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Brainstorming - not enough structure
Project planning - too much structure
For many of us, the level of uncertainty and ambiguity inherent in many complex and emergent situations makes us uncomfortable. Under these circumstances, we tend to revert to what is familiar to us or what has worked in the past - our biases.
Feedback loops can be positive (reinforcing) or negative (constraining). Sometimes these are called virtuous or vicious cycles.
Often the impact of feedback loops follow and 'S' curve. There impact is very small initially (and difficult to observe) and can rise exponentially once they take hold (which is by no means guaranteed).
Unintended consequences are not necessarily bad. Some are positive and should be incorporated in the design. Even if they are negative, they are a learning opportunity - they tell you something that you didn't anticipate about the behaviour of the system.
The potential for unintended negative consequences is one reason why we should often focus initially on low risk experiments in complex and emergent situations.
Working in complex and emergent situations
Working in complex and emergent situations
The is primarily an example Situation. It explores what is required for a team to make progress in complex situations.
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How will the future play out with driveless cars?
It is ironic that the knowledge profession talks so much about the importance of connection, collaboration and cocreation and yet, globally we are less of all of these than most other disciplines (even accounting!). It is time that we make concrete efforts to form a national and global knowledge professional society so that other professional disciplines understand the benefits our capabilities and philosophies can bring.
AuSKM is about to become the official national knowledge professional society with paid up members, who will be the spokespeople of our profession nationally & internationally. AuSKM is part of the KM Global Network was formed 3 years ago that connected similar KM societies from 9 countries. The ISO draft KM standard was approved by the members of International Standards Organisation last month, so there has never been a better time for fellow KMers to connect, collaborate and cocreate a collective future of our profession. In this session Arthur Shelley will facilitate an Agile sprint style conversation about what our “Minimum Viable Product(Services)” of a KNOWledge Profession might be. This is a unique opportunity for KMLF to lead the global discussion on what a Knowledge Society CAN BE!
This situation captures bug reports and feature requests
CernQuest has evolved over the past 6 to 12 months to be an online platform that facilitates and supports a network of advisors as they collaboratively navigate complex and uncertain situations. The network of advisors could be completely within an enterprise, or could be a coalition of professionals from across a range of organisations.
CernQuest has a strong focus on developing, organising and evaluating a diverse range of perspectives to inform and guide action based learning and change. Rapid iteration is embedded as a core capability within CernQuest.
CernQuest is at the prototype stage and we are now seeking reactions, comments and expressions of interest from prospective users.
CernQuest is currently designed to assist decision making through the development of a diverse range of relevant perspectives and questions for the situation. How those diverse perspectives are used to make decisions and plan action is left up to the user. By using CernQuest, those decisions and plans are better informed. Also, CernQuest is targeted at situations that are 'emergent'. Plans for emergent situations are not fixed and should be constantly adjusted as action based learning and feedback occurs. At present, CernQuest has not be been specifically designed to update situations and probes based on constant learning and feedback.
Is there an opportunity to expand CernQuest to incorporate adaptive planning? bbb
Projects are the core activity of my business unit and a post project review is required for each project. However, post project reviews are rarely completed and where they are they are usually not done well.
I manage a team of consultants and technical specialists who spend most of their time working individually or in pairs at client locations. The projects run for weeks to months at a time. I would like to improve the cohesiveness and sense of identity of the team as well as improve knowledge sharing across the team. The knowledge sharing could relate to approaches to solving project problems and dealing with project issues, and also could relate to opportunities to cross-sell the capabilities and expertise of our organization.
I work in a public sector department of approximately 1200 people and have been asked to explore the value of developing a formal Knowledge Management strategy for the department. Should the department develop a formal KM strategy and if so what is the best way to go about it? The department operates from about 12 geographical locations and it is mostly involved in a mix of policy and project development and project management.
The is primarily an example Situation. It explores what is required for a team to make progress in complex situations.
But they are relatively domain specific. They do not always translate well to more general complex and emergent situations.