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  </channel><item rdf:about="https://complexityandmanagement.wordpress.com/2016/12/18/so-what-shall-we-do/#more-1290">
    <title>So what shall we do? | Complexity &amp; Management Centre</title>
    <dc:date>2016-12-18T23:03:43+00:00</dc:date>
    <link>https://complexityandmanagement.wordpress.com/2016/12/18/so-what-shall-we-do/#more-1290</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[So what shall we do? (Read a bit more Adorno and Dewey for starters...) #complexity #management  ]]></description>
<dc:subject>complexity management</dc:subject>
<dc:source>https://twitter.com/</dc:source>
<dc:identifier>https://pinboard.in/u:gordonr/b:b9119b912197/</dc:identifier>
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<item rdf:about="https://twitter.com/christianbason/status/686943333701292032/photo/1">
    <title>Twitter</title>
    <dc:date>2016-01-12T16:10:28+00:00</dc:date>
    <link>https://twitter.com/christianbason/status/686943333701292032/photo/1</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Exactly. @timselders sharing points on #design #management for #plus @designcentret @DanskIndustri ]]></description>
<dc:subject>plus design management</dc:subject>
<dc:source>https://twitter.com/</dc:source>
<dc:identifier>https://pinboard.in/u:gordonr/b:83418d39c7f3/</dc:identifier>
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</item>
<item rdf:about="http://www.kmjn.org/notes/funsultants_and_gamification.html">
    <title>Funsultants, gamification, and work as play</title>
    <dc:date>2012-09-17T22:25:25+00:00</dc:date>
    <link>http://www.kmjn.org/notes/funsultants_and_gamification.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Instead of trying to organize the workplace as a game, why not just organize it like a workplace, and, you know, pay people to do a job? The two main reasons seem to be: 1) a hope that there exist non-monetary incentives that elicit additional labor (to avoid having to pay out as many monetary incentives); and 2) a worry that certain kinds of productivity are simply impossible to monetarily incentivize, and instead require somehow producing intrinsically motivated, happy workers.]]></description>
<dc:subject>management theory play work funsultants gamification</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:fe0eab07071b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:funsultants"/>
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</item>
<item rdf:about="http://herkules.oulu.fi/isbn9514267303/html/x820.html">
    <title>Model of commitment nets</title>
    <dc:date>2012-09-06T18:56:42+00:00</dc:date>
    <link>http://herkules.oulu.fi/isbn9514267303/html/x820.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Inspired by the writings of Winograd, Flores and Spinosa (Winograd & Flores 1987, Flores & Spinosa 1998) the concept of commitment nets emerged. Commitment net is a net of commitment characteristics and their relationships, which together describe the process of commitment. The characteristics, relationships and actors acting them out are identified and described in this section on the basis of the analysis.]]></description>
<dc:subject>commitmentnet flores management hr change net commitment</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:c41991d7c949/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:commitmentnet"/>
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<item rdf:about="http://herkules.oulu.fi/isbn9514267303/html/x627.html">
    <title>Summary - towards a typology of commitment</title>
    <dc:date>2012-09-06T18:55:38+00:00</dc:date>
    <link>http://herkules.oulu.fi/isbn9514267303/html/x627.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Commitment is a state of attachment that defines the relationship between an actor (an individual, a group or an organization) and an entity (commitment target). This relationships takes different forms (affective, continuance, normative and instrumental) which share certain common aspects (focus, strength, terms and durability) in all the forms of commitment.]]></description>
<dc:subject>theory research definition hr management change commitment</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:7c68edee2cb4/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:theory"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:definition"/>
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</item>
<item rdf:about="http://herkules.oulu.fi/isbn9514267303/html/index.html">
    <title>The Role of Commitment in Software Process Improvement</title>
    <dc:date>2012-09-06T18:37:41+00:00</dc:date>
    <link>http://herkules.oulu.fi/isbn9514267303/html/index.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[On this basis, this thesis suggests that the commitment phenomenon is better explained through what can be called strategic, operational and personal commitment nets. This framework can be used for analyzing the unfolding and alteration of commitment towards a specific entity, in this case a software process improvement endeavor, through time and changing circumstances.]]></description>
<dc:subject>flores critique hr management change networks commitment</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:498e41244c25/</dc:identifier>
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</item>
<item rdf:about="http://herkules.oulu.fi/isbn9514267303/html/c677.html">
    <title>The Dynamic structure of the commitment process</title>
    <dc:date>2012-09-06T18:26:55+00:00</dc:date>
    <link>http://herkules.oulu.fi/isbn9514267303/html/c677.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Conner and Patterson (1982) argue that the process of building employees’ commitment to change can be represented as a causal model, through which an organization(al unit) as a whole is taken. Therefore, we are dealing here with a commitment model for the organizational level. The components and processes in the model, however, imply changes at the individual level. Thus, as will be shown, the unit of analysis remains unclear to the reader. Due to the fact that the boundaries between organization and individual fail to be clearly defined, it is often difficult to work out who is the actor in the model. Therefore, there may be some ambiguity in the following description of the model dynamics. The following model, see Fig. 5, also shows the hypothesized outcome for each stage if the stage is not adequately completed.]]></description>
<dc:subject>management hr critique order model linear commitment</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:80fcafad65df/</dc:identifier>
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</item>
<item rdf:about="http://mikeclayton.wordpress.com/2011/11/16/falling-off-the-curve-six-ways-your-change-project-can-fail/">
    <title>Falling off the Curve: Six Ways your Change Project can Fail | Shift Happens!</title>
    <dc:date>2012-09-06T18:21:39+00:00</dc:date>
    <link>http://mikeclayton.wordpress.com/2011/11/16/falling-off-the-curve-six-ways-your-change-project-can-fail/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[The Patterson-Connor Commitment Curve is an excellent model of the stages of change.  However, for me, its greatest use is in understanding and predicting the modes of failure.  A lot of learning research shows we learn best from our failures, so I speculate that we may plan best when we identify failure modes and plan for them.  At the very least, this approach addresses planning fallacy (irrational belief that our plans are somehow “right”) head on!]]></description>
<dc:subject>management hr change curve commitment</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:d2dde85cd617/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:curve"/>
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</item>
<item rdf:about="http://www.amazon.com/The-Connected-Company-ebook/dp/B008EKF8PA/ref=tmm_kin_title_0">
    <title>RT @ourfounder: The Connected Company by @davegray now in kindle http://t.co/qGDhQMZY #management #agile #communication</title>
    <dc:date>2012-08-31T14:56:13+00:00</dc:date>
    <link>http://www.amazon.com/The-Connected-Company-ebook/dp/B008EKF8PA/ref=tmm_kin_title_0</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[RT @ourfounder: The Connected Company by @davegray now in kindle http://t.co/qGDhQMZY #management #agile #communication]]></description>
<dc:subject>agile via:packrati.us management communication connecte</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:f7b7386e6310/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:via:packrati.us"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:communication"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:connecte"/>
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</item>
<item rdf:about="http://www.cooper.com/journal/2011/02/lean_ux_product_stewardship_an.html/">
    <title>The Cooper Journal: Lean UX, Product Stewardship, and Integrated Teams</title>
    <dc:date>2012-08-30T21:27:15+00:00</dc:date>
    <link>http://www.cooper.com/journal/2011/02/lean_ux_product_stewardship_an.html/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Lean UX, Product Stewardship, and Integrated Teams]]></description>
<dc:subject>management product lean ux leanux</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:9669d39281f2/</dc:identifier>
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<item rdf:about="http://ourfounder.typepad.com/leblog/2012/02/speaking-from-power-in-an-uncertain-worldcollaberwocky-episode-3.html">
    <title>Evolving Web: Speaking from Power in an Uncertain WorldCollaberwocky Episode 3</title>
    <dc:date>2012-03-23T22:19:05+00:00</dc:date>
    <link>http://ourfounder.typepad.com/leblog/2012/02/speaking-from-power-in-an-uncertain-worldcollaberwocky-episode-3.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Are you a manager trying to get by in a flat or agile company?

Do you find the role of manager repeatedly maligned?

This is more than just “It’s lonely in the middle.” There are significant positive shifts in making the workplace more productive, efficient and effective. However, each of these shifts has been accompanied by changes in roles – and these changes are rarely clearly spelled out.

In Episode 3 of Collaberwocky, Jabe Bloom, Corey Ladas, and I discuss how to speak from power in this new uncertain world.]]></description>
<dc:subject>video uncertainty jimbenson jabebloom management agile</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:b6b472eb3b8b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:video"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:uncertainty"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:jimbenson"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:jabebloom"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:agile"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.managementexchange.com/video/gary-hamel-reinventing-technology-human-accomplishment">
    <title>Gary Hamel: Reinventing the Technology of Human Accomplishment | Management Innovation eXchange</title>
    <dc:date>2012-03-20T23:43:21+00:00</dc:date>
    <link>http://www.managementexchange.com/video/gary-hamel-reinventing-technology-human-accomplishment</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Watch Gary Hamel, celebrated management thinker and author and co-founder of the Management Innovation eXchange (MIX), make the case for reinventing management for the 21st century. In this fast-paced, idea-packed, 15-minute video essay, Hamel paints a vivid picture of what it means to build organizations that are fundamentally fit for the future—resilient, inventive, inspiring and accountable. "Modern” management is one of humanity’s most important inventions, Hamel argues. But it was developed more than a century ago to maximize standardization, specialization, hierarchy, control, and shareholder interests. While that model delivered an immense contribution to global prosperity, the values driving our most powerful institutions are fundamentally at odds with those of this age—zero-sum thinking, profit-obsession, power, conformance, control, hierarchy, and obedience don’t stand a chance against community, interdependence, freedom, flexibility, transparency, meritocracy]]></description>
<dc:subject>garyhamel video innovation management</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:076f17e598c3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:garyhamel"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:video"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.cognitive-edge.com/blogs/dave/2012/01/rose_tinting.php">
    <title>Rose tinting</title>
    <dc:date>2012-02-04T01:17:58+00:00</dc:date>
    <link>http://www.cognitive-edge.com/blogs/dave/2012/01/rose_tinting.php</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[presents and futures]]></description>
<dc:subject>cynefin complexity snowden change management complicated</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:f16fa601e4ad/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:cynefin"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:snowden"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:complicated"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://en.wikipedia.org/wiki/Critical_management_studies">
    <title>Critical management studies - Wikipedia, the free encyclopedia</title>
    <dc:date>2012-01-26T20:05:38+00:00</dc:date>
    <link>http://en.wikipedia.org/wiki/Critical_management_studies</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Critical management studies (CMS) is a loose but extensive grouping of politically left wing and theoretically informed critiques of management, business and organisation, grounded originally in a critical theory perspective. Today it encompasses a wide range of perspectives that are critical of traditional theories of management and the business schools that generate these theories.]]></description>
<dc:subject>organizational academia theory criticaltheory management</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:7313ce9ef034/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:organizational"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:academia"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:theory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:criticaltheory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://community-roundtable.com/2009/06/the-community-maturity-model/">
    <title>The Community Roundtable's Community Maturity Model</title>
    <dc:date>2011-07-04T19:35:04+00:00</dc:date>
    <link>http://community-roundtable.com/2009/06/the-community-maturity-model/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[This model does two things. First, it defines the eight competencies we think are required for successful community management. Second, it attempts – at a high level – to articulate how these competencies progress from organizations without community management that are still highly hierarchical to those that have embraced a networked business ecosystem approach to their entire organization.]]></description>
<dc:subject>community enterprise2.0 model hierarchy management communitymanager network</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:0744c3a5201f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:community"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:model"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:hierarchy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:communitymanager"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:network"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.mckinseyquarterly.com/Organization/Strategic_Organization/To_centralize_or_not_to_centralize_2815">
    <title>To centralize or not to centralize? - McKinsey Quarterly - Organization - Strategic Organization</title>
    <dc:date>2011-06-10T18:30:34+00:00</dc:date>
    <link>https://www.mckinseyquarterly.com/Organization/Strategic_Organization/To_centralize_or_not_to_centralize_2815</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[It’s a hard call made harder by power struggles. CEOs can force a more thoughtful debate by asking three critical questions.]]></description>
<dc:subject>centralize decentralize organizational design structure management mckinsey</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:dda5619ecdaf/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:centralize"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:decentralize"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:organizational"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:structure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:mckinsey"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://customerking.it/2011/05/20/interview-acm-with-keith-swenson/?lang=en">
    <title>Interview with Keith Swenson on Adaptive Case Management |</title>
    <dc:date>2011-06-08T17:12:28+00:00</dc:date>
    <link>http://customerking.it/2011/05/20/interview-acm-with-keith-swenson/?lang=en</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[ACM is more of a concept than a product category. I think it is best to define it as the software the knowledge workers use for themselves to get things done.  Knowledge workers were not being served by traditional BPM, because knowledge work is unpredictable.]]></description>
<dc:subject>acm adaptivecasemanagement case management interview</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:7e19b2bf60da/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:acm"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:adaptivecasemanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:case"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:interview"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/johnson/2011/06/collaboration-is-risky-now-get.html">
    <title>Collaboration Is Risky. Now, Get on with It. - Whitney Johnson - Harvard Business Review</title>
    <dc:date>2011-06-08T00:22:31+00:00</dc:date>
    <link>http://blogs.hbr.org/johnson/2011/06/collaboration-is-risky-now-get.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[While barriers to collaboration are manifold, the underlying deterrent is lack of trust. When we're willing to do the work of finding collaborators with whom we can entrust both our expertise, and lack thereof, we can create something much grander than we could have on our own — the reward will be more than worth the risk.]]></description>
<dc:subject>collaboration trust leadership management hbr</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:b05b05b4ef4e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:trust"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:hbr"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.imaginiz.com/provocative/metaphors/models.html">
    <title>Imaginization: Provocative Ideas</title>
    <dc:date>2011-06-07T23:41:43+00:00</dc:date>
    <link>http://www.imaginiz.com/provocative/metaphors/models.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[The six templates provide rough models against which people can identify the characteristics of their own organizations or organizational subunits and understand the generic nature of their particular difficulties in managing organizational change]]></description>
<dc:subject>organization management model garethmorgan design metaphor theory</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:e9eb70fc0985/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:organization"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:model"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:garethmorgan"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:metaphor"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:theory"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.managementexchange.com/blog/m-prize/management-20-challenge">
    <title>The Management 2.0 Challenge | Management Innovation eXchange</title>
    <dc:date>2011-05-26T20:10:24+00:00</dc:date>
    <link>http://www.managementexchange.com/blog/m-prize/management-20-challenge</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[The management model that predominates in most organizations has its roots in the early 20th century.  At that time, management innovators were focused on the challenge of achieving efficiency at scale. Their solution was the bureaucratic organization, with its emphasis on standardization, specialization, hierarchy, conformance, and control.  These principles comprise the philosophical foundations of Management 1.0, and are deeply baked into management mindsets and processes. In virtually every organization, one finds that power cascades down, that strategies get set at the top, that tasks are assigned and not chosen, that supervisors review subordinates rather than the other way around, that control is imposed, and that senior executives allocate resources.]]></description>
<dc:subject>management mckinsey garyhamel hbr innovation</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:229033ad555b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:mckinsey"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:garyhamel"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:hbr"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.inc.com/magazine/20110401/jason-fried-why-i-run-a-flat-company.html">
    <title>Why I Run a Flat Company | Jason Fried of Inc.com</title>
    <dc:date>2011-04-21T22:32:01+00:00</dc:date>
    <link>http://www.inc.com/magazine/20110401/jason-fried-why-i-run-a-flat-company.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[At 37signals, however, we have a different position on ambition. We're not big fans of what I consider "vertical" ambition—that is, the usual career-path trajectory, in which a newbie moves up the ladder from associate to manager to vice president over a number of years of service. On the other hand, we revere "horizontal" ambition—in which employees who love what they do are encouraged to dig deeper, expand their knowledge, and become better at it. We always try to hire people who yearn to be master craftspeople, that is, designers who want to be great designers, not managers of designers; developers who want to master the art of programming, not management]]></description>
<dc:subject>hierarchy management 37signals organization design</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:20352c417562/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:hierarchy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:37signals"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:organization"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:design"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://en.wikipedia.org/wiki/Contingency_theory">
    <title>Contingency theory - Wikipedia, the free encyclopedia</title>
    <dc:date>2011-04-13T16:48:36+00:00</dc:date>
    <link>http://en.wikipedia.org/wiki/Contingency_theory</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Contingency theory is a class of behavioral theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. Several contingency approaches were developed concurrently in the late 1960s.]]></description>
<dc:subject>organization design theory contingency structure management HR business</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:6d0edcaaf5da/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:organization"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:theory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:contingency"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:structure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:HR"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/bigshift/2010/04/are-all-employees-knowledge-wo.html">
    <title>Are All Employees Knowledge Workers? - John Hagel III, John Seely Brown and Lang Davison - John Hagel III and John Seely Brown - Harvard Business Review</title>
    <dc:date>2011-04-01T23:13:24+00:00</dc:date>
    <link>http://blogs.hbr.org/bigshift/2010/04/are-all-employees-knowledge-wo.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[We live in a world of haves and have nots. No, not the kind you might imagine. These people reside within our companies. We increasingly group the people in our firms into two classes: those who have knowledge and talent and, by implication, those who do not. This segmentation is misleading and damaging to firms in the long run.]]></description>
<dc:subject>knowledge management johnhagel johnseelybrown hbr enterprise2.0</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:1ddcf9b04052/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:knowledge"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:johnhagel"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:johnseelybrown"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:hbr"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:enterprise2.0"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.facetpublishing.co.uk/title.php?id=734-0">
    <title>The Intranet Management Handbook - facet publishing</title>
    <dc:date>2011-03-01T22:34:52+00:00</dc:date>
    <link>http://www.facetpublishing.co.uk/title.php?id=734-0</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Despite the widespread implementation of intranets over the last few years there is virtually no professional literature available on intranet management to which to turn for ideas and examples of good practice. This book fills that gap, offering a wealth of practical advice on intranet management, based on the work of the author as an intranet consultant over the past fifteen years.]]></description>
<dc:subject>martinwhite intranet book management governance handbook</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:08945a971c72/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:martinwhite"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:intranet"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:book"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:governance"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:handbook"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://37signals.com/svn/posts/1686-the-lifestyle-business-bullshit">
    <title>The lifestyle business bullshit - (37signals)</title>
    <dc:date>2010-08-20T19:39:13+00:00</dc:date>
    <link>http://37signals.com/svn/posts/1686-the-lifestyle-business-bullshit</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[We’re living proof that you can work much less than popular entrepreneur lore would have you believe and still run a very successful, multi-million dollar business. And still have time for taking flying lessons, learning to play the guitar, nurture your garden, go hiking, enjoy cooking, socialize with people outside your tech circle
]]></description>
<dc:subject>lifestyle business 37signals management ent entrepreneurship</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:fea4a6fd1599/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:lifestyle"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:37signals"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:ent"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:entrepreneurship"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://bhorowitz.com/2010/07/02/why-ceos-should-tell-it-like-it-is/">
    <title>CEOs Should Tell It Like It Is // ben's blog</title>
    <dc:date>2010-07-13T23:56:47+00:00</dc:date>
    <link>http://bhorowitz.com/2010/07/02/why-ceos-should-tell-it-like-it-is/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[In any human interaction, the required amount of communication is inversely proportional to the level of trust
]]></description>
<dc:subject>ceo blog leadership management trust</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:651c035b8339/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:ceo"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:blog"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:trust"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.panic.com/blog/2010/03/the-panic-status-board/">
    <title>Panic Blog » The Panic Status Board</title>
    <dc:date>2010-04-01T02:22:50+00:00</dc:date>
    <link>http://www.panic.com/blog/2010/03/the-panic-status-board/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[So, with partial inspiration, Neven, Steve and I built the Panic Status Board. Take a secret, sneek peek:
]]></description>
<dc:subject>panic visualization kpis management</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:70db0fb7acf5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:panic"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:visualization"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:kpis"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.mkbergman.com/871/brown-bag-lunch-untapped-assets-the-3-trillion-value-of-us-documents/">
    <title>Brown Bag Lunch: Untapped Assets: The $3 Trillion Value of US Documents » AI3:::Adaptive Information</title>
    <dc:date>2010-03-31T00:19:27+00:00</dc:date>
    <link>http://www.mkbergman.com/871/brown-bag-lunch-untapped-assets-the-3-trillion-value-of-us-documents/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Today, in the advanced knowledge economy of the United States, the information contained within documents represents about a third of total gross domestic product, or an amount of about $3.3 trillion annually. Yet our understanding of the value of documents and the means to manage them is abysmal. These failures impact enterprises of all sizes from the standpoints of revenues, profitability and reputation. Continued national productivity growth — and thus the wealth of all citizens — depends critically on understanding and managing these document values.
]]></description>
<dc:subject>document management ROI value economics whitepaper mkbergman structureddyanmics enterprise</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:60b1fdb75226/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:document"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:ROI"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:value"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:whitepaper"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:mkbergman"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:structureddyanmics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:enterprise"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.businessweek.com/managing/content/mar2010/ca20100326_853735.htm">
    <title>Is Your Company's Intranet a Digital Landfill? - BusinessWeek</title>
    <dc:date>2010-03-30T22:41:30+00:00</dc:date>
    <link>http://www.businessweek.com/managing/content/mar2010/ca20100326_853735.htm</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Intranets are supposed to make life easier for businesses, but a lack of expert management often hinders them from fulfilling their promise
]]></description>
<dc:subject>intranet management content strategy garbage dump</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:33bf3adfa4b6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:intranet"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:content"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:garbage"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:dump"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/hmu/2010/02/when-you-think-the-strategy-is.html?cm_mmc=npv-_-TOPICEMAIL-_-FEB_2010-_-STRATEGY&amp;referral=00210">
    <title>When You Think the Strategy is Wrong - Best Practices - Harvard Business Review</title>
    <dc:date>2010-02-24T00:50:58+00:00</dc:date>
    <link>http://blogs.hbr.org/hmu/2010/02/when-you-think-the-strategy-is.html?cm_mmc=npv-_-TOPICEMAIL-_-FEB_2010-_-STRATEGY&amp;referral=00210</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Chances are that at some point in your career you've been asked to implement a strategy that was developed by someone other than yourself. A manager's job is to implement that strategy, and to be sure that her team, unit, or department executes well. But what if you believe the strategy you've been asked to implement is flawed? Perhaps you think the strategy won't achieve the intended result, or worse, that it will put the company at risk. Regardless of the severity of your concern, you have an obligation to speak up. However, immediately pulling the strategy fire alarm isn't always useful, and may brand you as an alarmist. It's important to find ways to express your concerns productively. By acting cautiously and thoughtfully, you can make your concerns heard while perhaps saving your team — or the company — time, energy, and money.
]]></description>
<dc:subject>strategy hbr business management toread</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:437faf22dc45/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:hbr"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:toread"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.socialcomputingjournal.com/viewcolumn.cfm?colid=866">
    <title>Explaining Enterprise 2.0 to Managers in 10 Principles | SocialComputingJournal.com</title>
    <dc:date>2010-01-07T22:31:14+00:00</dc:date>
    <link>http://www.socialcomputingjournal.com/viewcolumn.cfm?colid=866</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[It's critical for people to understand that while importing these social platforms from the Internet, we also import an underlying electronic culture that will profoundly change the workplace organization. And these changes involve management principles. 10 of which are described below:
]]></description>
<dc:subject>enterprise2.0 values management theory</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:fceedec1ab01/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:values"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:theory"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.infed.org/thinkers/senge.htm">
    <title>peter senge and the theory and practice of the learning organization</title>
    <dc:date>2009-12-03T17:49:35+00:00</dc:date>
    <link>http://www.infed.org/thinkers/senge.htm</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[The dimension that distinguishes learning from more traditional organizations is the mastery of certain basic disciplines or ‘component technologies’. The five that Peter Senge identifies are said to be converging to innovate learning organizations. They are:    Systems thinking    Personal mastery    Mental models    Building shared vision    Team learning
]]></description>
<dc:subject>petersenge learning leadership organization collaboration management</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:8d519cf65a84/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:petersenge"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:learning"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:organization"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.jiscinfonet.ac.uk/infokits/change-management/adoption/index_html">
    <title>JISC infoNet - Adoption of Change</title>
    <dc:date>2009-11-27T23:49:35+00:00</dc:date>
    <link>http://www.jiscinfonet.ac.uk/infokits/change-management/adoption/index_html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Conner and Patterson (1982) propose a total of 8 stages (see figure below) for an organisation or a person to go through when becoming committed to a change goal. The authors claim that each stage indicates a critical juncture, in which commitment can be threatened. This is shown in the illustration below. If a stage is completed successfully, advancement to the next stage is possible. If not, the downward arrows indicate the result.
]]></description>
<dc:subject>change innovation management diagram culture</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:700326a1435e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:diagram"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:culture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.gervasebushe.ca/appinq.htm">
    <title>Appreciative Inquiry Resources by Gervase Bushe</title>
    <dc:date>2009-11-22T17:28:27+00:00</dc:date>
    <link>http://www.gervasebushe.ca/appinq.htm</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[The theory of appreciative inquiry was developed by David Cooperrider and Suresh Srivastva in a paper they published in 1986 (read it here).  Almost all change processes are predicated on some form of inquiry - some attempt to study the social system before or during the process of trying to change it.  But the form of inquiry they use is "positivism" - a kind of inquiry that treats social reality as if it had objective properties.  As if we could discover the right levers to pull and buttons to push to create the outcomes we seek.
]]></description>
<dc:subject>ai appreciativeinquiry management resources theory</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:f7047ed063ab/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:ai"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:appreciativeinquiry"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:resources"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:theory"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.mindtools.com/pages/article/newPPM_82.htm">
    <title>Kotter's 8-Step Change Model - Implementing change powerfully and successfully</title>
    <dc:date>2009-11-20T18:29:50+00:00</dc:date>
    <link>http://www.mindtools.com/pages/article/newPPM_82.htm</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[There are many theories about how to "do" change. Many originate with leadership and change management guru, John Kotter. A professor at Harvard Business School and world-renowned change expert, Kotter introduced his eight-step change process in his 1995 book, "Leading Change." We look at his eight steps for leading change below.
]]></description>
<dc:subject>change management kotter model</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:45064ef57bdf/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:kotter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:model"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.headshift.com/blog/2009/11/leadership-is-not-obsolete-in.php">
    <title>Leadership is not obsolete in the networked world :: Blog :: Headshift</title>
    <dc:date>2009-11-17T03:09:27+00:00</dc:date>
    <link>http://www.headshift.com/blog/2009/11/leadership-is-not-obsolete-in.php</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Lee on new forms of leadership.
]]></description>
<dc:subject>leadership collaboration management enterprise2.0 leebryant headshift dachis</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:f92d8ae5057d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:leebryant"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:headshift"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:dachis"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://netjmc.typepad.com/globally_local/2009/03/size-of-intranet-teams-nielson-norman-and-jmc-agree.html">
    <title>Globally local - locally global : Size of intranet teams: Nielson Norman and JMC agree</title>
    <dc:date>2009-06-18T22:19:51+00:00</dc:date>
    <link>http://netjmc.typepad.com/globally_local/2009/03/size-of-intranet-teams-nielson-norman-and-jmc-agree.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Size of intranet teams: Nielson Norman and JMC agree

In the NN report Intranet design Annual 2009 - The Year's 10 best intranets, the authors state that the average team size this year is 14 people for organisations averaging 37,500 employees. This makes 1 resource for roughly 2700 employees.

In the NetStrategy/JMC Global Intranet Trends report for 2007, we came to the conclusion that the ratio of intranet resource to number of employees was 1 for 2,300. You can read the full blog post here: Intranet resources: numbers.

Let's negotiate it to 1 intranet resource for 2,500 employees.

How does this compare to your own situation?
]]></description>
<dc:subject>intranet team size management staff hr</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:7c66e0f5f984/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:intranet"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:team"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:size"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:staff"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:hr"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://trustedadvisor.com/cgreen.articles/38/Trust-in-Business--The-Core-Concepts">
    <title>Trust in Business: The Core Concepts &gt; Charles H. Green &gt; Articles : Trusted Advisor Associates</title>
    <dc:date>2009-05-22T22:28:13+00:00</dc:date>
    <link>http://trustedadvisor.com/cgreen.articles/38/Trust-in-Business--The-Core-Concepts</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[the trust equation, from Maister and Green
]]></description>
<dc:subject>trust equation leadership management davidmaister charlesgreen business</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:582d9604f60d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:trust"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:equation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:davidmaister"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:charlesgreen"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://thewhiteknight.wordpress.com/2009/01/07/what-are-you-doing-on-your-project/">
    <title>What are you doing on your project? « The White Knight</title>
    <dc:date>2009-05-02T00:50:19+00:00</dc:date>
    <link>http://thewhiteknight.wordpress.com/2009/01/07/what-are-you-doing-on-your-project/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Project management meets cynefin
]]></description>
<dc:subject>project management pm complexity cynefin knowledgemanagement</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:b8d07932f3bf/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:project"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:pm"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:cynefin"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:knowledgemanagement"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://conradiator.wordpress.com/2009/02/26/dave-snowden-on-managing-complexity/">
    <title>Dave Snowden on managing complexity « Conradiator</title>
    <dc:date>2009-04-01T16:43:39+00:00</dc:date>
    <link>http://conradiator.wordpress.com/2009/02/26/dave-snowden-on-managing-complexity/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[The topic for the day’s Cafe session was How can we best keep employees engaged in their work, in the current economic climate? But Dave’s talk addressed a much wider set of issues around what organisations should do to adapt to a complex and crisis-ridden world — one in which the ‘lessons’ of the past are no longer a guide for future action, and ‘management by objectives’ doesn’t equip us with the agility and intelligence to respond to emergent threats and opportunities.
]]></description>
<dc:subject>complexity davesnowden km knowledgemanagement management business organizations</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:b4777c89396c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:davesnowden"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:km"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:knowledgemanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:organizations"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://informationr.net/ir/8-1/paper144.html">
    <title>The nonsense of 'knowledge management'</title>
    <dc:date>2009-03-24T01:04:16+00:00</dc:date>
    <link>http://informationr.net/ir/8-1/paper144.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[he conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. Those activities that are not concerned with the management of information are concerned with the management of work practices, in the expectation that changes in such areas as communication practice will enable information sharing.
]]></description>
<dc:subject>article research management km knowledge information knowledgemanagement</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:f24b25442d44/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:article"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:research"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:km"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:knowledge"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:information"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:knowledgemanagement"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.besser20.de/english/">
    <title>Enterprise 2.0 Knowledge Management - A Revolution of Knowledge in Three Parts</title>
    <dc:date>2009-03-24T01:03:27+00:00</dc:date>
    <link>http://www.besser20.de/english/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Enterprise 2.0 Knowledge Management - A Revolution of Knowledge in Three Parts
]]></description>
<dc:subject>slideshare enterprise2.0 management km knowledge</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:66c1f26ea4e1/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:slideshare"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:km"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:knowledge"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.jarche.com/2009/03/sense-making-with-pkm/">
    <title>Harold Jarche » Sense-making with PKM</title>
    <dc:date>2009-03-17T21:45:19+00:00</dc:date>
    <link>http://www.jarche.com/2009/03/sense-making-with-pkm/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[These internal and external activities are a way of moving from implicit to explicit knowledge by observing, reflecting and then putting tentative thoughts out to our networks.
]]></description>
<dc:subject>management km learning tools knowledgemanagement pkm summary</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:c80f67c5a875/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:km"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:learning"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:tools"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:knowledgemanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:pkm"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:summary"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.geert-hofstede.com/">
    <title>Geert Hofstede Cultural Dimensions</title>
    <dc:date>2009-01-13T01:58:56+00:00</dc:date>
    <link>http://www.geert-hofstede.com/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Geert Hofstede's research gives us insights into other cultures so that we can be more effective when interacting with people in other countries. If understood and applied properly, this information should reduce your level of frustration, anxiety, and concern. But most important, Geert Hofstede will give you the 'edge of understanding' which translates to more successful results.
]]></description>
<dc:subject>research management behaviour gladwell outliers organizational hoftstede cultural dimensions</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:cfd35cf05be5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:research"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:behaviour"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:gladwell"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:outliers"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:organizational"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:hoftstede"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:cultural"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:dimensions"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://en.wikipedia.org/wiki/Geert_Hofstede">
    <title>Geert Hofstede - Wikipedia, the free encyclopedia</title>
    <dc:date>2009-01-13T01:42:34+00:00</dc:date>
    <link>http://en.wikipedia.org/wiki/Geert_Hofstede</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Hofstede's study demonstrated that there are national and regional cultural groupings that affect the behaviour of societies and organizations, and that are very persistent across time.
]]></description>
<dc:subject>culture management wikipedia behaviour gladwell outliers organizational</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:dcfc4527febc/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:wikipedia"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:behaviour"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:gladwell"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:outliers"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:organizational"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.headshift.com/blog/2008/12/should-knowledge-retention-be.php">
    <title>Should knowledge retention be high on organizations' agenda? :: Blog :: Headshift</title>
    <dc:date>2008-12-15T19:23:12+00:00</dc:date>
    <link>http://www.headshift.com/blog/2008/12/should-knowledge-retention-be.php</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Yesterday I stumbled across a post by Gordon Ross of Thoughtfarmer talking about a client where 50% of its staff is eligible to retire in the next eight years. What a massive brain drain!
]]></description>
<dc:subject>thoughtfarmer enterprise2.0 knowledge management business retention braindrain</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:8528dfa0cf4a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:thoughtfarmer"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:knowledge"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:retention"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:braindrain"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.nehrlich.com/blog/2008/12/06/situational-vs-dispositional-management/">
    <title>Eric Nehrlich, Unrepentant Generalist || Situational vs. Dispositional Management || December || 2008</title>
    <dc:date>2008-12-08T22:05:35+00:00</dc:date>
    <link>http://www.nehrlich.com/blog/2008/12/06/situational-vs-dispositional-management/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Management in a dispositional world is about hiring the right people and then getting out of their way - it’s passive and uninvolved. Management in a situational world is an iterative systems design problem with constraints - managers have to pick a vision,
]]></description>
<dc:subject>management situationism dispositionalism theory work motivation determination</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:2f73f6fa0e94/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:situationism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:dispositionalism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:theory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:motivation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:determination"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.goodproductmanager.com/resources/">
    <title>Resources : How To Be A Good Product Manager: Product management tips</title>
    <dc:date>2008-08-27T06:48:42+00:00</dc:date>
    <link>http://www.goodproductmanager.com/resources/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[This is a compilation of other resources to help you learn how to be a good product manager.
]]></description>
<dc:subject>productmanagement software resources tips management</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:7ac662f3b22e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:productmanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:software"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:resources"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:tips"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://upcoming.yahoo.com/event/594474/">
    <title>KM in the City 4 - Wikis in the Enterprise at Downtown YWCA (Wednesday, May 28, 2008) - Upcoming</title>
    <dc:date>2008-05-09T05:51:08+00:00</dc:date>
    <link>http://upcoming.yahoo.com/event/594474/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[The theme for this event is using wikis in the enterprise. Luke Closs, Chief Wiki Juggler at Socialtext will talk about his experience deploying wikis for large companies. Dan Schick, Social Media Manager at TELUS, will look at large-scale cultural change
]]></description>
<dc:subject>wiki vancouver enterprise2.0 knowledge management</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:1941ad6eb714/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:wiki"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:vancouver"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:knowledge"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.fastforwardblog.com/2008/04/11/retrospective-on-km-and-the-impact-of-web-20/#comment-153972">
    <title>The FASTForward Blog » Retrospective on KM and the Impact of Web 2.0: Enterprise 2.0 Blog: News, Coverage, and Commentary</title>
    <dc:date>2008-04-12T05:59:12+00:00</dc:date>
    <link>http://www.fastforwardblog.com/2008/04/11/retrospective-on-km-and-the-impact-of-web-20/#comment-153972</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[increasingly practicality and ease-of-use will rule the day.
]]></description>
<dc:subject>knowledge management enterprise2.0 jonhusband fastforwardblog km web2.0</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:1e62361373e3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:knowledge"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:jonhusband"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:fastforwardblog"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:km"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:web2.0"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.gurteen.com/gurteen/gurteen.nsf/id/world2.0">
    <title>World 2.0 (Gurteen Knowledge)</title>
    <dc:date>2008-03-26T23:49:17+00:00</dc:date>
    <link>http://www.gurteen.com/gurteen/gurteen.nsf/id/world2.0</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[More than anything we need "Mindset 2.0" or "Thinking 2.0" - new ways of looking at and thinking about the world and seeing the opportunities to work in new innovative ways that these new technologies allow.
]]></description>
<dc:subject>enterprise2.0 km knowledge management gurteen</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:1aaf4a2deef7/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:km"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:knowledge"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:gurteen"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://davidmaister.com/blog/563/Book-Review---JUST-ENOUGH-ANXIETY">
    <title>Book Review - JUST ENOUGH ANXIETY &gt; davidmaister.com &gt; Passion, People and Principles</title>
    <dc:date>2008-03-23T19:22:23+00:00</dc:date>
    <link>http://davidmaister.com/blog/563/Book-Review---JUST-ENOUGH-ANXIETY</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[The (well-reasoned) book argues that there are five leading indicators for business success. They are: * Purpose and Values * Productive Relationships * Shared Direction * Creativity and Innovation * Performance Excellence
]]></description>
<dc:subject>davidmaister book review business anxiety leadership management</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:998abd44f28e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:davidmaister"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:book"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:review"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:anxiety"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://davidmaister.com/blog/527/Reputations">
    <title>Reputations &gt; davidmaister.com &gt; Passion, People and Principles</title>
    <dc:date>2008-03-21T03:17:49+00:00</dc:date>
    <link>http://davidmaister.com/blog/527/Reputations</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Consistency, dependability and regularity work: occasional peaks of excellence don't.
]]></description>
<dc:subject>management careers davidmaister reputation trust</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:c4928477cd7c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:careers"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:davidmaister"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:reputation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:trust"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.theatlantic.com/doc/199910/information-revolution">
    <title>Beyond the Information Revolution</title>
    <dc:date>2008-02-21T02:41:35+00:00</dc:date>
    <link>http://www.theatlantic.com/doc/199910/information-revolution</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[The truly revolutionary impact of the Information Revolution is just beginning to be felt.
]]></description>
<dc:subject>drucker management atlanticmonthly article</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:edc46f42ff23/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:drucker"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:atlanticmonthly"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:article"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://davidmaister.com/blog/243/Bob-Suttons-No-Asshole-Rule">
    <title>Bob Sutton's 'No Asshole Rule &gt; davidmaister.com &gt; Passion, People and Principles</title>
    <dc:date>2008-02-09T04:33:26+00:00</dc:date>
    <link>http://davidmaister.com/blog/243/Bob-Suttons-No-Asshole-Rule</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Bob notes that we all act as assholes sometimes. “Most of us, even the most ‘naturally” kind and mentally healthy, can turn caustic and cruel under the wrong conditions,” he writes.
]]></description>
<dc:subject>davidmaister business anger asshole bobsutton management</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:66c84ae9ef68/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:davidmaister"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:anger"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:asshole"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:bobsutton"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://en.wikipedia.org/wiki/Cost_overrun">
    <title>Cost overrun - Wikipedia, the free encyclopedia</title>
    <dc:date>2008-02-08T03:31:57+00:00</dc:date>
    <link>http://en.wikipedia.org/wiki/Cost_overrun</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Three types of explanation of cost overrun exist: technical, psychological, and political-economic.
]]></description>
<dc:subject>project management pm wikipedia costs budgets</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:8f4c2fab90fc/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:project"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:pm"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:wikipedia"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:costs"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:budgets"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.dilbert.com/comics/dilbert/archive/dilbert-20071209.html">
    <title>Dilbert Comic Strip Archive - Dilbert.com - The Official Dilbert Website by Scott Adams - Dilbert, Dogbert and Coworkers!</title>
    <dc:date>2007-12-09T18:48:46+00:00</dc:date>
    <link>http://www.dilbert.com/comics/dilbert/archive/dilbert-20071209.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[I need a cost estimate on your project...
]]></description>
<dc:subject>estimating dilbert comics humour project management</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:4a053df5d8f9/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:estimating"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:dilbert"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:comics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:humour"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:project"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.henshall.com/stuart/2007/11/09/david-snowden-keynote-tags-categories-knowledge-sharing/">
    <title>Dave Snowden on Everything is Fragmented | stuart henshall</title>
    <dc:date>2007-11-09T23:59:59+00:00</dc:date>
    <link>http://www.henshall.com/stuart/2007/11/09/david-snowden-keynote-tags-categories-knowledge-sharing/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Dave’s Simple test COW - CHICKEN - GRASS - THE RELATIONSHIP TEST:
Close your eyes…. which is the odd one out. How many think cow is the odd one out. Raise hands.
]]></description>
<dc:subject>kmworld km knowledge management davesnowden conference presentation</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:22ff857ddd40/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:kmworld"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:km"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:knowledge"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:davesnowden"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:conference"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:presentation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.greenchameleon.com/gc/blog_detail/gary_klein_and_dave_snowden_on_km_and_singapores_risk_assessment_and_horizo/">
    <title>Green Chameleon » Gary Klein and Dave Snowden on KM and Singapore’s Risk Assessment and Horizon Scanning System</title>
    <dc:date>2007-10-19T05:41:14+00:00</dc:date>
    <link>http://www.greenchameleon.com/gc/blog_detail/gary_klein_and_dave_snowden_on_km_and_singapores_risk_assessment_and_horizo/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[David Snowden explains why knowledge management in its classic form can actually inhibit the ability of an organisation to effectively implement a risk assessment and horizon scanning tool such as the RAHS system developed by the Singapore Government, in
]]></description>
<dc:subject>km video davesnowden knowledge management narrative</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:3aae5a75d6d8/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:km"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:video"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:davesnowden"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:knowledge"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:narrative"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.research.ibm.com/journal/sj/423/kurtz.html">
    <title>The new dynamics of strategy: Sense-making in a complex and complicated world</title>
    <dc:date>2007-02-11T07:35:39+00:00</dc:date>
    <link>http://www.research.ibm.com/journal/sj/423/kurtz.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[In this paper, we challenge the universality of three basic assumptions prevalent in organizational decision support and strategy: assumptions of order, of rational choice, and of intent.
]]></description>
<dc:subject>ibm research theory knowledge management km complexity toread</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:a14a9bcb7492/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:ibm"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:research"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:theory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:knowledge"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:km"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:toread"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.ikmagazine.com/">
    <title>IK Magazine</title>
    <dc:date>2007-02-09T02:19:27+00:00</dc:date>
    <link>http://www.ikmagazine.com/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[The original knowledge-management publication
]]></description>
<dc:subject>knowledge management magazine km journal</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:e369cb248fd7/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:knowledge"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:magazine"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:km"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:journal"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.cmprofessionals.org/resources/newsletter/cm-pros-newsletter-2007-01/making-sense-of-complexity">
    <title>Making Sense of Complexity (CM Pros newsletter)</title>
    <dc:date>2007-01-31T00:32:00+00:00</dc:date>
    <link>http://www.cmprofessionals.org/resources/newsletter/cm-pros-newsletter-2007-01/making-sense-of-complexity</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA["We know more than we say, and we say more than we write down. We only know what we need to know when we need to know it. Knowledge can only ever be volunteered; it cannot be conscripted. "
Looks like I missed a good talk.
]]></description>
<dc:subject>cmpros knowledge management cms newsletter article</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:2479f024788a/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:knowledge"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:cms"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:article"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.intranetjournal.com/articles/200511/ij_11_14_05a.html">
    <title>Multi-Tier Intranet Ownership</title>
    <dc:date>2007-01-20T00:29:26+00:00</dc:date>
    <link>http://www.intranetjournal.com/articles/200511/ij_11_14_05a.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Article about hiearchical intranet ownership
]]></description>
<dc:subject>intranet portal ownership management governance contentmanagement</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:c9d105f3745d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:intranet"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:portal"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:ownership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:governance"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:contentmanagement"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://davidmaister.com/blog/50/">
    <title>Stop Paying for Performance</title>
    <dc:date>2006-12-05T22:59:12+00:00</dc:date>
    <link>http://davidmaister.com/blog/50/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[For someone who is not a superstar – and doesn’t know how to win, doesn’t know how to develop business, doesn’t know how to delegate, doesn’t know how to get organized – then just saying, I will pay you if you do it, is not exactly a tactic th
]]></description>
<dc:subject>maister management compensation business</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:081fec4d1857/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:maister"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:compensation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://en.wikipedia.org/wiki/Strategic_planning">
    <title>Strategic planning - Wikipedia, the free encyclopedia</title>
    <dc:date>2006-09-11T20:49:11+00:00</dc:date>
    <link>http://en.wikipedia.org/wiki/Strategic_planning</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Strategic planning consists of the process of defining objectives and developing strategies to reach those objectives
]]></description>
<dc:subject>business management reference wiki strategy planning</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:8cb229e2cb89/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:reference"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:wiki"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:planning"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://davidmaister.com/blog/76/">
    <title>When are you at your best?</title>
    <dc:date>2006-05-02T18:01:44+00:00</dc:date>
    <link>http://davidmaister.com/blog/76/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Don't worry about what you're good at. If something turns you on, you'll be good enough. If it doesn't, you won't. Your "strengths" are irrelevant: What you like is critical.
]]></description>
<dc:subject>maister management motivation strengths likes business</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:6e64d60fc70a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:maister"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:motivation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:strengths"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:likes"/>
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</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://davidmaister.com/blog.php?id=44">
    <title>David Maister: Special Challenges for the Young Professional</title>
    <dc:date>2006-03-28T19:42:26+00:00</dc:date>
    <link>http://davidmaister.com/blog.php?id=44</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[My email exchange with David Maister. Should be interesting to see what comes of it.
]]></description>
<dc:subject>davidmaister professional me management business</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:ce3f82a1101c/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:me"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://gmj.gallup.com/book_center/FBATR/">
    <title>First, Break All the Rules</title>
    <dc:date>2006-03-26T00:48:30+00:00</dc:date>
    <link>http://gmj.gallup.com/book_center/FBATR/</link>
    <dc:creator>gordonr</dc:creator><dc:subject>business management books buckingham</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:d64cccc9090d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:books"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:buckingham"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.scottberkun.com/essays/essay51.htm">
    <title>Attention and sex - scottberkun.com</title>
    <dc:date>2006-03-25T17:41:24+00:00</dc:date>
    <link>http://www.scottberkun.com/essays/essay51.htm</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[What things in your life demand undivided attention? Whatever they are, I claim they define your life more than anything else you do. Your obituary will not list the hours you fought off boring meetings or ignored your friends by reading forgettable blurb
]]></description>
<dc:subject>attention essay project management</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:a651d1cb888f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:attention"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:essay"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:project"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.bcrpa.bc.ca/">
    <title>&gt;===Welcome to the BC Recreation and Parks Association Website===&lt;</title>
    <dc:date>2005-10-20T01:00:33+00:00</dc:date>
    <link>http://www.bcrpa.bc.ca/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[an interesting resource for those of us managing a rec facility in our spare time...
]]></description>
<dc:subject>parks recreation facility management</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:4ac9913386af/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:parks"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:recreation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:facility"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
</rdf:Bag></taxo:topics>
</item>
</rdf:RDF>