Case studies in complexity (part 3): Jagera, Yuggera and Ugarapul people
History matters in complex systems, so it’s important to understand the dynamics of change and promote collective learning.
Category: Complexity
The KM Transformation Outlook (KM Asia 2019 presentation)
Using a storytelling approach to shed light on serious issues at the interface of technology and people in the aircraft and automotive industries.
Case studies in complexity (part 2): Ipswich Heritage Program
Nearly 30 years after it was initiated, the very successful Ipswich Heritage Program continues to provide for the effective protection of the city’s rich heritage.
Case studies in complexity (part 1): Introduction – why this series is needed, and what it will address
The case studies are analysed in the context of the advice given by Snowden and Boone in “A leader’s framework for decision making”.
Nudge initiative creates confusion and undermines trust
An ACT Government behavioural insights trial demonstrates the validity of criticisms of nudge theory.
Simplistic solutions to complex problems turns behavioural science into a dangerous pseudoscience (part 3): Why it’s dangerous
Simplistic obesity messages have led to obese people being stigmatised which manifests as discrimination, social isolation, teasing, and bullying.
Simplistic solutions to complex problems turns behavioural science into a dangerous pseudoscience (part 2): Why it’s pseudoscience
Presenting evidence to show why advancing simplistic solutions in ignorance of complexity and compounding this ignorance through confirmation bias turns behavioural science into a pseudoscience.
Moving towards a fifth generation of knowledge management for development
The identifying concept of the fifth generation of KM4D is cross-domain knowledge integration and knowledge co-creation.
Simplistic solutions to complex problems turns behavioural science into a dangerous pseudoscience (part 1): Confirmation bias and complexity
High-profile Cornell University food researcher Brian Wansink has been found guilty of academic misconduct. How and why did this happen, and what are the implications for research and practice?
Case study: How to overcome resistance and denial when engaging stakeholders
To achieve the successful implementation of the Sustainable Management of the Helidon Hills Project, I needed to quickly overcome stakeholder resistance and denial. How was this done?