I’m Johnnie Moore, and I help people work better together
Shawn Callahan at Anecdote links to a video presentation on complexity by Michael Crichton. Sean highlights these quotes:
To learn how to manage complex systems takes humility.
To manage complex systems takes the ability to admit we are wrong and to change course.
If you manage a complex system you are frequently if not always wrong.
Fascinating stuff.
two words overheard in Cambridge… and the shadow of knowledge
a brilliant experiment helps a team get unstuck
Forcefulness is not clarity
the benefits of being off balance in each other’s company
Being creative is not all about stimulus
Writing stuff down can easily remove us from practical reality and suppress our intuition
Mistakes can create more engagement, but we should be wary of faking them
What if we don’t panic when experiencing shame?
a story of applied improvisation
So I just posted about the pitfalls of treating complex change as if it is merely complicated. I see this happening on a smaller scale
Todd Sattersten has produced a succinct ebook on the subject of costs, margins and pricing. It’s packed with interesting facts and ideas from a variety of industries. Todd argues that
I suggest moving away from phrases like brand reinforcement, brand architecture and brand building. Instead of seeing brands as hard and controllable, let’s see them as soft and influenceable.
Andrew Rixon looks at feedback and puts his finger on one reason it is so often counter-productive. Because as neuroscience has shown imagination and creativity are some of the first
Tim O’Reilly’s proposal for a bloggers code of conduct is looking increasingly forlorn. Over at gapingvoid Kathy Sierra rejects it. And Tristan Louis gives it a well-deserved fisking (hat tip:
I help teams work together better. My work ranges from leadership development to team building and event facilitation
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