sånn..

ingvald · Oct 28, 2024 · 108d353 · 108d353
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commit 108d353
Showing 1 changed file with 49 additions and 37 deletions.
diff --git a/2024/skreddarsaum2/index.html b/2024/skreddarsaum2/index.html
@@ -109,33 +109,6 @@
 					--
 
 					![cynefin](res/kompleksitet3.png)
-
-					--
-
-					#### illusjon av kontroll...
-					### IT PROJECT FAILS
-
-					<textarea><div style="font-size: 70%; ">
-
-					McKinsey + Oxford, 2012, 5000+ projects over $15M
-
-					* 1/2 massively blow budgets
-					* 17% risk existence of company
-
-					Mohagheghi & Jørgensen, 2017, 35 Norwegian, big, public projects
-
-					increase success:
-
-					* accept variation, uncertainty
-					* flexibility of scope
-					* frequency of delivery into production
-
-					</div></textarea>
-
-					note:					
-
-					17 percent of these IT projects went so badly that they
-					threatened the very existence of the company
 
 				</section>
 
@@ -194,6 +167,41 @@
 
 				</section>
 
+				<section data-markdown data-separator-vertical="^\r?\n--\r?\n$">
+					usikkerhet, kompleksitet, wip 
+
+					vs 
+
+					illusjon av kontroll 
+
+					--
+
+					#### illusjon av kontroll...
+					### IT PROJECT FAILS
+
+					<textarea><div style="font-size: 70%; ">
+
+					McKinsey + Oxford, 2012, 5000+ projects over $15M
+
+					* 1/2 massively blow budgets
+					* 17% risk existence of company
+
+					Mohagheghi & Jørgensen, 2017, 35 Norwegian, big, public projects
+
+					increase success:
+
+					* accept variation, uncertainty
+					* flexibility of scope
+					* frequency of delivery into production
+
+					</div></textarea>
+
+					note:					
+
+					17 percent of these IT projects went so badly that they
+					threatened the very existence of the company
+
+				</section>
 
 				<section data-markdown data-separator-vertical="^\r?\n--\r?\n$">
 					## visualisering 
@@ -380,11 +388,17 @@
 
 				</section>
 
+				<section data-markdown data-separator-vertical="^\r?\n--\r?\n$">
+					## TACIT KNOWING
 
+					We know more than we can tell
 
+					(Polanyi, 1966)
 
-				<section data-markdown data-separator-vertical="^\r?\n--\r?\n$">
-
+					* subconscious always ahead?
+					* cont. internalize, automate, "forget"?
+					* some knowledge hard/ impossible to describe?
+						* embedded, intuitive, ..*tacit*
 
 				</section>
 
@@ -395,22 +409,20 @@
 				</section>
 
 				<section data-markdown>
-					<textarea><div style="text-align: left">
-					Referanser
-
-					<div style="font-size: 40%; ">
+					Referanser 
+
+					<textarea><div style="font-size: 40%; text-align: left">
 
+					* Amabile, 1998, How to Kill Creativity. https://hbr.org/1998/09/how-to-kill-creativity
 					* McKinsey + Oxford, 2012: https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/delivering-large-scale-it-projects-on-time-on-budget-and-on-value
+					* Mohagheghi & Jørgensen, 2017, What Contributes to the Success of IT Projects? An Empirical Study of IT Projects in the Norwegian Public Sector. https://doi.org/10.1109/ICSE-C.2017.146 
 					* Oddane, T. (2017). Kreativitet og innovasjon: fem sider av nesten samme sak. Bergen: Fagbokforlaget
 					* Snowden, D. J. (2002). Complex acts of knowing: paradox and descriptive self-awareness. Journal of Knowledge Management, 6(2), 100-111. http://doi.org/10.1108/13673270210424639
 					* Snowden, D. J. & Boone, M. E. (2007). A Leader's Framework for Decision Making. Havard Business Review, 2007 (november). Henta frå https://hbr.org/2007/11/a-leaders-framework-for-decision-making 
 					* Uhl-Bien, M., Arena, M. (2017). Complexity leadership: Enabling people and organizations for adaptability. Organizational Dynamics (2017)46, 9-20. https://doi.org/10.1016/j.orgdyn.2016.12.001
 					* Uhl-Bien, M., Marion, R. & Mckelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298-318. https://doi.org/10.1016/j.leaqua.2007.04.002 
 
-					</div>
-					</div>
-					</textarea>
-
+					</div></textarea>
 				</section>
 
 			</div>