<?xml version="1.0" encoding="UTF-8"?>
 <rdf:RDF xmlns="http://purl.org/rss/1.0/" xmlns:rdf="http://www.w3.org/1999/02/22-rdf-syntax-ns#" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:taxo="http://purl.org/rss/1.0/modules/taxonomy/" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:cc="http://web.resource.org/cc/" xmlns:syn="http://purl.org/rss/1.0/modules/syndication/" xmlns:admin="http://webns.net/mvcb/">
  <channel rdf:about="http://pinboard.in">
    <title>Pinboard (mofox)</title>
    <link>https://pinboard.in/u:mofox/public/</link>
    <description>recent bookmarks from mofox</description>
    <items>
      <rdf:Seq>	<rdf:li rdf:resource="https://www.stress.org/daily-life/"/>
	<rdf:li rdf:resource="http://www.spring.org.uk/2015/09/what-stress-does-to-your-decisions-its-reverse-of-what-most-expect.php"/>
	<rdf:li rdf:resource="http://www.innovationmanagement.se/2011/03/14/large-firms-and-the-growth-of-start-up-culture-a-key-dependency-in-the-age-of-innovation/"/>
	<rdf:li rdf:resource="http://www.forbes.com/sites/haydnshaughnessy/2014/06/27/what-did-innovators-dilemma-get-wrong/"/>
	<rdf:li rdf:resource="http://tools.afr.com/viewer.aspx?URL=EDP:%2F%2F20100212000032042382"/>
	<rdf:li rdf:resource="http://ulab.org.au/the-creativity-crisis-for-the-first-time-rese"/>
	<rdf:li rdf:resource="http://www.creativitypost.com/education/yes_there_is_a_creativity_crisis"/>
	<rdf:li rdf:resource="http://www.wired.co.uk/magazine/archive/2009/10/start/nearly-all-great-scientists-start-out-as-heretics"/>
	<rdf:li rdf:resource="http://www.businessweek.com/magazine/content/07_24/b4038406.htm"/>
	<rdf:li rdf:resource="http://www.innovationmanagement.se/wp-content/uploads/2010/11/Innovation-Track-Record-Study.pdf"/>
	<rdf:li rdf:resource="http://blogs.msdn.com/b/jw_on_tech/archive/2012/03/13/why-i-left-google.aspx"/>
	<rdf:li rdf:resource="http://www.randsinrepose.com/archives/2012/03/13/hacking_is_important.html"/>
	<rdf:li rdf:resource="http://www.amazon.com/Great-Choice-Uncertainty-Luck--Why-Despite/dp/0062120999/ref=sr_1_1?ie=UTF8&amp;qid=1330679403&amp;sr=8-1"/>
	<rdf:li rdf:resource="http://www.amazon.com/Obliquity-Goals-Best-Achieved-Indirectly/dp/1594202788/ref=sr_1_1?s=books&amp;ie=UTF8&amp;qid=1329913475&amp;sr=1-1"/>
	<rdf:li rdf:resource="http://www.johnkay.com/tag/obliquity/page/2"/>
	<rdf:li rdf:resource="http://www.johnkay.com/2004/01/17/obliquity"/>
	<rdf:li rdf:resource="http://blip.tv/hbr-video-ideacast/take-complexity-out-of-your-company-3025984"/>
	<rdf:li rdf:resource="http://historicsites.wordpress.com/2011/09/19/hbr-on-managing-complex-organizations/"/>
	<rdf:li rdf:resource="http://www.sap.com/community/flash/Innovation_versus_Complexity.pdf"/>
	<rdf:li rdf:resource="http://blogs.hbr.org/cs/2011/10/five_must-reads_for_tackling_c.html"/>
	<rdf:li rdf:resource="http://aaplorchard.tumblr.com/"/>
	<rdf:li rdf:resource="http://www.lasvegasweekly.com/news/2008/nov/20/man-ball-hoop-bench-and-alleged-thread-teller/"/>
	<rdf:li rdf:resource="http://stevenmsmith.com/ar-satir-change-model/"/>
	<rdf:li rdf:resource="http://www.benziger.org/articles/physfalsoftype.php"/>
	<rdf:li rdf:resource="http://www.modernanalyst.com/Resources/Articles/tabid/115/articleType/ArticleView/articleId/2076/Ambiguity-Uncertainty-or-Both.aspx"/>
      </rdf:Seq>
    </items>
  </channel><item rdf:about="https://www.stress.org/daily-life/">
    <title>Daily Life Stress | The American Institute of Stress</title>
    <dc:date>2017-06-20T23:24:55+00:00</dc:date>
    <link>https://www.stress.org/daily-life/</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[Stress statistics

Interesting

No mention of anxiety 

Annual cost to employers in terms of health care and missed work $300billion

Diff bw eustress and distress. Response to change. NB David Rock. ]]></description>
<dc:subject>overwhelm anxiety wickedbook flux-flex</dc:subject>
<dc:identifier>https://pinboard.in/u:mofox/b:1d3dde1fd3a3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:overwhelm"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:anxiety"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:wickedbook"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.spring.org.uk/2015/09/what-stress-does-to-your-decisions-its-reverse-of-what-most-expect.php">
    <title>What Stress Does To Your Decisions - It's Reverse of What Most Expect - PsyBlog</title>
    <dc:date>2015-10-30T19:41:30+00:00</dc:date>
    <link>http://www.spring.org.uk/2015/09/what-stress-does-to-your-decisions-its-reverse-of-what-most-expect.php</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[Stress has the reverse effect on how people weigh pros and cons than most people expect. Feeling stressed changes the way people balance risk against reward, psychologists have found.Surprisingly,]]></description>
<dc:subject>ctreativity flux-flex brain</dc:subject>
<dc:identifier>https://pinboard.in/u:mofox/b:2ec63f7ecbcb/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:ctreativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:brain"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.innovationmanagement.se/2011/03/14/large-firms-and-the-growth-of-start-up-culture-a-key-dependency-in-the-age-of-innovation/">
    <title>Large Firms and the Growth of Start-up Culture: A Key Dependency in the Age of Innovation | Innovation Management</title>
    <dc:date>2014-07-03T01:23:25+00:00</dc:date>
    <link>http://www.innovationmanagement.se/2011/03/14/large-firms-and-the-growth-of-start-up-culture-a-key-dependency-in-the-age-of-innovation/</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[I am always amazed how when I look back how companies miss the boat so much. The number of times people try to get an idea going inside their own company and leave when they can’t. The people who are in power over what ideas to pursue are often very narrow in their backgrounds. People who then go out of their companies meet others with broader backgrounds and can give them an estimate of how the future will work out.

The problem in companies lies with the ability of those in power to evaluate ideas. But the great thing about capitalism is that it allows and facilitates you to leave your company. It is a tricky business – it is not something that companies want to have happen. They don’t want talented people to leave and begin recruiting other talented people.]]></description>
<dc:subject>flux-flex innovation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:35e9c9d8e4e5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.forbes.com/sites/haydnshaughnessy/2014/06/27/what-did-innovators-dilemma-get-wrong/">
    <title>What Did The Innovator's Dilemma Get Wrong?</title>
    <dc:date>2014-07-03T01:19:33+00:00</dc:date>
    <link>http://www.forbes.com/sites/haydnshaughnessy/2014/06/27/what-did-innovators-dilemma-get-wrong/</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[The late Steven Klepper tells a much more convincing narrative of decline. In short, he pinpoints in industry after industry how incumbents buy up innovative companies and then bury the talent that goes with them. Meanwhile the company continues to consolidate and grow unencumbered by radical competition, settling into a pattern of behavior alongside other oligopolists that is at best marginally improving.

“In a bunch of the industries I looked at they became so successful and were all US based – autos, types TV receivers – they all followed a similar pattern. After formative periods in the US they all collapsed. All these industries have shown horrible performance in modern times. In fact there is now no indigenous TV receiver company in the USA, and only one tyre domestic producer left, and this is in the context of industries where innovation had set the winners apart.”


Failure of this type, with this pattern, is distinct in the United States. He also points out that many of the failing companies create “children” companies, or rather dissatisfied employees who have been unable to innovate go elsewhere to do it – often into their own start-up. The incumbent is often challenged by its own former-employees.]]></description>
<dc:subject>flux-flex innovation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:e220a0ad45c6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://tools.afr.com/viewer.aspx?URL=EDP:%2F%2F20100212000032042382">
    <title>Dangerous minds - Joanna's article</title>
    <dc:date>2012-10-08T22:11:47+00:00</dc:date>
    <link>http://tools.afr.com/viewer.aspx?URL=EDP:%2F%2F20100212000032042382</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[ in with Roy Green, dean of the Faculty the of organisation." Business at UTS, ©afr.com puts is it, run "We are ©afr.com a world organisation." behind the other nations when it comes has to people management not and managing creativity in our organisations. We and are music, quite risk-averse. creatives Some companies It's say they don't want risk, they don't ©afr.com want believes as conflict, but they end ©afr.com up with the harmony of going the graveyard, we've where ©afr.com they feel very harmonious but nothing them is happening."
]]></description>
<dc:subject>innovation flux-flex failure creative-thinking creativity wickedproblems</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:e3ba88e280d9/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:failure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:creative-thinking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:wickedproblems"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://ulab.org.au/the-creativity-crisis-for-the-first-time-rese">
    <title>The Creativity Crisis | For the first time, research shows that American creativity is declining. - u.lab</title>
    <dc:date>2012-07-27T05:05:36+00:00</dc:date>
    <link>http://ulab.org.au/the-creativity-crisis-for-the-first-time-rese</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[Creativity has always been prized in American society, but it’s never really been understood. While our creativity scores decline unchecked, the current national strategy for creativity consists of little more than praying for a Greek muse to drop by our houses. The problems we face now, and in the future, simply demand that we do more than just hope for inspiration to strike. Fortunately, the science can help: we know the steps to lead that elusive muse right to our doors.]]></description>
<dc:subject>creative-thinking creativity neuroscience flux-flex innovation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:1b7a0f0e591e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:creative-thinking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:neuroscience"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.creativitypost.com/education/yes_there_is_a_creativity_crisis">
    <title>Yes, There IS a Creativity Crisis! | The Creativity Post</title>
    <dc:date>2012-07-27T05:04:52+00:00</dc:date>
    <link>http://www.creativitypost.com/education/yes_there_is_a_creativity_crisis</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[relationship between creativity and intelligence. My results show that there is a negligible relationship between the two, meaning that even without high IQ we can still be creative as long as we have the ability to master knowledge and skills in one specific domain.]]></description>
<dc:subject>creative-thinking creativity innovation flux-flex</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:66c2a5d5b385/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:creative-thinking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.wired.co.uk/magazine/archive/2009/10/start/nearly-all-great-scientists-start-out-as-heretics">
    <title>'Nearly all great scientists start out as heretics' (Wired UK)</title>
    <dc:date>2012-05-21T11:45:50+00:00</dc:date>
    <link>http://www.wired.co.uk/magazine/archive/2009/10/start/nearly-all-great-scientists-start-out-as-heretics</link>
    <dc:creator>mofox</dc:creator><dc:subject>heresy flux-flex</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:7b649d03ce1d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:heresy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.businessweek.com/magazine/content/07_24/b4038406.htm">
    <title>At 3M, A Struggle Between Efficiency And Creativity</title>
    <dc:date>2012-05-16T00:41:00+00:00</dc:date>
    <link>http://www.businessweek.com/magazine/content/07_24/b4038406.htm</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[ whether the relentless emphasis on efficiency had made 3M a less creative company. That's a vitally important issue for a company whose very identity is built on innovation. After all, 3M is the birthplace of masking tape, Thinsulate, and the Post-it note 

Efficiency programs such as Six Sigma are designed to identify problems in work processes—and then use rigorous measurement to reduce variation and eliminate defects. When these types of initiatives become ingrained in a company's culture, as they did at 3M, creativity can easily get squelched. After all, a breakthrough innovation is something that challenges existing procedures and norms. "Invention is by its very nature a disorderly process," says current CEO George Buckley, who has dialed back many of McNerney's initiatives. "You can't put a Six Sigma process into that area and say, well, I'm getting behind on invention, so I'm going to schedule myself for three good ideas on Wednesday and two on Friday. That's not how creativity works." McNerney declined to comment for this story.
]]></description>
<dc:subject>innovation flux-flex heresy</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:f30f0895b015/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:heresy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.innovationmanagement.se/wp-content/uploads/2010/11/Innovation-Track-Record-Study.pdf">
    <title>innovation track record study</title>
    <dc:date>2012-05-16T00:35:07+00:00</dc:date>
    <link>http://www.innovationmanagement.se/wp-content/uploads/2010/11/Innovation-Track-Record-Study.pdf</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[The results show that while the success rates of traditional innovation processes average 17 percent,

includes traditional success rates and sources.]]></description>
<dc:subject>innovation failure flux-flex</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:77a2dc64c3f3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:failure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.msdn.com/b/jw_on_tech/archive/2012/03/13/why-i-left-google.aspx">
    <title>Why I left Google - JW on Tech - Site Home - MSDN Blogs</title>
    <dc:date>2012-03-13T23:35:36+00:00</dc:date>
    <link>http://blogs.msdn.com/b/jw_on_tech/archive/2012/03/13/why-i-left-google.aspx</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[The Google I was passionate about was a technology company that empowered its employees to innovate. The Google I left was an advertising company with a single corporate-mandated focus.]]></description>
<dc:subject>flux-flex innovation pirates</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:18a0e8af8143/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:pirates"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.randsinrepose.com/archives/2012/03/13/hacking_is_important.html">
    <title>Rands In Repose: Hacking is Important</title>
    <dc:date>2012-03-13T22:38:34+00:00</dc:date>
    <link>http://www.randsinrepose.com/archives/2012/03/13/hacking_is_important.html</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[“Hackers Believe Something Can Always Be Better

The story of every company begins with a clever hack.

”The Hacker Way is an approach to building that involves continuous improvement and iteration. Hackers believe that something can always be better, and that nothing is ever complete. They just have to go fix it — often in the face of people who say it’s impossible or are content with the status quo.]]></description>
<dc:subject>innovation flux-flex creative-thinking pirates hereticrpose ingenuity creativestrategist creativeprocess</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:01c1bb7d4a59/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:creative-thinking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:pirates"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:hereticrpose"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:ingenuity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:creativestrategist"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:creativeprocess"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.amazon.com/Great-Choice-Uncertainty-Luck--Why-Despite/dp/0062120999/ref=sr_1_1?ie=UTF8&amp;qid=1330679403&amp;sr=8-1">
    <title>Amazon.com: Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All (9780062120991): Jim Collins, Morten T. Hansen: Books</title>
    <dc:date>2012-03-02T09:16:26+00:00</dc:date>
    <link>http://www.amazon.com/Great-Choice-Uncertainty-Luck--Why-Despite/dp/0062120999/ref=sr_1_1?ie=UTF8&amp;qid=1330679403&amp;sr=8-1</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[this time to ask: Why do some companies thrive in uncertainty, even chaos, and others do not? Based on nine years of research, buttressed by rigorous analysis and infused with engaging stories, Collins and his colleague, Morten Hansen, enumerate the principles for building a truly great enterprise in unpredictable, tumultuous, and fast-moving times.]]></description>
<dc:subject>ambiguity flux-flex HighPerformance complexity innovation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:e83bbf4420df/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:ambiguity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:HighPerformance"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.amazon.com/Obliquity-Goals-Best-Achieved-Indirectly/dp/1594202788/ref=sr_1_1?s=books&amp;ie=UTF8&amp;qid=1329913475&amp;sr=1-1">
    <title>Amazon.com: Obliquity: Why Our Goals Are Best Achieved Indirectly (9781594202780): John Kay: Books</title>
    <dc:date>2012-02-23T02:14:03+00:00</dc:date>
    <link>http://www.amazon.com/Obliquity-Goals-Best-Achieved-Indirectly/dp/1594202788/ref=sr_1_1?s=books&amp;ie=UTF8&amp;qid=1329913475&amp;sr=1-1</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[good summaries and reviews. I love the fun / hedgehog and abstraction stuff.]]></description>
<dc:subject>complexity ambiguity flux-flex problem-solving wickedproblems</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:ee10cdd57b2c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:ambiguity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:problem-solving"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:wickedproblems"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.johnkay.com/tag/obliquity/page/2">
    <title>John Kay - Ideas for modern living: Obliquity</title>
    <dc:date>2012-02-23T00:31:13+00:00</dc:date>
    <link>http://www.johnkay.com/tag/obliquity/page/2</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[articles and RSA video.]]></description>
<dc:subject>complexity ambiguity flux-flex wickedproblems problem-solving casestudies</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:33ce0bbfbe1e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:ambiguity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:wickedproblems"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:problem-solving"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:casestudies"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.johnkay.com/2004/01/17/obliquity">
    <title>John Kay - Obliquity</title>
    <dc:date>2012-02-23T00:28:15+00:00</dc:date>
    <link>http://www.johnkay.com/2004/01/17/obliquity</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[The Times article - has the major ideas. ]]></description>
<dc:subject>complexity negativespace casestudies ambiguity wickedproblems flux-flex</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:d760a23b3ff5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:negativespace"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:casestudies"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:ambiguity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:wickedproblems"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blip.tv/hbr-video-ideacast/take-complexity-out-of-your-company-3025984">
    <title>Take Complexity Out of Your Company | HBR Video IdeaCast on Blip</title>
    <dc:date>2012-02-22T12:05:24+00:00</dc:date>
    <link>http://blip.tv/hbr-video-ideacast/take-complexity-out-of-your-company-3025984</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[video]]></description>
<dc:subject>complexity flux-flex ambiguity</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:735c29c6727a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:ambiguity"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://historicsites.wordpress.com/2011/09/19/hbr-on-managing-complex-organizations/">
    <title>HBR on Managing Complex Organizations | HistoricSites.WordPress.com</title>
    <dc:date>2012-02-22T12:03:32+00:00</dc:date>
    <link>http://historicsites.wordpress.com/2011/09/19/hbr-on-managing-complex-organizations/</link>
    <dc:creator>mofox</dc:creator><dc:subject>complexity flux-flex ambiguity wickedproblems</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:45aec4312a13/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:ambiguity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:wickedproblems"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.sap.com/community/flash/Innovation_versus_Complexity.pdf">
    <title>Innovation vs complexity: what is too much of a good thing</title>
    <dc:date>2012-02-22T11:52:41+00:00</dc:date>
    <link>http://www.sap.com/community/flash/Innovation_versus_Complexity.pdf</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[HBR article]]></description>
<dc:subject>complexity flux-flex innovation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:f21155232e77/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/cs/2011/10/five_must-reads_for_tackling_c.html">
    <title>Five Must-Reads for Tackling Complex Problems - Ted Cadsby - Harvard Business Review</title>
    <dc:date>2012-02-16T21:37:23+00:00</dc:date>
    <link>http://blogs.hbr.org/cs/2011/10/five_must-reads_for_tackling_c.html</link>
    <dc:creator>mofox</dc:creator><dc:subject>flux-flex complexity ambiguity strategy wickedproblems</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:54572a133a50/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:ambiguity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:wickedproblems"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://aaplorchard.tumblr.com/">
    <title>AAPL Orchard</title>
    <dc:date>2012-02-11T04:48:50+00:00</dc:date>
    <link>http://aaplorchard.tumblr.com/</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[great case studies: iPhone vs blackberry, apple vs sony]]></description>
<dc:subject>apple innovation flux-flex</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:b01a72ad2c10/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:apple"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.lasvegasweekly.com/news/2008/nov/20/man-ball-hoop-bench-and-alleged-thread-teller/">
    <title>A man, a ball, a hoop, a bench (and an alleged thread)… TELLER! - Las Vegas Weekly</title>
    <dc:date>2012-01-04T01:39:29+00:00</dc:date>
    <link>http://www.lasvegasweekly.com/news/2008/nov/20/man-ball-hoop-bench-and-alleged-thread-teller/</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[“When the theater is empty I like to go out on stage. It’s lonely and beautiful. I look at your empty seat and think about you being in it. … Then I practice. I often practice stuff you’ll never see. For the past few weeks I’ve been working on a hundred-year-old trick called the David P. Abbott Ball. It is a very, very hard trick, almost like juggling. I put in an hour almost every day. I try to get the tricky moves so deeply into my muscles and brain that I can forget I’m doing a trick. Soon I’ll know whether the ideas I have for this trick are possible. But I won’t know that till I learn all the moves and invent my own. If the trick doesn’t work out, you’ll never see it, and I won’t be sad. I had fun every second I was working. I love the stuff you never see.”]]></description>
<dc:subject>learning ambiguity creativeprocess failure uncertainty designthinking engagement experimenting expertise flux-flex</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:d1d7c8f1f2ad/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:learning"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:ambiguity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:creativeprocess"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:failure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:uncertainty"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:designthinking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:engagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:experimenting"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:expertise"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://stevenmsmith.com/ar-satir-change-model/">
    <title>The Satir Change Model</title>
    <dc:date>2011-12-22T23:01:43+00:00</dc:date>
    <link>http://stevenmsmith.com/ar-satir-change-model/</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[can be overlaid on the flux flex model?? Very robust - observationally based. Phenomenological.]]></description>
<dc:subject>flux-flex change culture creativity innovation improvisation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:ed974470ad1c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:improvisation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.benziger.org/articles/physfalsoftype.php">
    <title>benziger.org</title>
    <dc:date>2011-12-11T09:01:37+00:00</dc:date>
    <link>http://www.benziger.org/articles/physfalsoftype.php</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[he short term results of falsification tend to be increased irritability, headaches, and difficulty in mastering new tasks.
*
the long term results of falsification include exhaustion, depression, lack of joy, a homeostatic imbalance involving oxygen, the premature aging of the brain, and a vulnerability to illness.

Benziger’s observations and thinking are supported by the research of Dr. Richard Haier of San Diego. Using PET scan studies, Haier demonstrated that the brain needs to work much harder when not using the person’s natural lead function (which he establishes as an area of exceptional natural efficiency).

Haier estimated that the brain may need to work as much as 100 times harder when an individual is developing and / or using skills outside one’s area of natural efficiency.]]></description>
<dc:subject>knack flux-flex flow</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:154359b7707c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:knack"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flow"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.modernanalyst.com/Resources/Articles/tabid/115/articleType/ArticleView/articleId/2076/Ambiguity-Uncertainty-or-Both.aspx">
    <title>Ambiguity, Uncertainty or Both? &gt; Business Analyst Community &amp; Resources | Modern Analyst &gt; Business Analyst Articles &amp; Systems Analysis Articles | Modern Analyst</title>
    <dc:date>2011-12-11T05:23:32+00:00</dc:date>
    <link>http://www.modernanalyst.com/Resources/Articles/tabid/115/articleType/ArticleView/articleId/2076/Ambiguity-Uncertainty-or-Both.aspx</link>
    <dc:creator>mofox</dc:creator><description><![CDATA[business analysts - high tolerance for ambiguity, pulling order from chaos and synthesising masses of complex info
project management - low tolerance - needs to get things done
Distinction b/w ambiguity and uncertainty]]></description>
<dc:subject>ambiguity flux-flex creativity innovation thinking uncertainty</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mofox/b:fa73d485b67b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:ambiguity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:flux-flex"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:thinking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mofox/t:uncertainty"/>
</rdf:Bag></taxo:topics>
</item>
</rdf:RDF>