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Rotkapchen
Arlington, TX
Recent Activity
I'm not a SF aficionado (have never been in a role to interact with it or even know if it was being used), but having a new rainbow coalition is something I can get behind : ) But I do have to say, for all the years I've attended conferences and was even the bearer of great hope due to the passion and insight of a particular leader, in the end, not much changed. I'm sure there could have been alternate realities that were worse, but I'm still not sure if we're really any better off. [Am I waxing that pessimistic or just reflective?]
Interesting way to reinforce/perpetuate the problems. Enterprise 2.0 Isn't a Checklist http://www.fastforwardblog.com/2009/05/27/enterprise-20-isnt-a-checklist/
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While it's been hinted at, Agile comes in many flavors, so I'm not convinced... When I read the piece the first thing that came to mind was the possibility of a breakdown in the design methodology. Either the limited releases have huge room for improvement or the 'reading' of the clues coming out of the limited releases could be improved. Somewhere along the line, there's a design breakdown.
Toggle Commented Feb 26, 2010 on How Social Is Too Social? at Logic+Emotion
David: Insufficient time to adequately deconstruct my thoughts around this, so I'm offering a flyby, because this is important. 1) I'm not happy with the pyramid. It implies too much that's not relevant here. If you were to keep it, I would suggest that it's actually upside down -- the labels stay in the same order but the relevance of the strategy and all the other items carry the heavier weight. 2) The labels are not 'comparatively' correct either. Vision, beliefs, culture are not separable. One is not the precursor of the other -- they're all inseparably intertwined. 3) In the Martin vernacular, you've attempted to create an algorithm for something that must be a heuristic.
Toggle Commented Dec 5, 2009 on The Vision Led Org at Logic+Emotion
Rotkapchen is now following Chris Rodgers
Oct 21, 2009
Ditto Leigh. It was BEING one of those employees, that put me on the path to what I do today, and why I am so hopeful of the ability that E2.0 and related technologies have to give the people their own voice AND the ability to just get work done (where the 'real' evidence can be used and not just 'guesses' by some committee). All of that said, it turns out (if you look at the way our own discussion/mailing groups have evolved) that we don't agree on a lot. I'll admit, that non-working-together discussions have a different agenda than working-together discussions, but E2.0 is just going to expose a larger problem. We really don't know how to engage in meaningful, more-likely-than-not painful conversations to RESOLVE anything. To whit, a recent example of same: http://twurl.nl/5e7ix8 As well, there are two different agendas at play: 1) people trying to find other resources to just get things done and 2) people trying to be heard (often a more deep symptom of 1 that they just don't really know how to express or where to start -- they just know they're experiencing pain and want to lay 'blame' somewhere so it can be 'fixed'). We have a tendency to use language like 'they', only we don't validate who 'they' really are. As well, there is often a lot of 'lore' around what resources are available, but they've never been qualified to determine whether or not those resources actually can 'do' what it's assumed they're responsible for (or even that they see certain things as being their responsibility, or even that they might see it as a responsibility, but they have insufficient resources to prioritize that activity that it even makes the radar -- effectively, it doesn't exist).
Toggle Commented Sep 11, 2009 on Re-designing Your Business Culture at Logic+Emotion
Thanks for sharing such deep thought. The 'awakening' you describe...well more the associated 'craziness' of it and the corresponding actions/results are similar to prophets of old (you, mentioning Paul as one). I envy you for your willingness and support of your family in your adventure -- especially in that it took you to PEI. It was only more recently that a critical element of your story had personal significance for me, within the context of your physical space. While missing in the records kept by Paul, the real significance of prophetic direction has always been for one major end: the preservation of family as the key social unit (Paul's writings instead were focused on the next relevant social unit, the body of families gathered together as a church -- and the behaviors that were detrimental to that social structure). While I've shared that my material familial background was rooted in a history that surely included PEI, it was only recently that one tiny evidence of my heritage took on new meaning. As the descendant of a Micmac Indian chief/princess it was only recently that I discovered the accepted meaning/focus of Micmac: "the family". Someday we'll have to talk about the fact that language and writing did not 'evolve' in mankind. They were with us from the beginning.
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Chris: I'm still trying to figure out where the 'edges' are on this. I'm reading your book and so far haven't found out where we disagree. But I pretty much disagree with the lines you've taken throughout this piece. I think this says that the 'edges' of reality are somewhere in this space...because it's where the divergence occurs. I was having a conversation recently with someone also not from OD...and they too notice a pattern in where OD'ers draw the line. It was because of the line I refused to go into advanced education in the field...because it did not accomplish the most critical aspect: design. I'm still trying to unravel it all. For the time being my insides bristle when I hear terms related to 'managing'. I'm pretty sure that my arguments I use for "knowledge management" apply to people to. You can't "manage" people any more than you can "teach" them anything (you realize the whole education system is in an upheaval over the latter word, as well?). Indeed, "management" is the antithesis of Enterprise 2.0. The goals we're looking to achieve there are to bypass the 'barriers' management introduces. So by that standard, I'm fundamentally opposed to all principles of management.
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That's the inspirational Ross that's been missing for a 'long' time. Welcome back!
Toggle Commented Aug 12, 2009 on The Social C.R.M Iceberg at Ross Mayfield's Weblog
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Not according to my data: http://twitter.grader.com/history/rotkapchen
Toggle Commented May 29, 2009 on Twitter's Unspoken 50/50 Rule at Logic+Emotion