individual growth, team learning, and organizational development are harmonized, the change process can be successful and satisfying for those impacted by the change.

Strengths

    * It is circular
    * It takes into consideration change at different levels: Individual, Team, Organization and Environment
    * It helps you define where you are

Weaknesses

    * Because of it's phased structure, people tend to understand it as a linear model
    * It might suggest that if all phases are well planned, the project will succeed
    * It does not define roles and responsibilities
]]></description>
<dc:subject>complexitytheory changemanagement models</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:8dd1c1c26bd9/</dc:identifier>
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<item rdf:about="http://informalcoalitions.typepad.com/informal_coalitions/2009/08/staceys-certainty-agreement-matrix-and-levels-of-complexity.html">
    <title>informal coalitions: Stacey’s certainty-agreement matrix and ‘levels’ of complexity</title>
    <dc:date>2009-08-05T08:43:57+00:00</dc:date>
    <link>http://informalcoalitions.typepad.com/informal_coalitions/2009/08/staceys-certainty-agreement-matrix-and-levels-of-complexity.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Informal Coalitions adopts a similar position to Stacey’s on the dynamics of organizations. And a number of earlier posts on this blog echo Stacey’s comments. Examples include Does it make sense to differentiate between levels of complexity? and The dynamics of continuity and change in organizations - an analogy. So I sit four-square with Stacey and his colleagues in their challenge to conventional management wisdom and most of the conclusions that they draw.
]]></description>
<dc:subject>book review complexitytheory management+theory management decisionmaking</dc:subject>
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</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.change-management-blog.com/2009/07/change-model-1-4d-model-appreciative.html">
    <title>Change Management Blog: Change Model 1: The 4D Model (Appreciative Inquiry)</title>
    <dc:date>2009-07-18T20:48:03+00:00</dc:date>
    <link>http://www.change-management-blog.com/2009/07/change-model-1-4d-model-appreciative.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Does the Model Relate to Complexity Theory?

AI and the 4D-Model are deeply rooted in complexity theory. The underlying principle of simultaneity (change of mind and change of organizations happen at the same time) and the principle of poetry (the story of organizations can be recreated in conversations) relate to a basic systemic process: organizations can not be described as the sum of its parts but only as a whole.
]]></description>
<dc:subject>change changemanagement management+theory psychology complexitytheory</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:346e4fe40b56/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:changemanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:management+theory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:psychology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.change-management-blog.com/2009/07/change-model-2-grief-cycle.html">
    <title>Change Management Blog: Change Model 2: The Grief Cycle</title>
    <dc:date>2009-07-18T20:45:22+00:00</dc:date>
    <link>http://www.change-management-blog.com/2009/07/change-model-2-grief-cycle.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Does the Model Relate to Complexity Theory?

No. The model is a linear one, describing the behavior of individuals on a clearly defined path. However, the cycle of grief can enrich a systemic model of change that tries to explain what actually happens in organizations. So, like a weather model can explain why a thunderstorm happens, Kuebler-Ross' cycle can explain why people do not cooperate in certain stages of the change, particularly when combined with a human needs model such as the one of Manfred Max-Neef that I favor.
]]></description>
<dc:subject>changemanagement model organizational+culture psychology change complexitytheory management+theory</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:6d51cf197bf1/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:changemanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:model"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:organizational+culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:psychology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:management+theory"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://admin-vm4.iwi.unisg.ch/wordpress/index.php/2009/02/09/selbstorganisiertes-lernen-als-komplexe-herausforderung/">
    <title>Learning Waves » Selbstorganisiertes Lernen als komplexe Herausforderung</title>
    <dc:date>2009-02-10T15:21:16+00:00</dc:date>
    <link>http://admin-vm4.iwi.unisg.ch/wordpress/index.php/2009/02/09/selbstorganisiertes-lernen-als-komplexe-herausforderung/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[“Selbstorganisation im Sinne der Selbststeuerung und der Selbstbestimmung ist eine Herausforderung, die eine ganze Reihe kognitiver Fähigkeiten, Vorwissen, Interesse, Wille und Strategien voraussetzt, die man sich erst einmal aneignen muss.” In diesem Zusammenhang ortet Reinmann auch die Gefahr, dass Lernen im Web 2.0 zu einem Elitekonzept werden könnte: Wer nämlich privilegiert ist und die Möglichkeiten hat, die personalen und situationalen Voraussetzungen für das Lernen zu schaffen, hat einen klaren Vorteil gegenüber anderen.
]]></description>
<dc:subject>learning complexitytheory emergence</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:ec9a61bf92a5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:learning"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://informalcoalitions.typepad.com/informal_coalitions/2008/12/a-lateral-view-of-organizational-complexity-part-4-leadership-implications.html">
    <title>A lateral view of organizational complexity – Part 4: Leadership implications</title>
    <dc:date>2009-01-01T14:12:10+00:00</dc:date>
    <link>http://informalcoalitions.typepad.com/informal_coalitions/2008/12/a-lateral-view-of-organizational-complexity-part-4-leadership-implications.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Today, Stacey is recognized as a leading and radical thinker on the application of complexity principles to organizational change and performance. De Bono, on the other hand, is thought of primarily as a teacher of lateral thinking techniques and an author of populist books on the subject.

However, in the same way that Stacey uses complexity science as a source of analogy for human interaction in organizations, I believe that de Bono’s early writing provides a similarly rich seam of analogies. For me, the principles of ‘brain dynamics’ that underpin his writing and teaching offer some important insights into the dynamics of organizations, if managers and organizational specialists are prepared to look for them.
]]></description>
<dc:subject>leadership complexity complexitytheory emergence organizations</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:6cad061045a5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:organizations"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.strategems.com/fractalorgcharts.htm">
    <title>Fractal Organizations</title>
    <dc:date>2008-12-15T10:12:58+00:00</dc:date>
    <link>http://www.strategems.com/fractalorgcharts.htm</link>
    <dc:creator>frogpond</dc:creator><dc:subject>leadership complexity complexitytheory emergence organization</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:34dddbcbd4e7/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:organization"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://pm-blog.com/2008/11/14/komplexitatsmanagement-als-zentrale-erfolgsstrategie-in-projekten/">
    <title>Komplexitätsmanagement als zentrale Erfolgsstrategie in Projekten</title>
    <dc:date>2008-11-15T09:56:51+00:00</dc:date>
    <link>http://pm-blog.com/2008/11/14/komplexitatsmanagement-als-zentrale-erfolgsstrategie-in-projekten/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Projekte sind komplexe Systeme. Komplexe Systeme verfügen über viele Elemente oder Variablen, die ihre Verbindungen gleichzeitig dynamisch verändern. 

Komplexe System zu planen, zu steuern und schlussendlich zu beherrschen (wenn man in diesem Zusammenhang überhaupt von “beherrschen” sprechen darf) ist eine große Herausforderung für einen Projektmanager und sein Team. Ich meine, dass Wissen über Systemtheorie, Komplexität und Managementkybernetik zur Grundausstattung eines jeden Projektmanagers gehören sollte. Zumindest ab einer gewissen Projektgröße und Komplexität.
]]></description>
<dc:subject>complexitytheory video tolisten projectmanagement</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:2a06eb8f7d7c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:video"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:tolisten"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:projectmanagement"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.oxfamblogs.org/fp2p/?p=39#more-39">
    <title>Complexity, Chaos, Catastrophes and Change: Is the New Physics much help to development wonks?</title>
    <dc:date>2008-10-27T21:26:57+00:00</dc:date>
    <link>http://www.oxfamblogs.org/fp2p/?p=39#more-39</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Having dabbled with the implications of chaos and complexity theory for development and emergencies work for a number of years, I think it provides more than a useful metaphor.

Alternative development policies have to be based on alternative thinking. Current policies of International Aid Agencies are the product of an existing way of looking at the world which is seriously limited. The failures of development agencies, multilaterals, and often NGOs is not only one of political will but also a conceptual one.
]]></description>
<dc:subject>complexitytheory nonprofit strategy strategy-making</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:faf1b8067962/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:nonprofit"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:strategy-making"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://thegiraffe.wordpress.com/2008/10/07/complexity-theory-development-and-ikmemergent/">
    <title>Complexity Theory, Development and IKMemergent. « The giraffe</title>
    <dc:date>2008-10-27T21:25:19+00:00</dc:date>
    <link>http://thegiraffe.wordpress.com/2008/10/07/complexity-theory-development-and-ikmemergent/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Knowledges, Capacities and Learning for Development: Insights from Complexity approaches
]]></description>
<dc:subject>complexitytheory academia toread emergence nonprofit</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:7b6e01daf62d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:academia"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:toread"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:nonprofit"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.karge.biz/?p=215">
    <title>“Harmonische Systeme sind dumme Systeme!”</title>
    <dc:date>2008-07-14T15:03:34+00:00</dc:date>
    <link>http://www.karge.biz/?p=215</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Heute besteht die Notwendigkeit, Systeme zu bauen, die stören. Denn: Die Komplexität und Dynamik innerhalb eines Systems muss mindestens so groß sein wie die Komplexität und Dynamik am Markt
]]></description>
<dc:subject>adaptivity emergence systems-thinking creativity changemanagement interview video psychology complexitytheory</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:33b654499f5d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:adaptivity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:systems-thinking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:changemanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:interview"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:video"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:psychology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://informalcoalitions.typepad.com/informal_coalitions/2008/06/stacey-on-strat.html">
    <title>informal coalitions: Stacey on Strategic Management and Organizational Dynamics</title>
    <dc:date>2008-06-24T07:21:51+00:00</dc:date>
    <link>http://informalcoalitions.typepad.com/informal_coalitions/2008/06/stacey-on-strat.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[how insights from complexity science and other writing might usefully inform our understanding of organizational dynamics
]]></description>
<dc:subject>complexitytheory complexity book review systems-thinking management+theory organizations emergence adaptivity connectivity</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:b9df570ca4df/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:book"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:review"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:systems-thinking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:management+theory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:organizations"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:adaptivity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:connectivity"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.masternewmedia.org/news/2008/06/07/social_network_design_the_network.htm">
    <title>Social Network Design: The Network Is A Living System, Design It As Such</title>
    <dc:date>2008-06-17T07:10:10+00:00</dc:date>
    <link>http://www.masternewmedia.org/news/2008/06/07/social_network_design_the_network.htm</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[What are the key requirements for social software to create social environments and communities that can become self-sustainable? Ken Thompson and Robin Good suggest the answer can be found in the ground-breaking "theory of living systems" developed by tw
]]></description>
<dc:subject>socialnetworks systems-thinking ComplexityTheory autopoiesis</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:704ea5426b2a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialnetworks"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:systems-thinking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:ComplexityTheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:autopoiesis"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://cartegic.typepad.com/mapping_strategy/2008/06/butterflies-for-dummies.html">
    <title>Butterflies for Dummies</title>
    <dc:date>2008-06-12T07:54:58+00:00</dc:date>
    <link>http://cartegic.typepad.com/mapping_strategy/2008/06/butterflies-for-dummies.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[an important but oft-misunderstood concept critical to any forecasting or planning endeavor --- Lorenz und so
]]></description>
<dc:subject>complexitytheory decisionmaking</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:7cd72dfa41a0/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:decisionmaking"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.amazon.com/exec/obidos/ASIN/0521606373/vanderwalnet-20">
    <title>Social Emergence: Societies As Complex Systems: R. Keith Sawyer: Books</title>
    <dc:date>2008-04-10T18:28:44+00:00</dc:date>
    <link>http://www.amazon.com/exec/obidos/ASIN/0521606373/vanderwalnet-20</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[a great overview of the state of understanding and research in and around complex social systems. I found this a good foundation for deeper digging, particularly understanding what happens in some of the social networks on the web as they scale
]]></description>
<dc:subject>sociology book complexitytheory emergence learning collaboration</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:a80a73afc549/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:sociology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:book"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:learning"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:collaboration"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.fitfuttern.de/2008/03/20/wissenschaft-wirft-blick-auf-getting-things-done/">
    <title>Wissenschaft wirft Blick auf Getting Things Done | fitfuttern</title>
    <dc:date>2008-03-20T10:35:13+00:00</dc:date>
    <link>http://www.fitfuttern.de/2008/03/20/wissenschaft-wirft-blick-auf-getting-things-done/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[die erste wissenschaftliche Arbeit, die GTD genauer untersucht. Die ECCO-Wissenschaftler (Evolution, Complexity and Cognition research group) verglichen die Prinzipien, die GTD zu Grunde liegen, mit aktueller wissenschaftlicher Literatur
]]></description>
<dc:subject>gtd research productivity complexitytheory complexity</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:1e10c15c22e4/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:gtd"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:research"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:productivity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexity"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.forrester.com/charleneli/2008/03/buzzkill.html">
    <title>Buzzkill: People are not bees</title>
    <dc:date>2008-03-16T18:09:37+00:00</dc:date>
    <link>http://blogs.forrester.com/charleneli/2008/03/buzzkill.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Why do we need metaphors? Because we can't accept the fact that this stuff isn't rocket science or consultancy fodder - I'm not sure that using the image of a bee connotes that social media participants are "interchangeable workers." - bees have quite a c
]]></description>
<dc:subject>metaphor complexitytheory</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:a103b46f6180/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:metaphor"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.cognitive-edge.com/blogs/dave/2008/02/complex_systems_strategy_think.php">
    <title>Complex systems strategy: thinking aloud</title>
    <dc:date>2008-02-26T13:24:43+00:00</dc:date>
    <link>http://www.cognitive-edge.com/blogs/dave/2008/02/complex_systems_strategy_think.php</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[describe a complex system in such a way that you ca move to a management approach which has some coherence.  It is still in its early stages, but it is starting to inform the design of narrative databases and I have used it experimentally with success
]]></description>
<dc:subject>complexitytheory strategy strategy-making toread</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:1e0eb3266182/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:strategy-making"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:toread"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.cognitive-edge.com/blogs/dave/2008/02/getting_started_in_complexity.php">
    <title>Getting started in complexity</title>
    <dc:date>2008-02-26T13:23:00+00:00</dc:date>
    <link>http://www.cognitive-edge.com/blogs/dave/2008/02/getting_started_in_complexity.php</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Complexity theory is a broad church, so here is a summary
]]></description>
<dc:subject>complexitytheory complexity research toread</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:92263eb0cbf6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:research"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:toread"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.heise.de/tr/Technischer-Barock-vs-schlichte-Eleganz--/blog/artikel/103409">
    <title>Technischer Barock vs. schlichte Eleganz</title>
    <dc:date>2008-02-17T08:44:34+00:00</dc:date>
    <link>http://www.heise.de/tr/Technischer-Barock-vs-schlichte-Eleganz--/blog/artikel/103409</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[dass er auf Selbstorganisation statt Vernetzung mittels Sensorik setzte. Denn im Prinzip ist jeder Verkehrsteilnehmer bereits seine eigene Sensoreinheit. Die funktioniert offenbar dann besser, wenn sie nicht durch ausgeklügelte Verkehrsleitsysteme eingel
]]></description>
<dc:subject>emergence complexitytheory</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:129d53a5f4d7/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.businessinnovationfactory.com/weblog/archives/2008/01/chris_meyer_on.html">
    <title>BIF Speak: Chris Meyer on Recombinant Strategy</title>
    <dc:date>2008-02-06T17:33:28+00:00</dc:date>
    <link>http://www.businessinnovationfactory.com/weblog/archives/2008/01/chris_meyer_on.html</link>
    <dc:creator>frogpond</dc:creator><dc:subject>tolisten complexitytheory bmid toblog toread</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:fb71e488fd73/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:tolisten"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:bmid"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:toblog"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:toread"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.iq.harvard.edu/blog/netgov/">
    <title>Complexity and Social Networks Blog</title>
    <dc:date>2008-02-02T12:09:49+00:00</dc:date>
    <link>http://www.iq.harvard.edu/blog/netgov/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[The objective of this blog is to offer a forum for the discussion of the intertwined subjects of network analysis and complex systems theory.
]]></description>
<dc:subject>academia complexity complexitytheory sna</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:cf7fc84cdbcd/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:academia"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:sna"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://coevolving.com/blogs/index.php/archive/value-creating-systems-and-business-models-systems-thinking-inside/">
    <title>Value-creating systems and business models: systems thinking inside</title>
    <dc:date>2007-12-20T20:08:14+00:00</dc:date>
    <link>http://coevolving.com/blogs/index.php/archive/value-creating-systems-and-business-models-systems-thinking-inside/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[excellent ... One of the most popular terms in management is business model. Wallin builds his definition on value-creation ... so do I
]]></description>
<dc:subject>toread bmid systems-thinking complexitytheory complexity towrite dissertation</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:c3bce62c09dc/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:toread"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:bmid"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:systems-thinking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:towrite"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:dissertation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.kitetail.com/2007/11/23/natural-evolution-of-your-organization/">
    <title>Natural evolution of your organization</title>
    <dc:date>2007-11-27T10:19:40+00:00</dc:date>
    <link>http://blog.kitetail.com/2007/11/23/natural-evolution-of-your-organization/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[“Adapt or die” is a common phrase that highlights the importance of survival for firms. As firms adapt and evolve, the organization determines and selects the traits necessary for the survival and through its culture continuously reinforces it. This c
]]></description>
<dc:subject>bmid adaptivity life+cycle complexitytheory innovation innovationmanagement process</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:a19c4adfa384/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:bmid"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:adaptivity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:life+cycle"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:innovationmanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:process"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://creativeclass.typepad.com/thecreativityexchange/2007/11/the-creative-co.html">
    <title>The Creative Corporation?</title>
    <dc:date>2007-11-18T09:48:27+00:00</dc:date>
    <link>http://creativeclass.typepad.com/thecreativityexchange/2007/11/the-creative-co.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Who still speaks of sociotechnical systems? who thinks that self-organizing teams and complex adaptive systems are relevant in org theory? Not too many people, it seems.
]]></description>
<dc:subject>management knowledgework toread creativity complexitytheory sociology orgapathology</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:f4ef6d839ce3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:knowledgework"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:toread"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:sociology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:orgapathology"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.jarche.com/?p=1345">
    <title>Harold Jarche » Spiders and Starfish</title>
    <dc:date>2007-10-29T16:51:27+00:00</dc:date>
    <link>http://www.jarche.com/?p=1345</link>
    <dc:creator>frogpond</dc:creator><dc:subject>book review toblog bmid structure complexitytheory</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:a3089af591e8/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:book"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:review"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:toblog"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:bmid"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:structure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://multispective.wordpress.com/2007/10/20/paper-complexity-and-self-organization/">
    <title>Paper: Complexity and Self Organization « Humane Systems Design (HSD)</title>
    <dc:date>2007-10-22T19:56:58+00:00</dc:date>
    <link>http://multispective.wordpress.com/2007/10/20/paper-complexity-and-self-organization/</link>
    <dc:creator>frogpond</dc:creator><dc:subject>complexity complexitytheory emergence toread</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:578eeed57886/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:toread"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://openlearn.open.ac.uk/mod/resource/view.php?id=159887">
    <title>6.2 Experiencing complexity as mess or difficulty</title>
    <dc:date>2007-10-22T07:10:23+00:00</dc:date>
    <link>http://openlearn.open.ac.uk/mod/resource/view.php?id=159887</link>
    <dc:creator>frogpond</dc:creator><dc:subject>complexitytheory complexity teaching technology</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:324cb24e69a6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:teaching"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:technology"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.siliconyogi.com/andreas/it_professional/NAKC/ComplexAdaptiveSystems.html">
    <title>Complex Adaptive Systems</title>
    <dc:date>2007-10-21T08:43:28+00:00</dc:date>
    <link>http://www.siliconyogi.com/andreas/it_professional/NAKC/ComplexAdaptiveSystems.html</link>
    <dc:creator>frogpond</dc:creator><dc:subject>complexitytheory</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:e7b2110ca9bf/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.anecdote.com.au/archives/2007/10/the_billiard_ba.html">
    <title>Anecdote: The billiard ball example</title>
    <dc:date>2007-10-09T07:16:19+00:00</dc:date>
    <link>http://www.anecdote.com.au/archives/2007/10/the_billiard_ba.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[complex systems are impossible to predict in detail especially as your forcast extends into the future. I point out that there are so many connections among the objects affecting the system and many of the cause and effect relationships are non-linear
]]></description>
<dc:subject>complexitytheory</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:b5dde7054ebb/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.cognitive-edge.com/blogs/dave/2007/09/leadership_complexity.php">
    <title>Leadership &amp; Complexity</title>
    <dc:date>2007-09-18T20:14:14+00:00</dc:date>
    <link>http://www.cognitive-edge.com/blogs/dave/2007/09/leadership_complexity.php</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[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 the
]]></description>
<dc:subject>leadership complexitytheory complexity adaptivity</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:57bc9ec35a20/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:adaptivity"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://robertfreund.de/blog/?p=779">
    <title>Wie hängen Komplexität und Selbstorganisation zusammen?</title>
    <dc:date>2007-07-28T20:31:58+00:00</dc:date>
    <link>http://robertfreund.de/blog/?p=779</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[In der aktuellen Kompetenzdebatte fallen immer wieder die Begriffe “Komplexität” und “Selbstorganisation”.
]]></description>
<dc:subject>emergence complexitytheory informal+organization</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:6c9f46a2be45/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:informal+organization"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www7.nationalgeographic.com/ngm/0707/feature5/index.html">
    <title>Swarm Behavior</title>
    <dc:date>2007-07-27T20:04:45+00:00</dc:date>
    <link>http://www7.nationalgeographic.com/ngm/0707/feature5/index.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[A single ant or bee isn't smart, but their colonies are. The study of swarm intelligence is providing insights that can help humans manage complex systems, from truck routing to military robots.
]]></description>
<dc:subject>schwarmintelligenz toread complexitytheory emergence collaboration chaos collectiveintelligence visualization</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:74edc8bc58e3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:schwarmintelligenz"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:toread"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:chaos"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:collectiveintelligence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:visualization"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://rexsthoughtspot.blogspot.com/2007/07/swarm-theory-social-computing.html">
    <title>Swarm Theory &amp; Social Computing</title>
    <dc:date>2007-07-27T20:03:00+00:00</dc:date>
    <link>http://rexsthoughtspot.blogspot.com/2007/07/swarm-theory-social-computing.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[For a company looking to enter in the social computing domain, there are lessons we can learn from nature. The ability to harness social computing and mass collaboration requires opportunity but also individual assessment.
]]></description>
<dc:subject>schwarmintelligenz complexitytheory emergence collaboration socialsoftware massinnovation</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:00b4c9f8d914/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:schwarmintelligenz"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialsoftware"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:massinnovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.irvingwb.com/blog/2007/07/think-play-do-t.html">
    <title>Irving Wladawsky-Berger: Think, Play, Do: Technology, Innovation, and Organization</title>
    <dc:date>2007-07-22T08:06:04+00:00</dc:date>
    <link>http://www.irvingwb.com/blog/2007/07/think-play-do-t.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[We need breakthrough innovations to enable us to better deal with these increasingly complex organizational systems
]]></description>
<dc:subject>toblog frogpond innovationmanagement innovationsberatung complexitytheory complexity emergence</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:9edd5189ec5c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:toblog"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:frogpond"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:innovationmanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:innovationsberatung"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.change-management-blog.com/2007/07/more-on-otto-scharmers-theory-u-part-i.html">
    <title>Change Management Blog: More on Otto Scharmer’s Theory U (Part I)</title>
    <dc:date>2007-07-17T18:29:10+00:00</dc:date>
    <link>http://www.change-management-blog.com/2007/07/more-on-otto-scharmers-theory-u-part-i.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[dynamic complexity, social complexity and emerging complexity ... dc = nichtlinearität ???
]]></description>
<dc:subject>_commented complexitytheory book complexity emergence</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:48109c961d97/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:_commented"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:book"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.groupmindexpress.com/blog/_archives/2007/7/10/3083048.html">
    <title>Swarm Theory -- Implications for Collaboration</title>
    <dc:date>2007-07-11T13:18:06+00:00</dc:date>
    <link>http://blog.groupmindexpress.com/blog/_archives/2007/7/10/3083048.html</link>
    <dc:creator>frogpond</dc:creator><dc:subject>collaboration collectiveintelligence emergence complexity adaptivity complexitytheory toblog frogpond</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:a88e940cab3e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:collectiveintelligence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:adaptivity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexitytheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:toblog"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:frogpond"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.hbs.edu/faculty/amcafee/index.php/faculty_amcafee_v3/the_mechanisms_of_online_emergence/">
    <title>The Mechanisms of Online Emergence</title>
    <dc:date>2006-05-18T13:04:49+00:00</dc:date>
    <link>http://blog.hbs.edu/faculty/amcafee/index.php/faculty_amcafee_v3/the_mechanisms_of_online_emergence/</link>
    <dc:creator>frogpond</dc:creator><dc:subject>emergence enterprise2.0 collaboration tagging Intranet Complexity web2.0 ComplexityTheory</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:ee3bc36da822/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:tagging"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:Intranet"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:Complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:web2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:ComplexityTheory"/>
</rdf:Bag></taxo:topics>
</item>
</rdf:RDF>