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🎯 Key Takeaways for quick navigation: 00:12 🧠 *Complexity in Human Systems vs. Computational Complexity* - Introduction to anthro-complexity and differentiation between human systems complexity and computational complexity, - Importance of narrative and storytelling in understanding human actions and decisions, - Example of Welsh language suppression to illustrate cultural identity impact. 03:01 📖 *Narrative Interpretation and Employee Engagement* - Critique of conventional employee surveys and introduction to narrative-based feedback, - Advantages of non-hypothesis driven questions for capturing genuine employee stories, - Use of cartoons and self-indexing to encourage engagement and deeper insight. 07:08 🧪 *Triadic Relationships and Cognitive Load in Data Collection* - Explanation of using positive or negative triads in surveys to increase cognitive engagement, - Description of leveraging cognitive load to access deeper attitudinal beliefs, - Implementation of triadic relationships for organizational change and problem-solving. 10:48 🚀 *Rapid Prototyping with SenseMaker and Narrative Capture* - Overview of the SenseMaker tool for capturing and analyzing stories or photographs, - The significance of allowing multimedia input while excluding video to maintain anecdotal integrity, - Application of narrative techniques in medical research and social work for ethical data sharing. 14:25 🌍 *Global Applications of Narrative Techniques* - Use of children as ethnographers in community storytelling for deeper cultural insights, - Vector theory of change to guide organizational or societal transformations through storytelling, - Application of narrative capture and analysis for peace, reconciliation, and organizational diversity. 17:20 📊 *OutlierIdentification and Cognitive Diversity* - Illustration of using narrative data to identify outlier perspectives and cognitive diversity within organizations, - Explanation of fitness landscapes and the importance of maintaining heterogeneity in organizational thinking, - Use of infographics for large-scale engagement and scenario planning in complex situations. 20:48 🔄 *Merging and Acquiring Insights through Infographics* - Exploring strategies for merging and acquisition through narrative engagement, - Identifying group dynamics and potential for creating a unified middle ground, - Techniques for mapping and understanding diverse perspectives before making decisions. 23:02 🌐 *Citizen Engagement and Empowerment* - Engaging and empowering citizens, particularly vulnerable groups, through ethnography, - Utilizing narrative capture for therapeutic and data-gathering purposes, - Implementing real-time narrative recording to enhance decision-making and safety. 26:58 📢 *Addressing the Challenges of Social Media and Creating Sustainable Change* - Understanding the unbuffered feedback loops of social media, - Initiatives to foster sustainable changes in communities through micro interventions, - The importance of transgenerational intervention for long-term community development. 31:17 🏫 *Educational Engagement and Community Journalism* - Encouraging youth to engage in community journalism for educational and cultural insights, - The potential of transgenerational projects to produce sustainable community interventions, - Piloting programs to tackle specific issues like obesity through youth engagement. 33:40 🔄 *Cultural Change and Government Interaction* - Radical approaches to altering the dynamics between government and citizens, - Utilizing narrative analysis for more effective budgetary and policy decisions, - The importance of coherent heterogeneity in political and social systems for preventing extremism. Made with HARPA AI

The concept of culture is something that is difficult to define, and yet thanks to our Fuzzy Thinking ability we are able to see the differences in what the concept aims to describe. The first 10 minutes of the talk felt like following a Spaghetti Diagram or like listening to a live commentary describing someone putting together a jigsaw puzzle of 1000 pieces. By the way, Prof Dave Snowden's titles seem to be the best (highly relevant) part of his talks. In the context of Transforming a/another Culture the worst we can do is to treat a chronic disease as an acute one - or - not be able to see the development of a chronic disease either individually or collectively. The lifecycle of a successful transformation seems to follow the quote 'First they ignore you. Then they laugh at you. Then they attack you. Then you win.' Would that summarize the message?

I've followed him for decades now. He's a great marketer. Much of his stuff is old news, but he presents in a marvelous way. He's gotten into the habit of trashing every discipline, and promoting the "Only I can fix this" mantra. In fact, almost every great theory of the past has been debunked, so it's not that hard to use that angle. It's entertaining and a good example of how a well trained rhetorician operates when alone on stage. He's got a lot of great material and a good memory. The good news is that he gives freely. I always look forward to his lectures.

28:00 - We learn through failure, not success. Brain pays attention to failure instantly, but may not even notice success. Failure avoidance is evolutionary better strategy than imitation of success. Because of this, better to build worst practice systems than best practice systems - people like and remember more 31:52 - Games in which people fail - far more learning. Games focused on succeeding - people play by the rules, stimulate gaming the system (MBA case). Rule compliance become more important than the thing the rules are meant to be about. 54:03 - Most management methods were developed in manufacturing, which is a closed system, and people applied it to services, which is an open system. You manage only things you can manage in complex adaptive systems - boundary constraints, probes and amplification strategies 1:03:06 - Connecting dots test with audience. With the benefit of hindsight, anybody can see a causal chain. But hindsight do not lead to foresight in complex systems 1:25:07 - Technique for innovation - when in a crisis, activate the crisis management in parallel with innovation effort. Never waste a good crisis 1:26:45 - In complex environment, find list of coherent hypothesis, probe multiple in parallel with little effort in safe to fail experiments, sense and respond. For executives, makes it easier: complicated - what experts, what analysis process, when will they report, what will it cost Complex - list of coherent hypothesis, list of safe to fail experiments, when will they complete

15:23 - Vector change - fewer stories like these, more stories like that - engage people in right level of abstraction so they can come up wirh concrete small changes that make a difference 20:20 - Last thing you want is everybody aligned and thinking the same - you need variety - not single goal, but multiple compatible goals

02:17 - Cultural transformation - Is the organization ready for change? "It has to be catalyzed, it can't be designed" *34:26 - How to sell something completely new to other side of chasm - symbiot - sell something people are already used to buy with added non risky stuff *52:51 - Micro-narratives are more important than grand narratives - culture is determined by water cooler stories, not stories told in workshops with managers present 53:05 - Anti stories - destroy good stories, never heard because told on water cooler 53:35 - Conceptual blending *53:53 - Description is better than evaluation - Instead of 360 evaluation, ask stories of interaction and dispose in six triangles, all positive - observe less frequent positive traits and ask for help to make more of those *1:00:35 - Fractal management - everybody asking question "what can I do tomorrow to create more like this and less like that", at their own level of competence to make a difference - rather than program that runs through whole company 1:02:35 - Conclusão - 3 grupos de 3 dicas sobre complexidade

28:00 - We learn through failure, not success. Brain pays attention to failure instantly, but may not even notice success. Failure avoidance is evolutionary better strategy than imitation of success. Because of this, better to build worst practice systems than best practice systems - people like and remember more 31:52 - Games in which people fail - far more learning. Games focused on succeeding - people play by the rules, stimulate gaming the system (MBA case). Rule compliance become more important than the thing the rules are meant to be about. 54:03 - Most management methods were developed in manufacturing, which is a closed system, and people applied it to services, which is an open system. You manage only things you can manage in complex adaptive systems - boundary constraints, probes and amplification strategies 1:03:06 - Connecting dots test with audience. With the benefit of hindsight, anybody can see a causal chain. But hindsight do not lead to foresight in complex systems 1:25:07 - Technique for innovation - when in a crisis, activate the crisis management in parallel with innovation effort. Never waste a good crisis 1:26:45 - In complex environment, find list of coherent hypothesis, probe multiple in parallel with little effort in safe to fail experiments, sense and respond. For executives, makes it easier: complicated - what experts, what analysis process, when will they report, what will it cost Complex - list of coherent hypothesis, list of safe to fail experiments, when will they complete

Shame the drawings he makes are not very visible, they are essential for certain concepts to sink in

Apprentice model on virtual patients please and thank you.

David Snowden is one of the funniest people I can think of, and they say God is a comdian- but that's not important. What is important IS The Cynefin Framework for those of you who really understand it. Dr. Snowden doesn't pretend to and we'll come back to that a little later in a bit...I recomend starting off with 1 of the 5-10 minute Simple explainations of the model on youtube, there are 1000's of people who aren't quite masters that don't get it at all who are much more capable of priming you for epiphany. These longer 1 hr plus presentations are more for Dr. Snowden and the team at Cognitive Edge to categorize the audience (and it doesn't really matter who it is). Of coarse there is benefit in following along or simply just trying to as a member of the audience as a matter of conditioning- everyone will be able to pick up on some things like the emphasis on complexity. I have often wondered if neuro a typical folks are able to pick up on just what is happening right away- like I did, or at least I thought i knew what was going on and was able to articulate it and confirmed some initial assumptions. Nobody listened, Dave Snowden is aware of this which is actually quite dangerous considering the disgraced field of NLP (neuro linguistic programming) which has been proven not to work on the level of science. It works better when the subject can't really pay attention and listen, not what to is actually being said but how it's being spoken. Cognitive Activation is key.

Fascinating

Det är helt sant men Ibland är det svårt att säga nej

I'm really puzzled why would China go down the path of 'goal-oriented systems thinking' which is bound to fail? rather than continue to interact with a complex world in creative heuristic ways?

Genius

this speech only is a gold mine of insights

Ummm, it's like every single sentence is an ingot of solid gold that has been melted down and shaped into an ancient relic of infinite wisdom and encrusted with diamonds and strange alien hieroglyphs that each take a lifetime to decipher.

Can some clarify where I can find the "process" he calls "The Five Point Construction"? Check 7:15

Dave Snowden is the foremost thinker, and a practitioner of the theories he refers to and elucidates in his presentations in the field of sense-making and organisational development in general. One might be expected to research the theoretical aspects afterwards for deeper understanding, but that yields rewards in praxis.