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See the fullpost on the CIMI website: Center for Interactive Management, India Dr. Batra’s discussions of “From Data to Wisdom”, and “Laszlo’s Pyramid of Meaning”, describe a hierarchy of types of knowing and understanding. Alexander Laszlo’s notion of syntony, a kind of resonant circuit of meaning related to the levels of knowledge, energizes the pyramid . . . → Read More: Understanding Meaning as Awareness An interesting confessional from the master of corporate strategy, the Five Forces guru Dr. Michael Porter. “Errors in corporate strategy are often self-inflicted, and a singular focus on shareholder value is the “Bermuda Triangle” of strategy, according to Michael E. Porter, director of Harvard’s Institute for Strategy and Competitiveness. These were two of the takeaways . . . → Read More: Why Do Good Managers Set Bad Strategies? Before I even got this post out of the box, the thesis was pushed into international publication by the Boston Globe’s Alex Beam : Alex takes Wikipedia to task, for good reason, but then ties it back to the problem – we are trusting in the wisdom of crowds when we have no evidence that . . . → Read More: Why the Crowd has no Wisdom Harvard Business School professor Jim Heskett asks: Is There Too Little “Know Why” in Business? In a commentary-inquiry piece on the HBS Working Knowledge site, a dialogue asks how purpose is recognized and leveraged as a motivator in business. Heskett questions whether executives really know understand the impact of leading by purpose, and notes the . . . → Read More: The Purpose of Purpose Are you guys just making this up? Weren’t you just calling it Structured Design Process a month ago? Wasn’t it Interactive Management for 20 years? (No, Yes, Yes …) Today’s discussion on Blogora with Surinder Batra on IM and KM raised the realization that many of us are viewing phenomena of collective intelligence from the . . . → Read More: What is dialogic design anyway? |
Design Dialogues invites you to examine ideas, new and old. Everything humanity creates is work-in-progress, and so is open to dialogue. Re-visions and re-views are welcome. Design Dialogues is for working out ideas, before they find their way into practice or in actual publications. Innovators all face an urgent challenge to make the differences that must happen; there is no longer any status quo. Many of our trusted institutions & social contracts are now broken. Whether from fear or habit, our culture is not yet innovating democratically. We do not really know how to collaborate sufficiently to the task. From healthcare to finance, politics to education, infrastructures & decision processes, we can & must reinvent our own futures. These social systems have evolved beyond their capacity to transform by management. Collaboration is insufficient - We truly need new ways of working, deciding, and organizing. Of the many ways to collaborative intelligence, some demonstrably better than others. Dialogic design, based on systems thinking & design science, offers a validated way to create new understandings, design systemically, & act democratically on the deep drivers of a problem. A community of practice meets for these dialogues in person every 2nd Wednesday in Toronto: Art, science, and design are three ways of knowing, and in the field of action they inform each other. All modes must be recruited if we are to interfere & reinvent social systems. Your participation is required. |
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