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| Started By | Thread Subject | Location | Replies | Last Post | |||
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| Tom_Flanagan | Designing a Triggering Question | Cognisystem | 2 | Tuesday, 7:37 AM EDT by lawsie | |||
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Thread started: Apr 26 2007, 1:58 PM EDT
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Getting started is difficult. Groups I work with often want to talk about "how" the want to do things at the same time that they talk about "what" they hope to accomplish. I want to be sure that they all stay on the "what" page when we start, and then move to the "how" page together once we have AGREED on the "what."
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| lawsie | new user software questions | Cognisystem | 0 | Monday, 3:20 AM EDT by lawsie | |||
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Thread started: Monday, 3:20 AM EDT
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Hi, my name is Ian Lawson, from South Africa, & I downloaded the software about 2 weeks ago. I have known about IM for more than 10 years; and I am self-taught through John Warfield's two volumes on generic design (having read that is much on these sites I realise I have learned some bad habits).
Discovering this site, and the related ones, I feel like Christmas has arrived early - with lots of presents (even tho I'm over 50). I have 'played' with the software and have many questions. I will start off with the following three: 1) the user manual points out that the software sometimes disappears/closes down. My question is: does the programme automatically save the data that has been entered into a file so far: so that, if the programme closes, I simply restart it and carry from where I was? 2) is there a limit to the number of ideas that may be entered into a file to structure as eg a 'problematique'? - I assume the max is around 40 as the user manual states that "(n.b., users should select a number that is 50% to 75% above their actual idea count to assure that an ample file application is created to support their work)" and the maximum no allowed in this option is 85. 3) is it possible to structure a set of ideas, and then add additional ideas, and continue the structuring?
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| Moor0183 | Governance at the World bank | Discussion Forum | 0 | Jul 3 2008, 8:59 AM EDT by Moor0183 | |||
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Thread started: Jul 3 2008, 8:59 AM EDT
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During our recent studies on governance, a few students presented on imprvoing governance at the World Bank. (We were part of the Governance and Public Policy subject of the Masters Program at the Flinders Institute of Public Policy and Management (South Australia) in 2008, lecturer : Dr Janet McIntyre.) A number of criticisms of the governance arrangements of the World Bank were raised during presentations. Is anyone interested in seeing some of the suggestions of the group for change to ensure it is more impartial and that all stakeholders have an equal participation in the decisions made by the bank?
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| JanelleS | e-democracy | Discussion Forum | 0 | Apr 21 2008, 2:59 PM EDT by JanelleS | |||
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Thread started: Apr 21 2008, 2:59 PM EDT
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I am a grad student working on an e-democracy project. My small group has created a civic engagement wiki, but we've created a new language to inspire action. We would love to have you visit it, participate, let us know what you think, and spread the word.
http://scrummie.wetpaint.com
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| Tom_Flanagan | Mobilizing Resources within a Complex Social Structure | Structured Dialogue to enable Business Processes | 1 | Nov 5 2007, 6:38 PM EST by peterjones | |||
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Thread started: Nov 5 2007, 12:12 PM EST
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http://www.bnet.com/2439-13241_23-167686.html?promo=713&tag=nl.e713
Top leaders’ formal strategies determine how business gets done in your firm—right? Wrong, say authors Joseph Bower and Clark Gilbert: It’s other managers’ decisions about where to commit resources that really drive strategy. Sometimes these choices support corporate plans. Other times, they don’t. This is a classic example of "don't understand" then "don't react." Asset managers exist to prevent assets from being used unwisely. They have inertia built into their job descriptions. If they are not an engaged part of a planning activity, they can be the reason that some plans are not implemented. So, with respect to participatory democracy, those "who can say no" need to be part of the planning discussion.
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| Tom_Flanagan | Implementing Balanced Scorecard | Structured Dialogue to enable Business Processes | 0 | Nov 5 2007, 11:13 AM EST by Tom_Flanagan | |||
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Thread started: Nov 5 2007, 11:13 AM EST
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http://www.bnet.com/2410-13240_23-68753.html?promo=713&tag=nl.e713
A business practice called "balanced scorecard" is offered as a powerful management approach. Enabling this approach requires a practical exercise of participatory democracy. see COMMENT on this business discussion net http://www.bnet.com/5208-13240-0.html?forumID=1&threadID=1226&messageID=5146&start=-1 |
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| peterjones | If KM aspires to knowledge, we aspire to Wisdom | IM & KM Relationships | 12 | Oct 16 2007, 9:51 AM EDT by kenbausch | |||
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Thread started: Mar 13 2007, 10:16 AM EDT
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Wisdom can be considered an emergent pattern of meaning from participants in a dedicated search for meaning and guidance. Dialogic design fulfills the structure of this aspiration, and at its best, true wisdom emerges from the dialogue engagement. This may be the ultimate value proposition for all of our work ...
We may be taking a meaningful divergences toward a new function of KM, that aims at eliciting the wisdom from a situation rather than the knowledge, even tacit knowledge, to prevail. Where knowledge is the price we pay to generate wisdom from the group, it is not the outcome of the group. More knowledge is not what we need, even validated and tangible knowledge drawn from tacit holdings of smart people. "Knowledge" often suggests.that we will privilege the knowing, experience, and rationalization of persuasive individuals within a group. Some potential clients see SDD in this way right away - they think the idea is to draw forth the best ideas and use a no-gaming process to winnow the wheat from chaff. Instead, we are seeking the emergence of a true group wisdom that was not possible or available in any other setting. Wisdom is beyond what we don't know that we know - its the DK that we DK but that has tremendous capacity for motivation and meaning. This is not anything like Suroweicki's Wisdom of Crowds. The problem with the Wisdom of the Crowd notion is that it is not wisdom at all - it is social sentiment ony, and the best you can achieve is popularity. Wisdom comes from learning, exchange, and emergence in a smaller group dedicated to learning and acting in a common domain. Perhaps this has not been made clear enough before ...
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| rsmith135 | Example of a small group use of SDDP & CS II software. | Cognisystem | 0 | Aug 3 2007, 6:18 PM EDT by rsmith135 | |||
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Thread started: Aug 3 2007, 6:18 PM EDT
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Here is an example of a small group use of SDDP & CS II software that may be appropriate to help new users get started.
Marriage counselling. (While we are not marriage counsellors, we do know how to help people to help themselves to resolve troublesome situations.) My wife Margaret & I would like to share with you, what is for us, an unusual application of small group use of SDDP and CogniScope_2. We are great friends with a young married couple who greatly enjoy their good times, and wish to constructively deal with their more difficult times. On 1st August 2007, we ran the first phase of a co-laboratory, using the trigger questions: 1. “What goes well for us?” 2. "What factors - positive, negative, &neutral do we need to consider in contemplating many happy years together?" The Co-laboratory was a profoundly helpful first step, and we plan to meet again to do structuring around the situation: "What factors - positive, negative, & neutral do we need to consider in contemplating many happy years together?" It was satisfying to provide a forum in a relaxed atmosphere that was free of animosity for open and frank discussion about difficult issues. Naturally, with sensitive material such as this, we will avoid sending any detailed data. We would be interested to know if you have used SDDP for this purpose? |
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| peterjones | India's rich knowledge heritage | Knowledge-based Indian Heritage | 1 | Jul 27 2007, 11:11 PM EDT by surinderbatra | |||
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Thread started: Jul 21 2007, 11:32 AM EDT
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Surinder, please add a link to the full article when its available. This is a very interesting set of distinctions of the Indian cultural heritage, and one that I've participated in (as a student of yoga over the years). Indian culture has evolved perhaps the deepest and widest range of cultural/spiritual knowledge through Hindu and Buddhist transmissions: Explicit (Vedas and Sutras), tacit (discipleship), and implicit (the tantras of everyday practice). Then of course, India has developed world-class venues of "official" knowledge transmission in its universities.
The mutilation or execution of designers is a strange phenomenon of human power institutions. In Medieval times, the Prague city council extracted the eyes of Hanus, the designer of its famous astronomical clock in the old town center, so he could not build another. Egyptian and Mayan craftsmen were sacrificed after lifetimes of devoted creation of beauty. Even knowing that such suffering might result, the artist/designer must follow a drive for creating wonder and beauty that extends life into immortality.
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| kenb | Questions | Planetary Dialogue | 1 | Jul 25 2007, 10:14 AM EDT by Tom_Flanagan | |||
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Thread started: Jul 9 2007, 3:05 AM EDT
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Does this form of eBuzz work for you?
Can you see yourself a participating in a WebScope in the future? Does the influence map make sense to you?
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| jasondiceman | I see you use traditional dotmocracy | Structured Dialogic Design | 2 | Jun 9 2007, 11:29 AM EDT by jasondiceman | |||
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Thread started: May 26 2007, 2:31 PM EDT
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On slide
http://sunsite.utk.edu/FINS/loversofdemocracy/WISDOM.ppt#285,29,Interpretation of Influence Map I see you use sticky-dot voting AKA traditional dotmocracy. What do you think about using advanced dotmocracy sheets instead? See http://dotmocracy.org/ and for a comparison of sticker voting to advanced dotmocracy http://dotmocracy.org/compare_traditional Let me know your thoughts. I think SDDP is a very smart model that advanced dotmocracy could fit nicely into. cheers -jd
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| jasondiceman | Screen shots? | Webscope | 1 | Jun 9 2007, 9:11 AM EDT by Tom_Flanagan | |||
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Thread started: May 26 2007, 2:06 PM EDT
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Hey folks. It would be great to see some screen shots to help tell the story of what Webscope looks like in practice.
-jd
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| Tom_Flanagan | CogniSystem I is making its way across the Globe | Cognisystem | 0 | May 15 2007, 10:58 AM EDT by Tom_Flanagan | |||
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Thread started: May 15 2007, 10:58 AM EDT
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Preliminary response to the CogniSystem I software donation program have come from Europe, Asia, Africa and North America. Proposed uses of the software include civil society dialogue, social innovation, virtual learning communities, youth development projects, conflict management and conflict resolution, deliberative dialogue, universal design for learning, and the practice of Interactive Management. Some of the organizations who now have members climbing the learning curve with the CogniSystem software include: Allegan AESA; ARINA, Inc.; Cadence; ICA, ToP Network, IAF; Michigan Universal Design Team; NGO Support Centre; NIFI, NCDD; University of PIRAEUS, GREECE; and Rogers River North.
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| peterjones | See Salon article: Iraq: Why the media failed | Media and Democratic Engagement | 1 | Apr 27 2007, 3:11 PM EDT by normaromm | |||
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Thread started: Apr 26 2007, 4:09 PM EDT
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Iraq: Why the media failed: Afraid to challenge America's leaders or conventional wisdom about the Middle East, a toothless press collapsed. By Gary Kamiya Kristina Borjesson, author of "Feet to the Fire," a collection of interviews with 21 journalists about why the press collapsed, summed this up succinctly. "The thing that I found really profound was that there really was no consensus among this nation's top messengers about why we went to war," Borjesson told AlterNet. "[War is the] most extreme activity a nation can engage in, and if they weren't clear about it, that means the public wasn't necessarily clear about the real reasons. And I still don't think the American people are clear about it."
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| Tom_Flanagan | Discuss the Cognitive Psychology of Group Planning / Design | Writing Projects Underway | 0 | Apr 26 2007, 1:55 PM EDT by Tom_Flanagan | |||
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Thread started: Apr 26 2007, 1:55 PM EDT
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Establish a clear connection with SDDP's foundation in cognitive psychology and group process
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| Tom_Flanagan | Provide a Flow Diagram of the Phases of SDDP | Writing Projects Underway | 0 | Apr 26 2007, 1:54 PM EDT by Tom_Flanagan | |||
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Thread started: Apr 26 2007, 1:54 PM EDT
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Use the Flor Diagram that was provided to the training session in Cyprus to help readers grasp the sequence of activities that will be described.
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| Tom_Flanagan | Review the Evolution of SDDP | Writing Projects Underway | 0 | Apr 26 2007, 1:52 PM EDT by Tom_Flanagan | |||
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Thread started: Apr 26 2007, 1:52 PM EDT
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A brief history of the emergence of SDDP, in the context of more familiar practices, needs to orient the reader to recognize that SDDP is something different and something more than they have experienced.
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| Tom_Flanagan | Review the Dominant View of What is Essential in Planning | Writing Projects Underway | 0 | Apr 26 2007, 1:51 PM EDT by Tom_Flanagan | |||
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Thread started: Apr 26 2007, 1:51 PM EDT
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A brief statement reflecting the dominant trend in contemporary planning needs to be made so that readers will have a familiar reference from which comparisons in process can be made.
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| Tom_Flanagan | Explain why a Web Process is Needed | Writing Projects Underway | 0 | Apr 26 2007, 1:49 PM EDT by Tom_Flanagan | |||
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Thread started: Apr 26 2007, 1:49 PM EDT
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Trends in business and communities continually limit participation time from key contributors, and for this reason some planning needs to be done in new ways. When teams cannot meet face-to-face, they need to recognize the practicality of alternative approaches.
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| Tom_Flanagan | Define Erroneous Priorities | Writing Projects Underway | 0 | Apr 26 2007, 1:46 PM EDT by Tom_Flanagan | |||
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Thread started: Apr 26 2007, 1:46 PM EDT
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A statement has to be provided that will explaing to readers how common and how damaging erroneous priorities are in planning processes.
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