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	<rdf:li rdf:resource="https://praxis.fortelabs.co/one-touch-to-inbox-zero-a74cfa02e5bf/"/>
	<rdf:li rdf:resource="http://readabilityguidelines.myxwiki.org/xwiki/bin/view/User%20centred%20design/"/>
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  </channel><item rdf:about="https://arstechnica.com/gadgets/2025/07/how-to-get-another-free-year-of-updates-for-your-windows-10-pc/">
    <title>How to get another free year of updates for your Windows 10 PC</title>
    <dc:date>2025-07-31T22:00:27+00:00</dc:date>
    <link>https://arstechnica.com/gadgets/2025/07/how-to-get-another-free-year-of-updates-for-your-windows-10-pc/</link>
    <dc:creator>Pubstrat</dc:creator><dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:16a308ff101b/</dc:identifier>
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<item rdf:about="https://medium.com/@robertwiblin/ugh-fields-or-why-you-can-t-even-bear-to-think-about-that-task-5941837dac62">
    <title>‘Ugh Fields’, or why you can’t even bear to think about that task</title>
    <dc:date>2025-07-28T11:58:50+00:00</dc:date>
    <link>https://medium.com/@robertwiblin/ugh-fields-or-why-you-can-t-even-bear-to-think-about-that-task-5941837dac62</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Gradually the thing you mentally associate with this task stops being what’s required to complete it. Or the reward of doing so. Or the reason you took it on in the first place.

Rather your only association becomes the flinching pain you feel whenever you accidentally remember it.]]></description>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:241922d5ed22/</dc:identifier>
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<item rdf:about="https://www.ian-leslie.com/p/27-notes-on-growing-older">
    <title>27 Notes On Growing Old(er)</title>
    <dc:date>2025-07-19T00:10:09+00:00</dc:date>
    <link>https://www.ian-leslie.com/p/27-notes-on-growing-older</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[I think there’s a kind of proprioception for age, which for some mysterious evolutionary reason gets switched off around age 40. When you’re 18, you feel 18, when you’re 35 you feel 35, and when you’re 53 you feel…35. You’re constantly having to arbitrate between your felt age and your real age, reminding yourself that you’re not actually that person anymore, making a special effort to act appropriately (maybe you shouldn’t actually go skiing, or drink six pints, certainly not both). If you’re a young person, and you’re talking to an older person, it’s as well to remember that they may well believe, at some level, that they’re the same age as you. Many such conversations are asymmetrical: the young person always aware of the age gap, the older person not so much.]]></description>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:a21ac78a897d/</dc:identifier>
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<item rdf:about="https://josephheath.substack.com/p/why-philosophers-hate-that-equity">
    <title>Why philosophers hate that ‘equity’ meme</title>
    <dc:date>2025-04-15T21:20:18+00:00</dc:date>
    <link>https://josephheath.substack.com/p/why-philosophers-hate-that-equity</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Unfortunately for us, this little picture with the boxes represents the undoing of practically everything we have been trying to achieve in our debates over equality and social justice for the past half-century. (More evidence that when reason goes up against social media, reason loses every time.) Indeed, it is not an exaggeration to say that the inadequacy of the conception of “equity” presented in this picture served as the point of departure of the major debates over egalitarianism that have been central to the discipline since the 1970s.]]></description>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:eb23ab639aa4/</dc:identifier>
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<item rdf:about="https://journals.sagepub.com/doi/full/10.1177/1037969X241248781">
    <title>Restorative justice in healthcare settings: Better outcomes for patients and medical professionals</title>
    <dc:date>2024-05-10T17:00:40+00:00</dc:date>
    <link>https://journals.sagepub.com/doi/full/10.1177/1037969X241248781</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Current responses to medical negligence insufficiently consider the broader needs of affected stakeholders. We argue that responses to medical negligence should adopt a restorative justice frame. This article recounts the experience of our daughter’s avoidable suffering and subsequent death in the healthcare system. Our experience as victims of medical negligence, and the broader literature on restorative justice, responsive regulation and health care, suggest that non-adversarial alternatives will better address the needs of victims and encourage a restoration in healthcare relationships.]]></description>
<dc:subject>healthcare regulation &quot;restorative justice&quot;</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:f5a16a222709/</dc:identifier>
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<item rdf:about="https://www.joelonsoftware.com/2008/02/19/why-are-the-microsoft-office-file-formats-so-complicated-and-some-workarounds/">
    <title>Why are the Microsoft Office file formats so complicated? (And some workarounds) – Joel on Software</title>
    <dc:date>2024-02-28T07:51:35+00:00</dc:date>
    <link>https://www.joelonsoftware.com/2008/02/19/why-are-the-microsoft-office-file-formats-so-complicated-and-some-workarounds/</link>
    <dc:creator>Pubstrat</dc:creator><dc:identifier>https://pinboard.in/u:Pubstrat/b:d8b791c75afb/</dc:identifier>
</item>
<item rdf:about="https://arstechnica.com/gadgets/2024/02/what-i-do-to-clean-up-a-clean-install-of-windows-11-23h2-and-edge/">
    <title>Windows-as-a-nuisance: How I clean up a “clean install” of Windows 11 and Edge | Ars Technica</title>
    <dc:date>2024-02-28T07:51:34+00:00</dc:date>
    <link>https://arstechnica.com/gadgets/2024/02/what-i-do-to-clean-up-a-clean-install-of-windows-11-23h2-and-edge/</link>
    <dc:creator>Pubstrat</dc:creator><dc:identifier>https://pinboard.in/u:Pubstrat/b:f65d28abd529/</dc:identifier>
</item>
<item rdf:about="https://archive.org/details/195508IF0000/1955-08_IF_0003.jpg">
    <title>Franchise - Asimov</title>
    <dc:date>2024-02-19T14:05:12+00:00</dc:date>
    <link>https://archive.org/details/195508IF0000/1955-08_IF_0003.jpg</link>
    <dc:creator>Pubstrat</dc:creator><dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:c7a36bf11f5c/</dc:identifier>
</item>
<item rdf:about="https://www.legalfutures.co.uk/latest-news/leggatt-witness-demeanour-as-guide-to-truth-like-spinning-a-coin">
    <title>Leggatt: Witness demeanour as guide to truth “like spinning a coin”</title>
    <dc:date>2024-02-08T10:44:18+00:00</dc:date>
    <link>https://www.legalfutures.co.uk/latest-news/leggatt-witness-demeanour-as-guide-to-truth-like-spinning-a-coin</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[The key finding was that witness demeanour was almost equal as a guide to truthfulness to chance: “There is extensive scientific research showing that, as a method of distinguishing truth-telling from lying, judging on the basis of demeanour is slightly, but only slightly, more reliable than spinning a coin.]]></description>
<dc:subject>regulation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:2381d281c00a/</dc:identifier>
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<item rdf:about="https://www.bailii.org/ew/cases/EWCOP/2015/60.html">
    <title>Wye Valley NHS Trust v B (Rev 1) [2015] EWCOP 60 (28 September 2015)</title>
    <dc:date>2024-01-16T09:13:25+00:00</dc:date>
    <link>https://www.bailii.org/ew/cases/EWCOP/2015/60.html</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[The issue in this case is whether it is lawful for the doctors treating Mr B, a 73-year-old gentleman with a severely infected leg, to amputate his foot against his wishes in order to save his life]]></description>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:208b5760387d/</dc:identifier>
</item>
<item rdf:about="https://crookedtimber.org/2012/08/17/the-generation-game-2/">
    <title>The generation game</title>
    <dc:date>2024-01-11T14:20:34+00:00</dc:date>
    <link>https://crookedtimber.org/2012/08/17/the-generation-game-2/</link>
    <dc:creator>Pubstrat</dc:creator><dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:9a2966dd94c2/</dc:identifier>
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<item rdf:about="https://www.nytimes.com/2024/01/09/opinion/alaska-airlines-safety.html?unlocked_article_code=1.Mk0.yt5i.gcSzf_UGI6t0&amp;smid=tw-share">
    <title>What the Japan Airlines and Alaska Airlines Incidents Tell Us About Airline Safety - The New York Times</title>
    <dc:date>2024-01-10T08:11:47+00:00</dc:date>
    <link>https://www.nytimes.com/2024/01/09/opinion/alaska-airlines-safety.html?unlocked_article_code=1.Mk0.yt5i.gcSzf_UGI6t0&amp;smid=tw-share</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[a determined ethos that if something has gone wrong, the reason will be identified and fixed.]]></description>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:566be43792b1/</dc:identifier>
</item>
<item rdf:about="https://exple.tive.org/blarg/2020/10/25/navigational-instruments/">
    <title>Firefox short cuts</title>
    <dc:date>2024-01-10T08:10:05+00:00</dc:date>
    <link>https://exple.tive.org/blarg/2020/10/25/navigational-instruments/</link>
    <dc:creator>Pubstrat</dc:creator><dc:identifier>https://pinboard.in/u:Pubstrat/b:6dcff55e21f5/</dc:identifier>
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<item rdf:about="https://arstechnica.com/gadgets/2023/08/windows-11-has-made-the-clean-windows-install-an-oxymoron/?comments=1&amp;post=42126496">
    <title>Win 11 install</title>
    <dc:date>2023-08-21T20:35:43+00:00</dc:date>
    <link>https://arstechnica.com/gadgets/2023/08/windows-11-has-made-the-clean-windows-install-an-oxymoron/?comments=1&amp;post=42126496</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[install win 11 with local account]]></description>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:d2dfcc6e5872/</dc:identifier>
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<item rdf:about="https://pluralistic.net/2022/11/09/infosec-blackpill/">
    <title>Pluralistic: 09 Nov 2022 Delegating trust is really, really, really hard (infosec edition) – Pluralistic: Daily links from Cory Doctorow</title>
    <dc:date>2022-11-13T22:11:22+00:00</dc:date>
    <link>https://pluralistic.net/2022/11/09/infosec-blackpill/</link>
    <dc:creator>Pubstrat</dc:creator><dc:identifier>https://pinboard.in/u:Pubstrat/b:6bc3e1539dc6/</dc:identifier>
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<item rdf:about="https://twitter.com/clry2/status/1433750213534048262">
    <title>Policy development - ten tips</title>
    <dc:date>2021-09-03T11:38:58+00:00</dc:date>
    <link>https://twitter.com/clry2/status/1433750213534048262</link>
    <dc:creator>Pubstrat</dc:creator><dc:identifier>https://pinboard.in/u:Pubstrat/b:6e889577ce91/</dc:identifier>
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<item rdf:about="https://medium.engineering/the-curious-case-of-disappearing-polish-s-fa398313d4df">
    <title>The curious case of the disappearing Polish S</title>
    <dc:date>2021-08-22T15:48:38+00:00</dc:date>
    <link>https://medium.engineering/the-curious-case-of-disappearing-polish-s-fa398313d4df</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[This is a story of how four incidental ingredients spanning decades (if not centuries) came together to cause the most curious of bugs, and how we fixed it.]]></description>
<dc:subject>Polish keyboard</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
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<item rdf:about="http://www.zephoria.org/thoughts/archives/2009/07/13/i_want_my_cybor.html">
    <title>I want my cyborg life | danah boyd | apophenia</title>
    <dc:date>2021-07-21T11:57:48+00:00</dc:date>
    <link>http://www.zephoria.org/thoughts/archives/2009/07/13/i_want_my_cybor.html</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[What will it take for us to see technology as a tool for information enhancement? At the very least, how can we embrace those who learn best when they have an outlet for their questions and thoughts? How I long for being connected to be an acceptable part of engagement.]]></description>
<dc:subject>socialchange attention</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:0088855589e3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:socialchange"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:attention"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://twitter.com/tobyjlowe/status/1413577211437887488">
    <title>cognitive biases map</title>
    <dc:date>2021-07-10T13:28:07+00:00</dc:date>
    <link>https://twitter.com/tobyjlowe/status/1413577211437887488</link>
    <dc:creator>Pubstrat</dc:creator><dc:identifier>https://pinboard.in/u:Pubstrat/b:350258393902/</dc:identifier>
</item>
<item rdf:about="https://www.charterworks.com/hybrid-work-nicholas-bloom-stanford/">
    <title>What research says about how to make hybrid work succeed</title>
    <dc:date>2021-06-28T15:09:46+00:00</dc:date>
    <link>https://www.charterworks.com/hybrid-work-nicholas-bloom-stanford/</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Initially. It's very disruptive to suddenly massively change everyone's working pattern. There's no science particularly behind this. It's just thinking logically. If I was a company, if everyone's been working from home for 18 months, I may say the week of September 3rd, why doesn't team one come back just on the Monday, team two just come in on the Tuesday, and take it by that. And we'll run that for a month. I don't think they'll go from zero to full, initially.

It's disruptive, much as it was disruptive for sending people home, and there we had no choice. It will be disruptive suddenly moving back into the office, and there's going to be pinch points and issues. You're going to get back and find that all the equipment's broken—there'll be so much stuff. We haven't been in that for a year and a half. It may take a three month transition; personally, I wouldn't do it all at once.]]></description>
<dc:subject>nwow</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:1e0734542077/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:nwow"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.theguardian.com/commentisfree/2021/jun/21/remote-working-office-based-practices-offices-employers">
    <title>The problem isn’t remote working – it’s clinging to office-based practices | Alexia Cambon | The Guardian</title>
    <dc:date>2021-06-22T07:02:48+00:00</dc:date>
    <link>https://www.theguardian.com/commentisfree/2021/jun/21/remote-working-office-based-practices-offices-employers</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[This is what we should be asking ourselves: if 9-5 had never been invented; if “office” were a foreign term; if the concept of a meeting sounded like gibberish – in short, if today were day one of the history of work – how would you design how you work?]]></description>
<dc:subject>nwow</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:70fc4b7c5af3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:nwow"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://seths.blog/2021/05/selling-hours/">
    <title>Selling hours | Seth's Blog</title>
    <dc:date>2021-06-19T15:58:17+00:00</dc:date>
    <link>https://seths.blog/2021/05/selling-hours/</link>
    <dc:creator>Pubstrat</dc:creator><dc:subject>nwow</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:b7c8e39703b9/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:nwow"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://seths.blog/2021/06/five-useful-questions/">
    <title>Five useful questions | Seth's Blog</title>
    <dc:date>2021-06-19T15:52:06+00:00</dc:date>
    <link>https://seths.blog/2021/06/five-useful-questions/</link>
    <dc:creator>Pubstrat</dc:creator><dc:subject>nwow</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:cd27af2f93f1/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:nwow"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://hbr.org/2021/05/how-to-do-hybrid-right?platform=hootsuite">
    <title>How to Do Hybrid Right</title>
    <dc:date>2021-06-16T17:46:36+00:00</dc:date>
    <link>https://hbr.org/2021/05/how-to-do-hybrid-right?platform=hootsuite</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[If leaders and managers can successfully make the transition to an anywhere, anytime model, the result will be work lives that are more purposeful and productive.

Lynda Gratton]]></description>
<dc:subject>nwow</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:e56cab2d05ac/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:nwow"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://annehelen.substack.com/p/the-back-to-the-office-maximum">
    <title>The back to the office maximum</title>
    <dc:date>2021-06-16T17:42:48+00:00</dc:date>
    <link>https://annehelen.substack.com/p/the-back-to-the-office-maximum</link>
    <dc:creator>Pubstrat</dc:creator><dc:subject>nwow</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:273bcc21cc92/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:nwow"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.adamsdrafting.com/as-amended/">
    <title>As amended</title>
    <dc:date>2021-02-10T19:58:40+00:00</dc:date>
    <link>https://www.adamsdrafting.com/as-amended/</link>
    <dc:creator>Pubstrat</dc:creator><dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:4b9ddfb01c82/</dc:identifier>
</item>
<item rdf:about="http://brucefwebster.com/2008/04/15/the-wetware-crisis-the-themocline-of-truth/">
    <title>The Wetware Crisis: the Thermocline of Truth : Bruce F. Webster</title>
    <dc:date>2020-08-05T10:03:51+00:00</dc:date>
    <link>http://brucefwebster.com/2008/04/15/the-wetware-crisis-the-themocline-of-truth/</link>
    <dc:creator>Pubstrat</dc:creator><dc:identifier>https://pinboard.in/u:Pubstrat/b:f7320c3443cb/</dc:identifier>
</item>
<item rdf:about="https://medium.com/cuepoint/how-to-make-streaming-royalties-fair-er-8b38cd862f66">
    <title>How To Make Streaming Royalties Fair(er)</title>
    <dc:date>2020-01-10T16:41:19+00:00</dc:date>
    <link>https://medium.com/cuepoint/how-to-make-streaming-royalties-fair-er-8b38cd862f66</link>
    <dc:creator>Pubstrat</dc:creator><dc:subject>spotify</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:c0c07ad57f41/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:spotify"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://medium.com/swlh/would-you-like-your-team-to-be-healthier-3d8554b8f74d">
    <title>Would you like your team to be healthier? - The Startup - Medium</title>
    <dc:date>2020-01-07T15:53:26+00:00</dc:date>
    <link>https://medium.com/swlh/would-you-like-your-team-to-be-healthier-3d8554b8f74d</link>
    <dc:creator>Pubstrat</dc:creator><dc:identifier>https://pinboard.in/u:Pubstrat/b:155eedfa7718/</dc:identifier>
</item>
<item rdf:about="https://hbr.org/2019/11/cracking-the-code-of-sustained-collaboration">
    <title>Cracking the Code of Sustained Collaboration</title>
    <dc:date>2019-11-18T07:58:34+00:00</dc:date>
    <link>https://hbr.org/2019/11/cracking-the-code-of-sustained-collaboration</link>
    <dc:creator>Pubstrat</dc:creator><dc:subject>collaboration</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:d952940c6be7/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:collaboration"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://icebreaker.range.co/">
    <title>Icebreaker | Over 200 Free Icebreaker Questions</title>
    <dc:date>2019-08-12T07:43:35+00:00</dc:date>
    <link>https://icebreaker.range.co/</link>
    <dc:creator>Pubstrat</dc:creator><dc:subject>icebreakers meetings</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:85a0e8abf64b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:icebreakers"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:meetings"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.thestar.com/news/insight/2016/01/16/when-us-air-force-discovered-the-flaw-of-averages.html">
    <title>When U.S. air force discovered the flaw of averages</title>
    <dc:date>2019-08-06T12:13:44+00:00</dc:date>
    <link>https://www.thestar.com/news/insight/2016/01/16/when-us-air-force-discovered-the-flaw-of-averages.html</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Daniels’s findings were clear and incontrovertible. There was no such thing as an average pilot. If you’ve designed a cockpit to fit the average pilot, you’ve actually designed it to fit no one.]]></description>
<dc:subject>design</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:06a04d77a789/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:design"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://praxis.fortelabs.co/one-touch-to-inbox-zero-a74cfa02e5bf/">
    <title>One-Touch to Inbox Zero | Praxis</title>
    <dc:date>2019-07-21T13:32:24+00:00</dc:date>
    <link>https://praxis.fortelabs.co/one-touch-to-inbox-zero-a74cfa02e5bf/</link>
    <dc:creator>Pubstrat</dc:creator><dc:identifier>https://pinboard.in/u:Pubstrat/b:dd4980f17b64/</dc:identifier>
</item>
<item rdf:about="http://readabilityguidelines.myxwiki.org/xwiki/bin/view/User%20centred%20design/">
    <title>Content design - XWiki</title>
    <dc:date>2019-07-20T09:58:47+00:00</dc:date>
    <link>http://readabilityguidelines.myxwiki.org/xwiki/bin/view/User%20centred%20design/</link>
    <dc:creator>Pubstrat</dc:creator><dc:identifier>https://pinboard.in/u:Pubstrat/b:63b147f1c773/</dc:identifier>
</item>
<item rdf:about="https://www.cqc.org.uk/publications/themed-work/driving-improvement-through-technology">
    <title>Driving improvement through technology | Care Quality Commission</title>
    <dc:date>2019-07-18T00:03:50+00:00</dc:date>
    <link>https://www.cqc.org.uk/publications/themed-work/driving-improvement-through-technology</link>
    <dc:creator>Pubstrat</dc:creator><dc:identifier>https://pinboard.in/u:Pubstrat/b:c233aee2708f/</dc:identifier>
</item>
<item rdf:about="http://megpickard.com/2011/01/blog-vs-blogpost-a-note-on-terminology/">
    <title>Blog vs Blogpost: a note on terminology – Meg Pickard</title>
    <dc:date>2018-10-31T00:30:46+00:00</dc:date>
    <link>http://megpickard.com/2011/01/blog-vs-blogpost-a-note-on-terminology/</link>
    <dc:creator>Pubstrat</dc:creator><dc:subject>language socialmedia</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:8df28922d1f8/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:language"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:socialmedia"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.jenitennison.com/2017/05/19/data-literature.html">
    <title>What would &quot;data literature&quot; look like?</title>
    <dc:date>2017-06-17T21:58:08+00:00</dc:date>
    <link>http://www.jenitennison.com/2017/05/19/data-literature.html</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Data literacy, and the skills we all need to have in our policymaking, businesses and lives, go beyond handling data. We need to know what data is capable of (even if we can’t do those things ourselves). We need to understand the limits of data, the ways it can be used for both good and ill, the implications that has on our lives and society. Understanding these things would help us use data well in government, business and our day to day lives and have more informed debate about how we use data in society.]]></description>
<dc:subject>data engagement</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:844af53e281b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:data"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:engagement"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://russelldavies.typepad.com/planning/2017/06/the-smell-of-bad-software.html">
    <title>Russell Davies: The Smell of Bad Software</title>
    <dc:date>2017-06-12T23:36:35+00:00</dc:date>
    <link>http://russelldavies.typepad.com/planning/2017/06/the-smell-of-bad-software.html</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Software is hard and everyone's trying their best and it's better than doing it with a spreadsheet and it's built into the corporate IT deal so we have to use it, really, but you just want to say CAN NO ONE ELSE SMELL THIS? This is going to drive us INSANE.]]></description>
<dc:subject>workandtools usability</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:c31ba2041ec9/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:workandtools"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:usability"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.curiouscatherine.info/2017/04/17/rowers-pirates-and-rocket-ships-how-do-you-respond-to-disruption/">
    <title>Rowers, pirates and rocket ships: How do you respond to disruption? | Catherine Howe</title>
    <dc:date>2017-04-17T20:08:59+00:00</dc:date>
    <link>http://www.curiouscatherine.info/2017/04/17/rowers-pirates-and-rocket-ships-how-do-you-respond-to-disruption/</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Your choice of strategy will depend as much upon your organisational culture and ambition as it does on your response to market forces. Knowing if you are in a boat full of rowers, pirates or rocket builders and recruiting the right team is critical to your success. Knowing if you yourself are a rower, pirate or rocket builder is just as important.]]></description>
<dc:subject>strategy organisationalchange</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:4acbc7f2e8bc/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:organisationalchange"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://paulitaylor.com/2017/04/14/do-we-believe-in-our-own-customers/">
    <title>Do We Believe In Our Own Customers?</title>
    <dc:date>2017-04-14T15:46:52+00:00</dc:date>
    <link>https://paulitaylor.com/2017/04/14/do-we-believe-in-our-own-customers/</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[The social sector exists on the basis that people are not to be trusted to manage their own life and wellbeing. By regarding people as passive recipients rather than as active informed customers it has become blighted with a culture of needless bureaucracy, checks and balances. 

The whole sector language of waiting lists, excess demand and channel shift puts the cause of all problems firmly at the feet of the public. How dare they put such demand on services?
]]></description>
<dc:subject>customers servicedesign trust</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:1a27c3e73d12/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:customers"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:servicedesign"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:trust"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://medium.com/@postenterprise/from-paper-folders-to-digital-streams-5effc184d8c">
    <title>From Paper Folders to Digital Streams – Tariq Rashid – Medium</title>
    <dc:date>2017-04-14T11:33:08+00:00</dc:date>
    <link>https://medium.com/@postenterprise/from-paper-folders-to-digital-streams-5effc184d8c</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Information Management is trying to bend habits from the paper era to fit today’s digital world — “digitalising paper processes” — that happens a lot, sadly.]]></description>
<dc:subject>knowledgemanagement workandtools</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:71ce3969299e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:knowledgemanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:workandtools"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.nesta.org.uk/blog/busting-hype-cycle-5-questions-ask-about-any-new-technology">
    <title>Busting the hype cycle: 5 questions to ask about any new technology</title>
    <dc:date>2017-03-28T07:07:43+00:00</dc:date>
    <link>http://www.nesta.org.uk/blog/busting-hype-cycle-5-questions-ask-about-any-new-technology</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[The more we pretend that technology is a cure-all, the more we promote cynicism that it can offer anything of value when it fails to live up to inflated expectations. Government and the public sector have been burned many times before by ambitious technology projects. Given the urgent need to reform public services to do more and better with less, we can’t afford for them to be put off genuinely good ideas any longer.

Seeking ways to reach the valuable applications of new technologies should therefore be a worthwhile endeavour. Asking five questions about the claims made of any new technology might help.]]></description>
<dc:subject>innovation hypecycle</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:befad6347e9e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:hypecycle"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://paulitaylor.com/2017/03/19/digital-transformation-is-failing-why/">
    <title>Digital Transformation is Failing. Why? | Paul Taylor</title>
    <dc:date>2017-03-19T11:03:39+00:00</dc:date>
    <link>https://paulitaylor.com/2017/03/19/digital-transformation-is-failing-why/</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[The practices of corporate planning, organisational structure, job profiles, performance indicators, and management were developed in the industrial age. It could be that some, or all, of these are wholly inconsistent with the behaviours required in a digital age.

It is these legacy practices that any business transformation programme should be addressing. Too often they focus on the digital tools themselves which are largely irrelevant.

Anyone can introduce a new IT system- but as digital organisational models emerge, it’s leadership that needs change.]]></description>
<dc:subject>organisationalchange workplace workandtools</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:3ccb956162b3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:organisationalchange"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:workplace"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:workandtools"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://hodigital.blog.gov.uk/2016/09/30/what-does-transformation-really-mean/">
    <title>What does transformation really mean? | Home Office Digital</title>
    <dc:date>2017-03-14T21:23:34+00:00</dc:date>
    <link>https://hodigital.blog.gov.uk/2016/09/30/what-does-transformation-really-mean/</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[There’s a lot of talk about transformation. People who use services don’t care if something has been ‘transformed’ or not. They just want to do something. So when we talk about ‘transformation’, we’re already speaking from an internally-focused perspective rather than outside-in.]]></description>
<dc:subject>transformation servicedesign organisationalchange</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:ad7652ce3e4e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:transformation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:servicedesign"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:organisationalchange"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.nesta.org.uk/blog/innovation-public-sector-risk-aversion-cause-or-symptom">
    <title>Innovation In The Public Sector: It's Risk Aversion A Cause Or A Symptom?</title>
    <dc:date>2017-03-06T22:15:03+00:00</dc:date>
    <link>http://www.nesta.org.uk/blog/innovation-public-sector-risk-aversion-cause-or-symptom</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[We need to recognise that a complete systems rebuild of the public sector is not an option, at least in the short to medium term. Therefore some space needs to be created for innovation and experimentation. A good start would be the development of outcome-based targets that cut across boundaries. These need to come with dedicated budgets and facilitated by teams that have capital, know-how and creatives. This is the kind of area where design thinking as championed the Policy Lab can add huge value.

In facilitating innovation it is important to create space for teams to drive change, and essential to provide them with top cover. This will need to be in parallel with much of the normal line of business work and will require leaders who are empowered to challenge the status quo in relation to internal rules and to ask for ways to allow emerging innovations to happen rather than reasons why to stop them.]]></description>
<dc:subject>innovation organisationaldebt designthinking</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:9babd6f45b07/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:organisationaldebt"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:designthinking"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.epicpeople.org/organizational-culture-sensemaking/?ct=t(New_Articles2_28_2017">
    <title>Organizational Culture as Lazy Sensemaking: What Ethnographers Can Do about Fundamental Attribution Error - EPIC</title>
    <dc:date>2017-02-28T18:00:50+00:00</dc:date>
    <link>https://www.epicpeople.org/organizational-culture-sensemaking/?ct=t(New_Articles2_28_2017</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[I am trying in my own organization to challenge the idea of “culture” as a holding place for a) stuff managers haven’t yet worked to understand and b) are likely to associate with the attitudes, beliefs, values, etc. of their workforce. Instead of culture, I am trying to articulate concrete constructs and practical methods that can help my colleagues get a working handle on context—which can include everything from the physical environment to organizational timekeeping policies—and its relationship to individual and collective behavior. Ethnographic practice offers the richest set of constructs and tools for understanding context: through collaborative, participatory engagement, we bring empathetic-but-detached perspectives on organizational behavior, leading to practical design outcomes that can humanize the workplace for everyone.]]></description>
<dc:subject>culture organisations ethnography</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:8e7ecefe5470/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:organisations"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:ethnography"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://paulitaylor.com/2017/02/24/how-automation-can-help-us-solve-the-problems-that-matter/">
    <title>How Automation Helps Us Solve The Problems That Matter</title>
    <dc:date>2017-02-28T17:38:22+00:00</dc:date>
    <link>https://paulitaylor.com/2017/02/24/how-automation-can-help-us-solve-the-problems-that-matter/</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Digital transformation is absolutely not about designing out people. It’s about designing out the ordinary and reserving people for the extraordinary.

Indeed , the paradox of automation says that the more efficient the automated system, the more crucial the human contribution. People are less involved, but their involvement becomes more critical.

]]></description>
<dc:subject>transformation automation humanservice</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:78805764bd0f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:transformation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:automation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:humanservice"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.schneier.com/blog/archives/2017/02/security_and_th.html">
    <title>Security and the Internet of Things - Schneier on Security</title>
    <dc:date>2017-02-25T17:10:13+00:00</dc:date>
    <link>https://www.schneier.com/blog/archives/2017/02/security_and_th.html</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[We're building a world-size robot, and we don't even realize it.

To be sure, it's not a robot in the classical sense. We think of robots as discrete autonomous entities, with sensors, brain, and actuators all together in a metal shell. The world-size robot is distributed. It doesn't have a singular body, and parts of it are controlled in different ways by different people. It doesn't have a central brain, and it has nothing even remotely resembling a consciousness. It doesn't have a single goal or focus. It's not even something we deliberately designed. It's something we have inadvertently built out of the everyday objects we live with and take for granted. It is the extension of our computers and networks into the real world.

This world-size robot is actually more than the Internet of Things. It's a combination of several decades-old computing trends: mobile computing, cloud computing, always-on computing, huge databases of personal information, the Internet of Things ­- or, more precisely, cyber-physical systems ­- autonomy, and artificial intelligence. And while it's still not very smart, it'll get smarter. It'll get more powerful and more capable through all the interconnections we're building.

It'll also get much more dangerous.]]></description>
<dc:subject>automation futures security IoT</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:190a8085f709/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:automation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:futures"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:security"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:IoT"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://philrumens.blogspot.co.uk/2017/02/why-you-dont-need-digital-strategy.html">
    <title>Why you don't need a digital strategy</title>
    <dc:date>2017-02-22T18:50:42+00:00</dc:date>
    <link>http://philrumens.blogspot.co.uk/2017/02/why-you-dont-need-digital-strategy.html</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Understand that digital is an enabler for good service design, it is not service design in itself. Forget your digital strategy and start writing a transformation and delivery framework for your organisation.]]></description>
<dc:subject>transformation strategy organisationalchange</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:e898f746579b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:transformation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:organisationalchange"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.newstatesman.com/2014/05/how-mistakes-can-save-lives">
    <title>How mistakes can save lives: one man’s mission to revolutionise the NHS</title>
    <dc:date>2017-02-21T12:16:38+00:00</dc:date>
    <link>http://www.newstatesman.com/2014/05/how-mistakes-can-save-lives</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[The pioneers of crew resource management knew that merely warning pilots about fixation error was not sufficient. It is too powerful an instinct to be repressed entirely even when you know about it. The answer lay with the crew. Because even the most experienced captains are prone to human error, the entire aircraft crew needed to act as a collective intelligence, vigilant for problems and responsible for solutions. “It’s the people at the edge of the room, standing back from the situation, who can often see it best,” Bromiley said to me.]]></description>
<dc:subject>failure feedback systems leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:aaa2b2ad453f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:failure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:feedback"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:systems"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://paulitaylor.com/2017/02/17/why-we-solve-the-wrong-problems/">
    <title>Why We Solve The Wrong Problems | Paul Taylor</title>
    <dc:date>2017-02-18T16:04:52+00:00</dc:date>
    <link>https://paulitaylor.com/2017/02/17/why-we-solve-the-wrong-problems/</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Everywhere I look I see organisations and people investing heavily in new initiatives, transformation, and change programmes.  And in almost every case the goals will never be met.

One of the most crucial causes of the failure? The right questions were never asked at the outset.

We default to ideas and plans. Too many of which fail to get exposed to the tough love of effective questioning.  We get wrapped up in solutions.]]></description>
<dc:subject>decisionmaking problemsolving</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:5e55009a42f0/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:decisionmaking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:problemsolving"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://doteveryone.org.uk/blog/2017/02/being-an-effective-leader-in-a-digital-age-is-abou/">
    <title>Digital leadership: changing your whole approach, not just doing better digital projects - Janet Hughes</title>
    <dc:date>2017-02-10T08:49:55+00:00</dc:date>
    <link>https://doteveryone.org.uk/blog/2017/02/being-an-effective-leader-in-a-digital-age-is-abou/</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Leaders in the digital age must also actively take responsibility. They need to understand that they are connected to and can affect people’s lives in ways that were previously unimaginable. They must take privacy and security seriously, and understand the new and ever-changing landscape of threats and risks. They have to take care to understand the social and ethical impact and implications of what they’re doing, and of the changes that are happening in the world around them. They should know that they don’t have all the answers but keep asking searching, difficult questions.All this calls for a completely new style of leadership in the civil service and across our economy: we need skilled, bold and open leaders who can adapt, learn and deliver at pace. This is as at least as much about what behaviours are encouraged and rewarded as it is about what specific knowledge and skills people are expected to have. ]]></description>
<dc:subject>leadership government digital</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:bb8aca883cfe/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:government"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:digital"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://medium.com/book-of-the-future/why-are-we-not-asking-the-right-questions-7c5215f0e8b5?goal=0_904b6485b0-300c193332-130589749#.o4g7wbkry">
    <title>Why are we not asking the right questions? – Book of the Future – Medium</title>
    <dc:date>2017-02-05T13:37:41+00:00</dc:date>
    <link>https://medium.com/book-of-the-future/why-are-we-not-asking-the-right-questions-7c5215f0e8b5?goal=0_904b6485b0-300c193332-130589749#.o4g7wbkry</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[We’ve been shown robots taking over since Capek’s play that first gave us the term. Perhaps it’s no wonder people don’t take it seriously. At least not beyond a thin strata of society, defined not by class but by their own self-determined engagement with the issues.

But they — we — must start talking about this. It’s happening. We should not let it take society by surprise.]]></description>
<dc:subject>work futures automation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:7f75a0551626/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:futures"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:automation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://crookedtimber.org/2017/02/01/workless-or-working-less/">
    <title>Workless, or working less? — Crooked Timber</title>
    <dc:date>2017-02-04T21:51:22+00:00</dc:date>
    <link>http://crookedtimber.org/2017/02/01/workless-or-working-less/</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Technological change has been rendering old skills obsolete ever since the invention of the spinning jenny in the eighteenth century, and will doubtless continue to do so. The real problems we face today are not technological but social and economic. Like it or not, a radical reorganisation of work is under way. The question is whether we can shape it to benefit the world as a whole, or whether it will continue to enrich the few at the expense of the many. As Dunlop concludes, “We have been told that when it comes to work, there is no alternative. What these new technologies suggest is that maybe there is.” ]]></description>
<dc:subject>welfarereform work futures</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:4854ee2c2a40/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:welfarereform"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:futures"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.computerweekly.com/opinion/Its-the-business-model-stupid-three-steps-to-transform-UK-public-services">
    <title>It’s the business model, stupid – three steps to transform UK public services</title>
    <dc:date>2017-02-03T22:38:45+00:00</dc:date>
    <link>http://www.computerweekly.com/opinion/Its-the-business-model-stupid-three-steps-to-transform-UK-public-services</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Government is lost, and looks in the wrong place. Faced with squaring the circle of maintaining public service levels in the face of continuous cuts, cost increases and exponential demand, it flails around for answers, too enchanted with technology quick fixes to recognise that the writing is on the wall for the entire public service structure as constituted.]]></description>
<dc:subject>disruption systems transformation</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:a9337c035dcb/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:disruption"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:systems"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:transformation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://medium.com/@rachelcoldicutt/glanceable-truthiness-ed486a374d93#.kd9awv1wo">
    <title>Glanceable truthiness – Rachel Coldicutt – Medium</title>
    <dc:date>2017-01-30T14:05:46+00:00</dc:date>
    <link>https://medium.com/@rachelcoldicutt/glanceable-truthiness-ed486a374d93#.kd9awv1wo</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Stephen Krug published his seminal book Don’t Make Me Think in 2000, and since then idea that designers and engineers do the thinking for their users has become commonplace. The fourth Government Digital Service design principles is “Do the hard work to make it simple” and it comes with a value judgement: “It’s usually more and harder work to make things simple, but it’s the right thing to do.”]]></description>
<dc:subject>democracy engagement design</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:3d0f283f1469/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:democracy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:engagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:design"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://benproctor.co.uk/the-unconference-where-we-learn-from-unconferences/">
    <title>The unconference where we learn from unconferences – Ben Proctor</title>
    <dc:date>2017-01-22T16:26:12+00:00</dc:date>
    <link>http://benproctor.co.uk/the-unconference-where-we-learn-from-unconferences/</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[My key takeaway is that the unconference process takes us only so far. We are asking a bunch of people who have often never met and have certainly never worked together in this configuration to create a space that will work to enable all of them to collaborate and contribute. I actually think it’s impressive how much this actually does work.]]></description>
<dc:subject>collaboration conversation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:5871f03b2585/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:conversation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://medium.com/thinking-is-hard/4-conundrums-of-intelligence-2ab78d90740f">
    <title>Cognitive bias cheat sheet, simplified – Thinking Is Hard – Medium</title>
    <dc:date>2017-01-16T20:11:14+00:00</dc:date>
    <link>https://medium.com/thinking-is-hard/4-conundrums-of-intelligence-2ab78d90740f</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[There are 4 qualities of the universe that limit our own intelligence and the intelligence of every other person, collective, organism, machine, alien, or imaginable god. All 200ish of our known biases are attempts to work around these conundrums!]]></description>
<dc:subject>thinkingskills cognitivebias</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:9340f93d81e7/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:thinkingskills"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:cognitivebias"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.edge.org/response-detail/27023">
    <title>The Second Law of Thermodynamics - Steven Pinker</title>
    <dc:date>2017-01-11T22:34:04+00:00</dc:date>
    <link>https://www.edge.org/response-detail/27023</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Poverty, too, needs no explanation. In a world governed by entropy and evolution, it is the default state of humankind. Matter does not just arrange itself into shelter or clothing, and living things do everything they can not to become our food. What needs to be explained is wealth. Yet most discussions of poverty consist of arguments about whom to blame for it.]]></description>
<dc:subject>welfaresystem entropy</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:2bb36f8e4703/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:welfaresystem"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:entropy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://text.louisedowne.com/post/what's-more-important--the-journey-or-the-destination-">
    <title>What's more important, the journey or the destination? - Louise Downe</title>
    <dc:date>2017-01-11T15:23:16+00:00</dc:date>
    <link>http://text.louisedowne.com/post/what's-more-important--the-journey-or-the-destination-</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[If there’s one thing you need when you design things to make people's lives better ( in the public sector or private) is an unwavering sense of unselfishness and commitment to making things better for users. So when I look through portfolios I look for people who show that’s what they care about too.

Design isn’t the type of labour you can quantify in the amount of weeks you spend getting to something. Something worthwhile can take minutes or years, what matters is that you get there.]]></description>
<dc:subject>design agile</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:e033fa31388b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:agile"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.centreforpublicimpact.org/five-ways-to-encourage-digital-disruption-in-government/">
    <title>Five ways to encourage digital disruption in government - Centre for Public Impact</title>
    <dc:date>2016-12-26T23:44:38+00:00</dc:date>
    <link>https://www.centreforpublicimpact.org/five-ways-to-encourage-digital-disruption-in-government/</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[There is a puzzle here. Clearly the technology is already available to do a wide range of really interesting, useful things. Why then does government seem unable or unwilling to adopt it?

Very simply because this is not a technology problem, it is a disruption problem.
]]></description>
<dc:subject>disruption agile reform</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:4d9449bfe359/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:disruption"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:agile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:reform"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.myddelton.co.uk/blog/better-discoveries">
    <title>Better discoveries — Myddelton</title>
    <dc:date>2016-12-20T20:00:00+00:00</dc:date>
    <link>http://www.myddelton.co.uk/blog/better-discoveries</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[But discovery is different. Here you are concerned with doing the right things. You're hunting around for the right problems to tackle rather than coming up with solutions. Your user research is about digging into people's needs, tasks, motivations and goals rather than finding problems with your design. And you end up having to take a punt on a future direction. A informed gamble, but still a gamble.

This is leadership territory.
]]></description>
<dc:subject>agile leadership</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:db563a45eba9/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:agile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://swimminginstormyweather.wordpress.com/2016/12/04/a-field-guide-to-life-in-government-for-user-researchers/">
    <title>A Field Guide to Life in Government for User Researchers | Swimming in Stormy Weather</title>
    <dc:date>2016-12-10T14:50:11+00:00</dc:date>
    <link>https://swimminginstormyweather.wordpress.com/2016/12/04/a-field-guide-to-life-in-government-for-user-researchers/</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[ what design offers to government is simply this – a straightforward toolkit of ideas and ways of working oriented to the idea that before we solve a problem we should really understand the problem with the people who have the problem. Only then should try to solve it by making solutions iteratively, with the people who have the problem. Finally – all the time we are doing that we remain open to the idea that our exploring and making may reveal a better understanding of the problem that will change our thinking about the solution.]]></description>
<dc:subject>design userresearch ethnography</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:f556da899c16/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:userresearch"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:ethnography"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.wearefuturegov.com/blog/citizens-portals-y-n">
    <title>Citizens Portals Y / N? - Carrie Bishop</title>
    <dc:date>2016-12-08T12:24:45+00:00</dc:date>
    <link>https://www.wearefuturegov.com/blog/citizens-portals-y-n</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[“I really wish I had one place where I can see all my transactions with the council”, said nobody, ever. In all the workshops, co-design sessions and user interviews FutureGov has done over the last eight years no one could recall anyone expressing that kind of need. ]]></description>
<dc:subject>usercentreddesign userresearch</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:4a76fadd2eaa/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:usercentreddesign"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:userresearch"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://matthewcain.co.uk/digitalbucks/you-can-be-a-bit-agile/">
    <title>You can be a bit Agile - Matthew Cain</title>
    <dc:date>2016-12-07T22:19:13+00:00</dc:date>
    <link>http://matthewcain.co.uk/digitalbucks/you-can-be-a-bit-agile/</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[We will never report to a separate project board, whilst making prioritisation decisions in sprint planning. We will never produce highlight reports and show and tells. We will never produce detailed requirements and risk registers, whilst running an Agile project. If that’s what the business wants, we’ll do Prince2. But we won’t pretend. That’s when you can’t be a bit Agile.]]></description>
<dc:subject>agile projects culture</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:184a6403a72b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:agile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:projects"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:culture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.memespring.co.uk/2016/11/23/oscon-2016/">
    <title>Designing digital services that are accountable, understood, and trusted (OSCON 2016 talk)</title>
    <dc:date>2016-11-27T17:25:22+00:00</dc:date>
    <link>http://blog.memespring.co.uk/2016/11/23/oscon-2016/</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Questions of accountability, understanding and trust are only going to become louder.

These issues are only going to get harder to solve as we ask users for more data and to trust code to make decisions for them.

The organisations that understand this and start thinking about how to make services that are accountable, understandable and trusted will have the advantage.

]]></description>
<dc:subject>trust servicedesign politics</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:5db258ee7841/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:trust"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:servicedesign"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:politics"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://medium.com/@PaulBromford/technology-wont-kill-meetings-but-we-can-8bad86867a16">
    <title>Technology Won’t Kill Meetings — But We Can – The Future of Work by shapingwork – Medium</title>
    <dc:date>2016-11-27T11:01:07+00:00</dc:date>
    <link>https://medium.com/@PaulBromford/technology-wont-kill-meetings-but-we-can-8bad86867a16</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[We thought the world of work was to be reimagined. The death of the office. The end of email. A utopia of work/life integration fueled by work-where-you-want technology.]]></description>
<dc:subject>workandtools workplace organisations</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:4f5b6ba5ac97/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:workandtools"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:workplace"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:organisations"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://medium.com/front-line-interaction-design/the-blurring-between-design-thinking-and-agile-ae59d14f28e3#.4cnbf9esj">
    <title>The blurring between Design Thinking and Agile – Front Line Interaction Design – Medium</title>
    <dc:date>2016-11-26T09:57:47+00:00</dc:date>
    <link>https://medium.com/front-line-interaction-design/the-blurring-between-design-thinking-and-agile-ae59d14f28e3#.4cnbf9esj</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[The Agile Manifesto embraces this notion of perpetual beta and that software should be developed with a continuous loop of customer needs going in and ‘good enough’ software coming out.

This state of continuous refinement is ultimately the same as design’s process of jumping backward and forward. The only difference is that with design we stay in this state for the duration of the project, whereas in Agile we stay in this state for the lifetime of the software.]]></description>
<dc:subject>agile design lean</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:68db592cf71e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:agile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:lean"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.mintzberg.org/blog/growing-strategies">
    <title>Need a strategy? Let it grow like a weed in the garden | Henry Mintzberg</title>
    <dc:date>2016-11-03T07:50:07+00:00</dc:date>
    <link>http://www.mintzberg.org/blog/growing-strategies</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[Strategies grow initially like weeds in a garden; they are not cultivated like tomatoes in a hothouse. In other words, the process of creating strategies can be over-managed. Sometimes it is more important to let ideas emerge than to force a premature consistency on the organization. Allow those strategies to form, as patterns, not having to be formulated, as plans. The hothouse, if needed, can come later.]]></description>
<dc:subject>strategy emergence organisationalchange</dc:subject>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:6756c46a395f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:emergence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:organisationalchange"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://medium.com/@jaggeree/science-fiction-about-ai-never-seems-to-talk-about-the-interesting-stuff-tax-and-geography-and-aa6f97c64a3b#.ysdbsiwl2">
    <title>Science fiction about AI never seems to talk about the interesting stuff, tax and geography and… – Medium</title>
    <dc:date>2016-10-30T15:32:34+00:00</dc:date>
    <link>https://medium.com/@jaggeree/science-fiction-about-ai-never-seems-to-talk-about-the-interesting-stuff-tax-and-geography-and-aa6f97c64a3b#.ysdbsiwl2</link>
    <dc:creator>Pubstrat</dc:creator><description><![CDATA[We’re past the point where we can pull the plug either physically, technologically or societally around AI and automation of the workforce, or would want to. Humankind augmented by AI can achieve so much. It’s time to get serious about the financial and societal implications. The whimsical notion of the legality of a robot being able to make money from their actions in Bicentennial Man are long gone. It’s time to understand how to reform an economy where human labour becomes a less valuable commodity and taxable personal income is a scarcity.]]></description>
<dc:subject>socialchange businessmodels algorithms</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Pubstrat/b:49742f3a2adf/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:socialchange"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:businessmodels"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Pubstrat/t:algorithms"/>
</rdf:Bag></taxo:topics>
</item>
</rdf:RDF>