<?xml version="1.0" encoding="UTF-8"?><!-- generator="wordpress/2.2.1" -->
<rss version="2.0" 
	xmlns:content="http://purl.org/rss/1.0/modules/content/">
<channel>
	<title>Kommentare zu: We&#8217;re not in Kansas anymore, Toto - Mapping the Strange Landscape of Complexity Theory, and its Relationship to Project Management (Cooke-Davis et al. 2007)</title>
	<link>http://blog.budzier.com/2008/08/11/were-not-in-kansas-anymore-toto-mapping-the-strange-landscape-of-complexity-theory-and-its-relationship-to-project-management-cooke-davis-et-al-2007/</link>
	<description>Summaries of Project Management Research Studies</description>
	<pubDate>Thu, 09 Feb 2012 11:31:15 +0000</pubDate>
	<generator>http://wordpress.org/?v=2.2.1</generator>

	<item>
		<title>Von: Projects + Management = The Project-Management Blog &#187; Blog Archive &#187; Preparing project managers to deal with complexity (Thomas &#38; Mengel, 2008) and Preparing the mind for dynamic management (Hartman, 2008)</title>
		<link>http://blog.budzier.com/2008/08/11/were-not-in-kansas-anymore-toto-mapping-the-strange-landscape-of-complexity-theory-and-its-relationship-to-project-management-cooke-davis-et-al-2007/#comment-52</link>
		<author>Projects + Management = The Project-Management Blog &#187; Blog Archive &#187; Preparing project managers to deal with complexity (Thomas &#38; Mengel, 2008) and Preparing the mind for dynamic management (Hartman, 2008)</author>
		<pubDate>Tue, 07 Oct 2008 14:36:07 +0000</pubDate>
		<guid>http://blog.budzier.com/2008/08/11/were-not-in-kansas-anymore-toto-mapping-the-strange-landscape-of-complexity-theory-and-its-relationship-to-project-management-cooke-davis-et-al-2007/#comment-52</guid>
		<description>[...] a meme that just doesn&#8217;t want to die. I wrote before about articles on the foundamentals of complexity theory and project management, about the use of autonomous cells in project organisations and how they prevent complex project [...]</description>
		<content:encoded><![CDATA[<p>[&#8230;] a meme that just doesn&#8217;t want to die. I wrote before about articles on the foundamentals of complexity theory and project management, about the use of autonomous cells in project organisations and how they prevent complex project [&#8230;]</p>
]]></content:encoded>
	</item>
	<item>
		<title>Von: Projects + Management = The Project-Management Blog &#187; Can Project Management Learn Anything from Studies of Failure in Complex Systems? (Ivory &#38; Alderman, 2005)</title>
		<link>http://blog.budzier.com/2008/08/11/were-not-in-kansas-anymore-toto-mapping-the-strange-landscape-of-complexity-theory-and-its-relationship-to-project-management-cooke-davis-et-al-2007/#comment-14</link>
		<author>Projects + Management = The Project-Management Blog &#187; Can Project Management Learn Anything from Studies of Failure in Complex Systems? (Ivory &#38; Alderman, 2005)</author>
		<pubDate>Tue, 12 Aug 2008 19:54:13 +0000</pubDate>
		<guid>http://blog.budzier.com/2008/08/11/were-not-in-kansas-anymore-toto-mapping-the-strange-landscape-of-complexity-theory-and-its-relationship-to-project-management-cooke-davis-et-al-2007/#comment-14</guid>
		<description>[...] article is similar to the Cooke-Davis et al. from 2007. In this article Ivory &#38; Alderman describe complex systems as being tightly coupled [...]</description>
		<content:encoded><![CDATA[<p>[&#8230;] article is similar to the Cooke-Davis et al. from 2007. In this article Ivory &amp; Alderman describe complex systems as being tightly coupled [&#8230;]</p>
]]></content:encoded>
	</item>
	<item>
		<title>Von: Milton</title>
		<link>http://blog.budzier.com/2008/08/11/were-not-in-kansas-anymore-toto-mapping-the-strange-landscape-of-complexity-theory-and-its-relationship-to-project-management-cooke-davis-et-al-2007/#comment-13</link>
		<author>Milton</author>
		<pubDate>Tue, 12 Aug 2008 15:09:56 +0000</pubDate>
		<guid>http://blog.budzier.com/2008/08/11/were-not-in-kansas-anymore-toto-mapping-the-strange-landscape-of-complexity-theory-and-its-relationship-to-project-management-cooke-davis-et-al-2007/#comment-13</guid>
		<description>I liked the sketch. As an ongoing student and practitioner of complex adaptive approaches to leadership and innovation, the need to nurture conditions and increase adaptation is a more central role for leaders (requiring specific skills and mindset) in changing conditions than the more common command-control model. CC is most common where efficiencies are a driver, although CC practice is so costly to humans that it will hopefully, over time, be seen as a very immature stage of organizational design.</description>
		<content:encoded><![CDATA[<p>I liked the sketch. As an ongoing student and practitioner of complex adaptive approaches to leadership and innovation, the need to nurture conditions and increase adaptation is a more central role for leaders (requiring specific skills and mindset) in changing conditions than the more common command-control model. CC is most common where efficiencies are a driver, although CC practice is so costly to humans that it will hopefully, over time, be seen as a very immature stage of organizational design.</p>
]]></content:encoded>
	</item>
</channel>
</rss>

