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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>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:frogpond/b:d2221b2ec462/</dc:identifier>
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<item rdf:about="http://chieftech.com.au/post/activity-streams-shouldnt-wag-the-dog">
    <title>Activity streams shouldn't wag the dog | Chieftech's Blog</title>
    <dc:date>2012-09-12T10:43:40+00:00</dc:date>
    <link>http://chieftech.com.au/post/activity-streams-shouldnt-wag-the-dog</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Activity streams aren't going to replace email, but the inbox will change because we have better social software tools to collaborate and manage information in. The protocols and systems that support email as we have known it will fade further into the background.]]></description>
<dc:subject>activitystreams collaboration emergence socialbusiness</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:frogpond/b:effa20e3213c/</dc:identifier>
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<item rdf:about="http://www.fastforwardblog.com/2011/08/22/leading-and-managing-networked-people-must-evolve/">
    <title>The FASTForward Blog » Leading and Managing (Networked) People Must Evolve: Enterprise 2.0 Blog: News, Coverage, and Commentary</title>
    <dc:date>2012-09-07T07:19:50+00:00</dc:date>
    <link>http://www.fastforwardblog.com/2011/08/22/leading-and-managing-networked-people-must-evolve/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[A hierarchy is one way of making accountability transparent, but it’s not the only one. Middle management was a great 20th century tool for making organizations scalable while retaining central command and control, but it comes at a high cost – all those middle managers need to feed their families.

A hierarchy can still work today but it will be outcompeted by agile, independent operating units with lower overheads. The social technology you mention has removed the competitive advantage of the feudal organizational structure, which now looks like the answer to yesterday’s problem. Just ask al Qaeda.]]></description>
<dc:subject>hierarchy orgapathology emergence socialbusiness innovation motivation collaboration</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:frogpond/b:352605f567ec/</dc:identifier>
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<item rdf:about="http://techcrunch.com/2012/04/28/get-lucky-lane-becker-interview/">
    <title>Lane Becker On How To ‘Plan Serendipity’ In Tech And Business [TCTV] | TechCrunch</title>
    <dc:date>2012-04-29T16:16:41+00:00</dc:date>
    <link>http://techcrunch.com/2012/04/28/get-lucky-lane-becker-interview/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Watch the video above to hear about what “planned serendipity” really is (you can’t plan to win the lottery, alas), how Steve Jobs literally architected good luck into Pixar and Apple, how luck plays into Amazon’s current status as a tech product hit factory, and how even rank-and-file employees can “storm the gates” to make their companies more open to success. ]]></description>
<dc:subject>serendipity Innovationmanagement process apple emergence businessmodel businessmodelinnovation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:frogpond/b:7f5f732c49f2/</dc:identifier>
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<item rdf:about="http://blogs.hbr.org/cs/2012/03/the_new_science_of_building_gr.html">
    <title>The Hard Science of Teamwork - Alex &quot;Sandy&quot; Pentland - Harvard Business Review</title>
    <dc:date>2012-03-20T16:53:36+00:00</dc:date>
    <link>http://blogs.hbr.org/cs/2012/03/the_new_science_of_building_gr.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[patterns as a way of making sense of group behaviour (and I'd say emergent phenomena galore)

"People should feel empowered by the idea of a science of team building, The idea that we can transmute the guess work of putting a team together into a rigorous methodology, and then continuously improve teams is exciting. Nothing will be more powerful, I believe, in eventually changing how organizations work."]]></description>
<dc:subject>socialbusiness teams teamwork psychology collaboration emergence</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:frogpond/b:3ac81d540f27/</dc:identifier>
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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>
<dc:identifier>https://pinboard.in/u:frogpond/b:464692a76a27/</dc:identifier>
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</item>
<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>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:frogpond/b:9b47cbf59a7b/</dc:identifier>
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<item rdf:about="http://www.dradio.de/dkultur/sendungen/forschungundgesellschaft/1600519/">
    <title>Chaos und Ordnung - zur Aktualität der Selbstorganisation - Zum 100 Geburtstag von Heinz von Foerster | Forschung und Gesellschaft | Deutschlandradio Kultur</title>
    <dc:date>2011-11-11T15:57:18+00:00</dc:date>
    <link>http://www.dradio.de/dkultur/sendungen/forschungundgesellschaft/1600519/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Was haben ein Ameisenstaat, das Finanzsystem oder gar die Evolution gemeinsam? Sie alle können als Selbstorganisationsphänomene betrachtet werden. Die Theorie der Selbstorganisation erfährt gerade heute in verschiedenen sozial- und medienwissenschaftlichen Disziplinen eine Art Comeback. 
Wichtige Erkenntnisse für diese Theorie lieferte der österreichisch-amerikanische Kybernetiker Heinz von Foerster, der - vor 100 Jahren - am 13. November 1911 geboren wurde. Sein Verdienst ist es, immer wieder auf die unvermeidlichen blinden Flecken des wissenschaftlichen Beobachters aufmerksam gemacht zu haben. ]]></description>
<dc:subject>systems-thinking emergence podcast</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:frogpond/b:7870c64bf79b/</dc:identifier>
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<item rdf:about="http://intenseminimalism.com/2011/social-experience-design-one-method-two-tools-three-tips-lecture/">
    <title>Social Experience Design: one method, two tools, three tips, the lecture • Intense Minimalism</title>
    <dc:date>2011-10-31T18:50:23+00:00</dc:date>
    <link>http://intenseminimalism.com/2011/social-experience-design-one-method-two-tools-three-tips-lecture/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Social Experience Design with elements of business, strategy and change management]]></description>
<dc:subject>socialbusiness socialbusinessdesign complexity emergence usability presentation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:frogpond/b:bfdef0e2712c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialbusiness"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialbusinessdesign"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:usability"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:presentation"/>
</rdf:Bag></taxo:topics>
</item>
<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>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:frogpond/b:ef438cf874fd/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:knowledgemanagement"/>
	<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:Bag></taxo:topics>
</item>
<item rdf:about="http://www.digitallandfill.org/2011/04/how-to-go-social-without-going-crazy-or-broke.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+EcmIndustryWatch+%28Digital+Landfill%29">
    <title>An 8 step strategy roadmap - How to Go Social Without Going Crazy -- Or Broke - Digital Landfill</title>
    <dc:date>2011-05-09T10:03:12+00:00</dc:date>
    <link>http://www.digitallandfill.org/2011/04/how-to-go-social-without-going-crazy-or-broke.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+EcmIndustryWatch+%28Digital+Landfill%29</link>
    <dc:creator>frogpond</dc:creator><dc:subject>implementation methoden emergence enterprise2.0 strategy</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:129426b1b143/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:implementation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:methoden"/>
	<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:strategy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.noop.nl/2011/03/the-optimal-fallacy.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+noop+%28NOOP.NL%29">
    <title>The &quot;Optimal&quot; Fallacy - Agile Management | NOOP.NL</title>
    <dc:date>2011-03-11T18:40:51+00:00</dc:date>
    <link>http://www.noop.nl/2011/03/the-optimal-fallacy.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+noop+%28NOOP.NL%29</link>
    <dc:creator>frogpond</dc:creator><dc:subject>complexity systems-thinking organizations optimization emergence inspiration customer+interaction consulting</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:803789434cb9/</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:systems-thinking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:organizations"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:optimization"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:inspiration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:customer+interaction"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:consulting"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.poczynek.org/2011/02/mindfulness-das-unerwartete-managen.html">
    <title>denkwerkstatt | menschen teams organisationen: Mindfulness – Das unerwartete Managen</title>
    <dc:date>2011-02-20T09:44:26+00:00</dc:date>
    <link>http://blog.poczynek.org/2011/02/mindfulness-das-unerwartete-managen.html</link>
    <dc:creator>frogpond</dc:creator><dc:subject>leadership managers systems-thinking complexity emergence environmental+scanning</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:2db8f5c655c8/</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:managers"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:systems-thinking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:environmental+scanning"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://complexityandmanagement.wordpress.com/2011/02/02/complexity-and-management-conference-345-june-2011/">
    <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>
<dc:identifier>https://pinboard.in/u:frogpond/b:53ef1f9689ef/</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:theory"/>
	<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:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:conference"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:todo"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://kswenson.wordpress.com/2010/10/24/intertwingled-collaboration-and-communications/">
    <title>Intertwingled Collaboration and Communications | On Collaborative Planning</title>
    <dc:date>2010-10-26T16:57:25+00:00</dc:date>
    <link>http://kswenson.wordpress.com/2010/10/24/intertwingled-collaboration-and-communications/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[The discussion turns interesting when he touches on “directed collaboration” and “structured activities”.  Here I believe he is struggling with the same thing that the authors of “Mastering the Unpredictable” did.  Many people see collaboration in the office place as being a pre-defined process, and this is even commonly called a “structured process”.  Yet, as I have discussed many times here, much of the most interesting and valuable work is not predictable or predefined, but rather “emergent” as proposed in adaptive case management.]]></description>
<dc:subject>collaboration enterprise2.0 communication socialsoftware+arenen emergence knowledgework</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:74505e7cf3cb/</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:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:communication"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialsoftware+arenen"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:knowledgework"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://joitskehulsebosch.blogspot.com/2010/06/dynamics-of-managingnurturing-networks.html">
    <title>Lasagna and chips: The dynamics of managing/nurturing networks of practice</title>
    <dc:date>2010-10-26T15:22:07+00:00</dc:date>
    <link>http://joitskehulsebosch.blogspot.com/2010/06/dynamics-of-managingnurturing-networks.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Speaking about Capabilities (I think it's pp. 26-33), they separate relational capacity from engagement capacity; and that seems correct to me. This COP experience I mentioned involved the de-institutionalization of people with disabilities here in the US in the early 1990s. It was related to a sense of seeking justice for people and it was very easy for people to be highly engaged in that effort. This is also a theme of Umair Haque (His blog is here: http://blogs.hbr.org/haque/ ). He usually speaks of organizational engagement with customers as a 21st century imperative, but I believe these ideas are relevant to employee and COP engagement too! I think the core issue is for management to find the space for people to engage.]]></description>
<dc:subject>communitiesofpractice emergence leadership motivation academia research</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:0f58684e5689/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:communitiesofpractice"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:motivation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:academia"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:research"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.zdnet.com/blog/hinchcliffe/who-should-be-in-charge-of-enterprise-20/1434">
    <title>Who should be in charge of Enterprise 2.0? | ZDNet</title>
    <dc:date>2010-10-23T20:18:00+00:00</dc:date>
    <link>http://www.zdnet.com/blog/hinchcliffe/who-should-be-in-charge-of-enterprise-20/1434</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[So my answer to the Enterprise 2.0 leadership question should be fairly clear by now. It really takes a village, or more properly, an forward-looking organization that is trying to recalibrate itself around the way that the way that the world seems to be shifting. That shift, the fast-moving and global world of sharing, participating, and openness that is social media at its finest, is one in which smart organizations will pull together their best internal leaders to proactively make themselves better.]]></description>
<dc:subject>enterprise2.0 leadership implementation emergence managers</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:33cfabfc10e4/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:implementation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:managers"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://inmagicinc.blogspot.com/2010/10/no-standardization-for-e20-is-its.html">
    <title>Inmagic Inc.: No standardization for E2.0 is its blessing and curse</title>
    <dc:date>2010-10-23T20:00:32+00:00</dc:date>
    <link>http://inmagicinc.blogspot.com/2010/10/no-standardization-for-e20-is-its.html</link>
    <dc:creator>frogpond</dc:creator><dc:subject>enterprise2.0 emergence definition standards</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:3858d99c7cb4/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:definition"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:standards"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://michaeli.typepad.com/my_weblog/2010/10/the-grassroots-myth.html">
    <title>Transparent Office: The Grassroots Myth</title>
    <dc:date>2010-10-21T06:27:08+00:00</dc:date>
    <link>http://michaeli.typepad.com/my_weblog/2010/10/the-grassroots-myth.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Technology Grassroots -- sourcing a new technology, platform, tool, or application -- via the Grassroots is an exercise in confusion and frustration. You end up with multiple solutions, all competing for attention. End users are sent to lots of different destinations, apparently for no good reason. There's little or no integration with existing applications or data flows. Users don't know which tools will survive and which will die. IT is concerned about security, performance, and stability. Organizational silos are reinforced, not diminished. Worst of all from a social networks standpoint, the company's attention is fragmented across multiple tools, each of which struggles to achieve critical mass.]]></description>
<dc:subject>implementation adoption enterprise2.0 integration best-practices emergence orgapathology</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:4e1c2e447968/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:implementation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:adoption"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:integration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:best-practices"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:orgapathology"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://mikeg.typepad.com/perceptions/2010/10/stigmergic-collaboration-environments-matter.html">
    <title>Collaborative Thinking: Stigmergic Collaboration: Environments Matter</title>
    <dc:date>2010-10-18T17:04:28+00:00</dc:date>
    <link>http://mikeg.typepad.com/perceptions/2010/10/stigmergic-collaboration-environments-matter.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[ Most concepts of collaboration are unfortunately very document and workspace centric. We tend to think of communication as something divorced from "joint work". We tend to think of communication as "not collaboration" even though communication is what often enables the cognitive context and situational awareness necessary for all participants to work jointly together over time and space. Secondly, there has been a tremendous focus on "process" lately in E2.0 circles.]]></description>
<dc:subject>enterprise2.0 process communication collaboration context emergence structure selforganization</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:6582ac662023/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:process"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:communication"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:context"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:structure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:selforganization"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.humannetworkcompetence.de/home/2010/10/13/geneme-10-strukturen-in-wikis/?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+humannetworkcompetence%2Fcommunardo+%28Human+Network+Competence%29">
    <title>GeNeMe ‘10: Strukturen in Wikis » Strukturen, Wikis, Wiki, Nutzern, Arbeit, Nutzer » Human Network Competence</title>
    <dc:date>2010-10-18T07:00:26+00:00</dc:date>
    <link>http://www.humannetworkcompetence.de/home/2010/10/13/geneme-10-strukturen-in-wikis/?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+humannetworkcompetence%2Fcommunardo+%28Human+Network+Competence%29</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Im Vortrag zum Thema “Wie viel Struktur benötigt ein Wiki? – Fallbeispiel wikibasiertes Intranet” wurden typische Fragen bei der Einrichtung von Wikisystemen beleuchtet und Herangehensweisen für die Strukturierung eines Intranetwikis aufgezeigt.]]></description>
<dc:subject>wiki information+management architecture structure emergence adaptivity todo frogpond adoption</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:21f603ed02e5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:wiki"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:information+management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:architecture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:structure"/>
	<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:todo"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:frogpond"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:adoption"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/bigshift/2010/10/the-power-of-the-social-cloud.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+harvardbusiness%2Fbigshift+%28The+Big+Shift+on+HBR.org%29#close=1">
    <title>The Power of the Social Cloud - John Hagel III and John Seely Brown - John Hagel III and John Seely Brown - Harvard Business Review</title>
    <dc:date>2010-10-18T06:58:34+00:00</dc:date>
    <link>http://blogs.hbr.org/bigshift/2010/10/the-power-of-the-social-cloud.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+harvardbusiness%2Fbigshift+%28The+Big+Shift+on+HBR.org%29#close=1</link>
    <dc:creator>frogpond</dc:creator><dc:subject>socialsoftware+vorteile cloudcomputing collaboration innovation emergence adaptivity enterprise2.0</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:014d60563a32/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialsoftware+vorteile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:cloudcomputing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:innovation"/>
	<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:enterprise2.0"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/hbr/mcafee/2010/09/dos-and-donts-for-your-works-s.html">
    <title>Do's and Don'ts for Your Work's Social Platforms - Andrew McAfee - Harvard Business Review</title>
    <dc:date>2010-10-14T16:06:41+00:00</dc:date>
    <link>http://blogs.hbr.org/hbr/mcafee/2010/09/dos-and-donts-for-your-works-s.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[some do's, don'ts and also the grey areas ...]]></description>
<dc:subject>socialsoftware+arenen enterprise2.0 knowledgework emergence adaptivity</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:9da9d47b0d71/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialsoftware+arenen"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:knowledgework"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:adaptivity"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.steveshapiro.com/2010/10/03/cathedral-or-chaos/?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+steveshapiro+%28Steve+Shapiro%29">
    <title>Cathedral or Chaos? | Business Innovation Speaker and Consultant Stephen Shapiro</title>
    <dc:date>2010-10-08T15:32:59+00:00</dc:date>
    <link>http://www.steveshapiro.com/2010/10/03/cathedral-or-chaos/?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+steveshapiro+%28Steve+Shapiro%29</link>
    <dc:creator>frogpond</dc:creator><dc:subject>opensource collaboration emergence</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:20f0a1b365a0/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:opensource"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://pm-blog.com/2010/09/26/institutions-vs-collaboration/">
    <title>Institutions vs. collaboration…</title>
    <dc:date>2010-10-07T17:43:02+00:00</dc:date>
    <link>http://pm-blog.com/2010/09/26/institutions-vs-collaboration/</link>
    <dc:creator>frogpond</dc:creator><dc:subject>clayshirky collaboration organizations hierarchy heterarchy emergence video</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:1d2df60bdf60/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:clayshirky"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:organizations"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:hierarchy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:heterarchy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:video"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://confusedofcalcutta.com/2010/04/25/of-push-and-pull">
    <title>Of Push and Pull – confused of calcutta</title>
    <dc:date>2010-05-11T10:34:12+00:00</dc:date>
    <link>http://confusedofcalcutta.com/2010/04/25/of-push-and-pull</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[So. In summary. The Power of Pull is a masterful book, bringing together many disparate strands of thinking over the years, placing them in a grounded, measured manner within the context of the institution. It helps us move from the decreasing-returns transaction-costs hierarchical closed model of the enterprise to an increasing-returns abundance-economy networked and open model. It helps us understand the move from stocks to flows, how the boundaries of the firm must change as a result, what will happen to firms that don’t. How the right talent is attracted, how serendipitous value is created by that attraction and consequent spiking.  Annotated link http://www.diigo.com/bookmark/http%3A%2F%2Fconfusedofcalcutta.com%2F2010%2F04%2F25%2Fof-push-and-pull
]]></description>
<dc:subject>book review economics emergence serendipidity</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:159a61991437/</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:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:serendipidity"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.weiterbildungsblog.de/2010/01/27/pkm-in-2010/">
    <title>PKM in 2010 | weiterbildungsblog</title>
    <dc:date>2010-01-28T09:26:32+00:00</dc:date>
    <link>http://www.weiterbildungsblog.de/2010/01/27/pkm-in-2010/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Harold Jarche schreibt nicht nur programmatische Texte über das Trainings Department von morgen (z.B. hier). Eines seiner Steckenpferde ist Personal Knowledge Management (PKM) und hier versucht er sich an einem Modell, das Wissensarbeit in drei zentrale Bausteine zerlegt. Hinzu kommt etwas, das Jarche “enhanced serendipity” nennt
]]></description>
<dc:subject>knowledgemanagement emergence knowledgework web2.0 connectivity</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:8b918cd7d3d2/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:knowledgemanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:knowledgework"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:web2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:connectivity"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://orgtheory.wordpress.com/2009/11/05/fad-and-fashion-in-organizational-theory/">
    <title>fad and fashion in organizational theory « orgtheory.net</title>
    <dc:date>2009-11-09T18:55:57+00:00</dc:date>
    <link>http://orgtheory.wordpress.com/2009/11/05/fad-and-fashion-in-organizational-theory/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[You might want to look at my 2008 coauthored article with Eisenman in the Administrative Science Quarterly. The results of our theory development case study suggest that the long-term waves detected by Barley and Kunda may be fashion trends resulting from the accumulation of shoter-term management fashions.
]]></description>
<dc:subject>management+theory management+fad emergence theory organizational</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:8151c5d14815/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:management+theory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:management+fad"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:theory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:organizational"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://intelligent-enterprise.informationweek.com/showArticle.jhtml;jsessionid=H252K3E2CIV5XQE1GHOSKHWATMY32JVN?articleID=219400106">
    <title>Gartner Advises Enterprises To Adopt An 'Emergent Architecture'</title>
    <dc:date>2009-11-04T10:31:39+00:00</dc:date>
    <link>http://intelligent-enterprise.informationweek.com/showArticle.jhtml;jsessionid=H252K3E2CIV5XQE1GHOSKHWATMY32JVN?articleID=219400106</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[The emergent architecture approach is best summarized as "architect the lines, not the boxes, which means managing the connections between different parts of the business rather than the actual parts of the business themselves," Gartner says.

... "The traditional top-down style worked well when applied to complex, fixed functions -- that is, human artifacts, such as aircraft, ships, buildings, computers and even EA software," Robertson said. "However, it works poorly when applied to an equally wide variety of domains because they do not behave in a predictable way. The traditional approach ends up constraining the ability of an emergent domain to change because it is never possible to predict -- and architect for -- all the possible avenues of evolution."
]]></description>
<dc:subject>emergence enterprise2.0 toread socialsoftware implementation architecture</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:590b8f90af13/</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:toread"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialsoftware"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:implementation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:architecture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://infosthetics.com/archives/2009/09/wiki_growth_over_time_as_force-directed_network_layout.html">
    <title>Wiki Growth over Time as a Force-Directed Network Layout - information aesthetics</title>
    <dc:date>2009-09-18T15:08:02+00:00</dc:date>
    <link>http://infosthetics.com/archives/2009/09/wiki_growth_over_time_as_force-directed_network_layout.html</link>
    <dc:creator>frogpond</dc:creator><dc:subject>wiki analysis research visualization graphics emergence structure</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:e3d8bb65d734/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:wiki"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:analysis"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:research"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:visualization"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:graphics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:structure"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://bradapp.blogspot.com/2009/07/emergent-design-and-evolutionary.html">
    <title>Brad Appleton's ACME Blog: Emergent Design and Evolutionary Architecture - Resources</title>
    <dc:date>2009-08-15T12:43:21+00:00</dc:date>
    <link>http://bradapp.blogspot.com/2009/07/emergent-design-and-evolutionary.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[some resources on the subject of Evolutionary Architecture and Emergent Design (which is closely related to refactoring, restructuring and reengineering).
]]></description>
<dc:subject>architecture agile design emergence toread pattern reengineering development designthinking</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:782380bedf94/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:architecture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:agile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:toread"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:pattern"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:reengineering"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:designthinking"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://mindmappingsoftwareblog.com/emergent-structure-and-mind-mapping-software/">
    <title>What does emergent structure have to do with mind mapping software? - Mind Mapping Software Blog</title>
    <dc:date>2009-08-14T09:02:04+00:00</dc:date>
    <link>http://mindmappingsoftwareblog.com/emergent-structure-and-mind-mapping-software/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[With paper mind mapping it’s too easy to let go and simply focus on the core ideas of whatever it is your mind mapping.

With software mind mapping though, software vendors have given us all these bells and whistles that allow us to layout and design our mind maps. It’s quite distracting really. I know some software have brainstorming modes that allow you to quickly enter ideas, but I don’t think they go far enough.
]]></description>
<dc:subject>mindmapping creativity knowledgework emergence</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:79b3b5dd91d7/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:mindmapping"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:knowledgework"/>
	<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/2009/07/managers-are-part-of-the-culture-too.html">
    <title>informal coalitions: Managers are part of the culture too!</title>
    <dc:date>2009-07-31T17:34:04+00:00</dc:date>
    <link>http://informalcoalitions.typepad.com/informal_coalitions/2009/07/managers-are-part-of-the-culture-too.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[To treat anything in a “taken-for-granted” way can, at worst, be terminal and, at best, stifle creativity and innovation. This is not a matter of trying to ‘do away with’ these assumptions or to ‘design them out’ in some way.  They are a natural dynamic of organization - formed, reinforced and potentially changed through the ongoing conversational process of shared sense making.  But it is important for managers to raise their awareness of the patterning process. And to take responsibility for their own contribution to the patterns that emerge, as role models (good or bad!) and 'organizational symbols'.
]]></description>
<dc:subject>organizational+culture managers emergence pattern leadership decisionmaking orgapathology</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:8c0c8fe6d478/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:organizational+culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:managers"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:pattern"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:decisionmaking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:orgapathology"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.gurteen.com/gurteen/gurteen.nsf/id/T159078/">
    <title>Adventures in Complexity (10 Jun 2009) by Lesley Kuhn (Gurteen Knowledge)</title>
    <dc:date>2009-07-04T15:26:30+00:00</dc:date>
    <link>http://www.gurteen.com/gurteen/gurteen.nsf/id/T159078/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[A complexity approach removes simplistic hopes of an ordered and controllable existence where, if only we had the right ‘keys’ or ‘tools’, we would be able to fashion a successful organisation. Instead, it offers a way to identify underlying patterns of order and indicators for influencing future sustainable practice; it shows how simple recurrent rules result in complex behaviour and that ‘influential interventions’ do not take a neat cause-and-effect path but may generate unexpected outcomes.
]]></description>
<dc:subject>complexity book toread emergence</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:fb7f56106842/</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:book"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:toread"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://webworkerdaily.com/2009/04/07/coworking-stories-eclau-founder-stephanie-booth/">
    <title>Coworking Stories: Eclau Founder, Stephanie Booth</title>
    <dc:date>2009-04-15T15:33:24+00:00</dc:date>
    <link>http://webworkerdaily.com/2009/04/07/coworking-stories-eclau-founder-stephanie-booth/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Eclau members fall in two categories: “membres fixes” (”fixed” members, who have their own desk) and “membres volants” (”flying” members, who hotdesk). Some “flying” members are here very often, whereas some “fixed” members are seldom in the office — so it doesn’t really equate to “full-time” or “part-time”. Right now, I’d say we are running at about 50 percent capacity.

We don’t really have any drop-ins yet, but maybe the monthly eclau breakfasts will bring us some.
]]></description>
<dc:subject>knowledgework emergence adaptivity interview coworking</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:9761ef0e7015/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:knowledgework"/>
	<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:interview"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:coworking"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://lehawes.wordpress.com/2009/03/17/why-your-business-must-adopt-enterprise-social-software/">
    <title>Why Your Business MUST Adopt Enterprise Social Software « Together, We Can!</title>
    <dc:date>2009-04-06T15:05:04+00:00</dc:date>
    <link>http://lehawes.wordpress.com/2009/03/17/why-your-business-must-adopt-enterprise-social-software/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Employees invent work-arounds to clear hurdles such as poor user interfaces, broken business processes, and ill-informed business policies that exist in nearly every large organization.  The use of public social media by ever growing numbers of people within companies can be attributed, in large part, to the effectiveness of those tools at helping employees work around barriers to productivity.

And that is why your business must adopt enterprise social software.  Not because it provides a level of control over sensitive information, although it does do that.  The real and compelling reason to deploy  enterprise social software is because helps employees do their work.
]]></description>
<dc:subject>emergence adaptivity knowledgework socialsoftware+arenen socialsoftware+vorteile argumente enterprise2.0</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:03323cd8dfa1/</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:adaptivity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:knowledgework"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialsoftware+arenen"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialsoftware+vorteile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:argumente"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:enterprise2.0"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.innovationinpractice.com/innovation_in_practice/2009/03/innovation-anxiety.html">
    <title>Innovation in Practice: Innovation Anxiety</title>
    <dc:date>2009-03-09T15:43:35+00:00</dc:date>
    <link>http://www.innovationinpractice.com/innovation_in_practice/2009/03/innovation-anxiety.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Innovating is hard work.  Perhaps the most difficult aspect is dealing with the anxiety that comes with following a systematic innovation  method. The process forces innovators to start with uncomfortable, abstract concepts that seem silly and worthless.  These are called preinventive concepts because they occur right before the moment of innovating.  Successful innovators learn how to deal with and control the anxiety at this critical moment of invention.  But there is a catch: some are better at it than others.  Fortunately, there is a way to determine if you are more or less anxiety-ridden from these effects.

The trick to great innovation is to construct preinventive structures that have these properties: Novelty, Ambiguity, Meaningfulness, Emergence, Incongruity, Divergence
]]></description>
<dc:subject>innovationsberatung complexity psychology socialsoftware+arenen emergence innovationmanagement orgapathology</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:71ffdae9d825/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:innovationsberatung"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:psychology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialsoftware+arenen"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:innovationmanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:orgapathology"/>
</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://blog.hbs.edu/faculty/amcafee/index.php/faculty_amcafee_v3/the_enterprise_20_recovery_plan/">
    <title>Andrew McAfee: The Enterprise 2.0 Recovery Plan</title>
    <dc:date>2008-12-29T09:14:12+00:00</dc:date>
    <link>http://blog.hbs.edu/faculty/amcafee/index.php/faculty_amcafee_v3/the_enterprise_20_recovery_plan/</link>
    <dc:creator>frogpond</dc:creator><dc:subject>enterprise2.0 socialsoftware implementation changemanagement emergence strategy mcafee</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:96c322461ab3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialsoftware"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:implementation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:changemanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:mcafee"/>
</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://www.experientia.com/blog/tinkering-as-a-way-of-knowing/">
    <title>Putting people first » Tinkering as a way of knowing</title>
    <dc:date>2008-10-30T17:47:35+00:00</dc:date>
    <link>http://www.experientia.com/blog/tinkering-as-a-way-of-knowing/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[tinkering as a way of knowing following a recent conference on the same topic. It is highly recommended reading:
    “You can define tinkering in part in contrast to other activities. Mitch Resnick, for example, talks about how traditional technology-related planning is top-down, linear, structured, abstract, and rules-based, while tinkering is bottom-up, iterative, experimental, concrete, and object-oriented.”
]]></description>
<dc:subject>problem-solving methoden emergence thinking</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:a3621dd38267/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:problem-solving"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:methoden"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:thinking"/>
</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://blogs.sun.com/jonathan_de/entry/linkedin_setzt_auf_mysql">
    <title>Jonathan Schwartz's Weblog über Open-Source U-Boote</title>
    <dc:date>2008-10-08T06:53:57+00:00</dc:date>
    <link>http://blogs.sun.com/jonathan_de/entry/linkedin_setzt_auf_mysql</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Ich erlebe diese „unsichtbare Macht“ von Open Source bei fast allen Kunden, die ich treffe – überall gibt es Communities, deren Mitglieder sich ihrem Arbeitgeber gegenüber verpflichtet fühlen und die eigene Produktivität sowie die von Kollegen sehr ernst nehmen. Diese Communities lösen Probleme – innerhalb einzelner Unternehmen, aber auch branchenübergreifend – ohne dass die Einkaufsabteilung eingeschaltet wird (wobei Richtlinien in Bezug auf Datenschutz, geistiges Eigentum und Softwarelizenzen streng eingehalten werden). Sie tragen also zweifellos zur Wertschöpfung bei
]]></description>
<dc:subject>opensource informal+organization emergence project maverick</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:ad5712e59498/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:opensource"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:informal+organization"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:project"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:maverick"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.innosight.com/blog/244-emergent-strategy-at-hitachi.html">
    <title>Emergent Strategy at Hitachi</title>
    <dc:date>2008-10-07T15:24:43+00:00</dc:date>
    <link>http://www.innosight.com/blog/244-emergent-strategy-at-hitachi.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[while many companies have no shortage of innovative ideas, they face challenges bringing them to market in large part because predicting the ideal market for a truly novel idea is no easy task. The ideal approach we advocate is typically an emergent strategy, a process that allows flexibility and rapid learning around finding the right market without exhausting a company’s resources.
]]></description>
<dc:subject>emergence strategy strategy-making adaptivity disruptive innovation innovationsberatung</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:73fc4c845261/</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:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:strategy-making"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:adaptivity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:disruptive"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:innovationsberatung"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.abanet.org/lpm/lpt/articles/mgt08081.shtml">
    <title>The End of 'Command Control' Approaches to Knowledge Management?</title>
    <dc:date>2008-09-01T13:50:14+00:00</dc:date>
    <link>http://www.abanet.org/lpm/lpt/articles/mgt08081.shtml</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[could be labeled as the demise of 'command and control' approaches to KM. This is sometimes referred to as the rise of 'emergent collaboration', which is linked to so-called 'Enterprise 2.0' web technologies
]]></description>
<dc:subject>knowledgemanagement casestudy management emergence adaptivity connectivity collaboration trends</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:c267c682c30a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:knowledgemanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:casestudy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:management"/>
	<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:li rdf:resource="https://pinboard.in/u:frogpond/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:trends"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://wirres.net/article/articleview/4944/1/6/">
    <title>vielfalt, chaos, freiheit - fachdings für dingens</title>
    <dc:date>2008-07-17T14:24:27+00:00</dc:date>
    <link>http://wirres.net/article/articleview/4944/1/6/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[aber um sie zu verstehen braucht man geduld, beobachtungsgabe und -willen und werkzeuge. werkzeuge, die einem helfen sich zu orientieren. werkzeuge, die unsichtbares zutage fördern.
]]></description>
<dc:subject>internet netculture emergence complexity information-overload</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:f0bd2e0b6bb3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:internet"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:netculture"/>
	<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:information-overload"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.thestandard.com/predictions">
    <title>Predictions | The Industry Standard</title>
    <dc:date>2008-07-17T09:17:04+00:00</dc:date>
    <link>http://www.thestandard.com/predictions</link>
    <dc:creator>frogpond</dc:creator><dc:subject>prediction-markets emergence</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:ea7cb803258d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:prediction-markets"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.emergent-innovation.com/">
    <title>www.emergent-innovation.com</title>
    <dc:date>2008-07-16T12:20:39+00:00</dc:date>
    <link>http://www.emergent-innovation.com/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[mal beobachten
]]></description>
<dc:subject>emergence innovation todo consulting</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:c6c38e0021a4/</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:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:todo"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:consulting"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.fundneider.de/archives/2008/07/visiting_google_zurich.html">
    <title>Visiting Google Zürich</title>
    <dc:date>2008-07-16T12:19:26+00:00</dc:date>
    <link>http://blog.fundneider.de/archives/2008/07/visiting_google_zurich.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[The guiding vision or values that had to be translated into tangible outcomes. This thinking has many overlaps with our developed framework of emergent innovation, especially with the concept of enabling spaces
]]></description>
<dc:subject>google case_study emergence creativity design architecture innovation knowledgework work psychology</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:02628bc8d55f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:google"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:case_study"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:architecture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:knowledgework"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:psychology"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://craig.cmehil.com/2008/07/social-networks-building-with-zero.html">
    <title>Social Networks, building with zero resources</title>
    <dc:date>2008-07-14T16:38:39+00:00</dc:date>
    <link>http://craig.cmehil.com/2008/07/social-networks-building-with-zero.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[In essence we are putting the raw nuts and bolts behind the concept of a social network in place to let the community find each other
]]></description>
<dc:subject>socialnetworks socialsoftware+arenen wikis case_study sap emergence implementation communities</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:6a97aec8c581/</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:socialsoftware+arenen"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:wikis"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:case_study"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:sap"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:implementation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:communities"/>
</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://www.bpb.de/methodik/J4X0OC,0,0,Anzeige_einer_Methode.html?mid=267">
    <title>Open Space</title>
    <dc:date>2008-07-05T15:58:14+00:00</dc:date>
    <link>http://www.bpb.de/methodik/J4X0OC,0,0,Anzeige_einer_Methode.html?mid=267</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Methode für Grossgruppen: Open Space ist eine lebendige Konferenzmethode, bei der zu einem Rahmenthema bzw. einem Problem selbstgesteuert und selbstbestimmt Lösungsansätze erarbeitet sowie Veränderungsprozesse in Gang gesetzt und bewältigt werden.
]]></description>
<dc:subject>methoden conferencing changemanagement emergence</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:305ffb6337ea/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:methoden"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:conferencing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:changemanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.hyperorg.com/blogger/2008/06/27/reboot-jyri-engestrom-on-nodal-points/">
    <title>Joho the Blog » [reboot] Jyri Engestrom on “Nodal Points”</title>
    <dc:date>2008-07-03T08:07:05+00:00</dc:date>
    <link>http://www.hyperorg.com/blogger/2008/06/27/reboot-jyri-engestrom-on-nodal-points/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[This is what I felt when I was using del.icio.us with a lot of tags, as if del.icio.us database was a predictive market.

Folksonomy helps to enlighten patterns, IMHO, and common tags and their evolutions make trends visible.
]]></description>
<dc:subject>reboot10 jaiku socialnetworks research emergence folksonomy</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:7f282ccb3f32/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:reboot10"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:jaiku"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialnetworks"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:research"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:folksonomy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://chieftech.blogspot.com/2008/06/traffic-unrules-can-we-apply-these.html">
    <title>ChiefTech: Traffic unrules - can we apply these patterns to enterprise IT?</title>
    <dc:date>2008-07-03T08:02:55+00:00</dc:date>
    <link>http://chieftech.blogspot.com/2008/06/traffic-unrules-can-we-apply-these.html</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Bohmte, a town in Germany, has abolished road signs in an effort to reduce accidents. Sounds a bit like a wiki-style approach to sharing the road, don't you think?
]]></description>
<dc:subject>enterprise2.0 emergence adaptivity inspiration</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:68583a246a11/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:enterprise2.0"/>
	<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:inspiration"/>
</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.ikiw.org/2008/06/10/people-don%E2%80%99t-want-a-door-with-32-different-kinds-of-handles/">
    <title>(with wikis et al.) &quot;People don’t want a door with 32 different kinds of handles”</title>
    <dc:date>2008-06-20T11:57:33+00:00</dc:date>
    <link>http://www.ikiw.org/2008/06/10/people-don%E2%80%99t-want-a-door-with-32-different-kinds-of-handles/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[On simplicity driving adoption of social tools - great metaphor too - From an architectural standpoint, software that’s simple on day one, and highly extensible with plugins & extensions is at the heart of this principle because people can always begin
]]></description>
<dc:subject>architecture simplicity emergence knowledgework wiki socialsoftware+vorteile design adoption adaptivity</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:7375954a0321/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:architecture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:simplicity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:knowledgework"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:wiki"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialsoftware+vorteile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:adoption"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:adaptivity"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://keithsawyer.wordpress.com/2008/05/16/is-innovation-a-business-process/">
    <title>Is Innovation a “Business Process”? « Creativity &amp; Innovation</title>
    <dc:date>2008-05-19T09:05:34+00:00</dc:date>
    <link>http://keithsawyer.wordpress.com/2008/05/16/is-innovation-a-business-process/</link>
    <dc:creator>frogpond</dc:creator><dc:subject>bpm creativity innovation innovationmanagement process emergence</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:70c325fd5cc0/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:bpm"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:creativity"/>
	<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:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.ikiw.org/2008/04/24/sage-advice-on-wiki-adoption-the-pitfalls/">
    <title>Sage Advice on Wiki Adoption: The Pitfalls</title>
    <dc:date>2008-05-06T16:39:15+00:00</dc:date>
    <link>http://www.ikiw.org/2008/04/24/sage-advice-on-wiki-adoption-the-pitfalls/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[If you focus on giving people access, guidance, and motivation vs. rules, consequences, and quotas, they’ll deliver a stunning amount of success
]]></description>
<dc:subject>adoption enterprise2.0 socialsoftware wiki leadership emergence organization structure</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:c5c2d4a9b223/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:adoption"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialsoftware"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:wiki"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:organization"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:structure"/>
</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.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://blog.hbs.edu/faculty/amcafee/index.php/faculty_amcafee_v3/enterprise_20_vs_soa/">
    <title>Enterprise 2.0 vs. SOA</title>
    <dc:date>2008-01-31T08:37:11+00:00</dc:date>
    <link>http://blog.hbs.edu/faculty/amcafee/index.php/faculty_amcafee_v3/enterprise_20_vs_soa/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[it's critical for leaders to be clear about when they're imposing structure and when they're letting it emerge.  And considering SOA and Enterprise 2.0 to be somehow parallel philosophies, [...] is a great way to lose that clarity.
]]></description>
<dc:subject>soa web2.0 enterprise2.0 socialsoftware collaboration analysis definition emergence</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:4f657a77fd5a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:soa"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:web2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialsoftware"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:analysis"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:definition"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://papers.ssrn.com/sol3/papers.cfm?abstract_id=755904">
    <title>SSRN-The Wiki and the Blog: Toward a Complex Adaptive Intelligence Community by D. Andrus</title>
    <dc:date>2007-12-06T13:49:54+00:00</dc:date>
    <link>http://papers.ssrn.com/sol3/papers.cfm?abstract_id=755904</link>
    <dc:creator>frogpond</dc:creator><dc:subject>eads wiki blog cia collaboration emergence intelligence socialsoftware</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:85e260214304/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:eads"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:wiki"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:blog"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:cia"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:intelligence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialsoftware"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://joitskehulsebosch.blogspot.com/2007/10/between-ears-three-myths-about.html">
    <title>'Between the Ears'; Three myths about communities of practice</title>
    <dc:date>2007-10-31T20:41:51+00:00</dc:date>
    <link>http://joitskehulsebosch.blogspot.com/2007/10/between-ears-three-myths-about.html</link>
    <dc:creator>frogpond</dc:creator><dc:subject>communitiesofpractice emergence toread</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:0bac17bd5c9f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:communitiesofpractice"/>
	<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://www.fastforwardblog.com/2007/10/16/the-problem-of-emergence/">
    <title>The problem of emergence: Enterprise 2.0 Blog: News, Coverage, and Commentary</title>
    <dc:date>2007-10-22T21:18:25+00:00</dc:date>
    <link>http://www.fastforwardblog.com/2007/10/16/the-problem-of-emergence/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Transplanting those experiences inside the boundaries of the organization is no simple task. What works at the scale of the public internet may not generate sufficient momentum within the confines of a single organization.
]]></description>
<dc:subject>enterprise2.0 emergence implementation adoption</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:a2f3458b7192/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:implementation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:adoption"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.socialmediatoday.com/SMC/19020">
    <title>Wrike: Flexible Enterprise 2.0 Project Management</title>
    <dc:date>2007-10-22T20:29:04+00:00</dc:date>
    <link>http://www.socialmediatoday.com/SMC/19020</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Second, the organization is flexible. With a tool like MS project, a team will spend a lot of time creating a single hierarchy to govern project tasks. Then they are mostly stuck with it.
]]></description>
<dc:subject>projectmanagement web2.0 enterprise2.0 tools socialsoftware+vorteile adaptivity emergence</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:9aa9be9e25b1/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:projectmanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:web2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:tools"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialsoftware+vorteile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:adaptivity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:emergence"/>
</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://wordofpie.wordpress.com/2007/10/18/ecm-20-using-the-emergent-approach/">
    <title>ECM 2.0 using the Emergent Approach « Word of Pie</title>
    <dc:date>2007-10-22T09:33:35+00:00</dc:date>
    <link>http://wordofpie.wordpress.com/2007/10/18/ecm-20-using-the-emergent-approach/</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[make the technology accessible and less restrictive. This leads to viral acceptance pattern.
]]></description>
<dc:subject>emergence adoption socialsoftware implementation ecm</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:7eb1c2c1ca64/</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:adoption"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:socialsoftware"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:implementation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:ecm"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://incsub.org/soulsoup/?p=958">
    <title>Information R/evolution</title>
    <dc:date>2007-10-20T20:15:31+00:00</dc:date>
    <link>http://incsub.org/soulsoup/?p=958</link>
    <dc:creator>frogpond</dc:creator><description><![CDATA[Problems with folders and metadata – that’s a closed system, somebody else define the taxonomy. Theory of entropy proves itself when the closed system of folders and metadata goes into a complete chaotic mode.
]]></description>
<dc:subject>emergence folksonomy taxonomy video tolisten</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:e0f85d33f9c6/</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:folksonomy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:taxonomy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:video"/>
	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:tolisten"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.weiterbildungsblog.de/archives/001632.html">
    <title>www.weiterbildungsblog.de: Communties of Practice</title>
    <dc:date>2007-10-11T12:13:52+00:00</dc:date>
    <link>http://www.weiterbildungsblog.de/archives/001632.html</link>
    <dc:creator>frogpond</dc:creator><dc:subject>communitiesofpractice emergence toread</dc:subject>
<dc:identifier>https://pinboard.in/u:frogpond/b:6e36ac471fd4/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:frogpond/t:communitiesofpractice"/>
	<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>
</rdf:RDF>