Aggregated enterprise architecture wisdom
Re-reading Atul Gawande’s The Checklist Manifesto, to write a book-review for the current edition of the Journal of Enterprise Architecture, it struck me that the SCAN frame provides a useful means to understand and describe the relationship between checklists and…
Following on from the previous post ‘Rules, principles and the Inverse-Einstein Test‘, there’s an important corollary about real-time sensemaking and and decision-making – it was in my notes for the post, but I forgot to include it, so I’ll do…
Just how much of a law is Ashby’s Law of Requisite Variety? Our answers to that question – and likely there’ll be many of them – are fundamental to how we handle key architectural concepts or requirements such as management, control, certainty (or lack of it), complexity, disruption and much, much more. Okay, first, the […]
At least he was open about it, I guess. “Tell you what I’ll do”, he says to my colleague here in Guatemala, “I’ll find you a client, then I’ll sit in, learn everything you do, and then I’ll apply it in my own business. How does that sound to you?” Uh, no. Not a good […]
One of the key reasons why I’m so vehemently against any-centrism and suchlike revolves around the question of competence – or, more usually, the lack of it. Competence is where someone knows what they’re doing, and does it. And, oddly, often don’t bother to say that they’re competent – perhaps because they don’t need to […]
This was such a good question from Paul Beckford, in one of his comments on the previous post, that I thought it was worthwhile bringing it out into more accessible form here: “I don’t understand the recursion you speak of and the real time nature of decision making and how that is different from ‘considered’ […]
How is it that what we do doesn’t necessarily match up with what we plan to do? How can we best ‘keep to the plan’? Or, alternatively, how do we know how to adapt ‘the plan’ to a changing context? What governance do we need for this? How do we keep everything on-track to intent […]
How is it that what we actually do in the heat of the action can differ so much from the intentions and decisions we set beforehand? How can we bring them into better alignment, to ’keep to the plan’? And how does this affect our enterprise-architectures? What we’ve been looking at in this series of posts is […]
How is it that what we actually do in the heat of the action can differ so much from the intentions and decisions we set beforehand? How can we bring them into better alignment, to ’keep to the plan’? And how does this affect our enterprise-architectures? This is Part 2 of this exploration: the first part is […]
How is it that what we actually do in the heat of the action can differ so much from the intentions and decisions we set beforehand? How can we bring them into better alignment, so that we do ‘keep to the plan’, at the individual level, and across the enterprise? And once again, what implications does […]
In what ways do ideology and experience inform decision-making in real-time practice? How do we bridge between the intentions we make before and after action, with the decisions we make at the point of action itself? And what implications does this have for our enterprise-architectures? This extends the previous post on real-time decision-making, ‘Belief and […]
Yes, I know I’ve gone a bit quiet in the past couple weeks, and no, I haven’t abandoned those ideas about SCAN sensemaking and real-time decision-making and the like. Reality is that those ideas are very much in the ‘work in progress’ stage at the moment, and as yet still quite some way from a […]