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	<title>ChristopherBerry.ca &#187; 2009 &#187; August</title>
	<link>http://christopherberry.ca</link>
	<description></description>
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		<title>Social Analytics and Sentiment Analysis</title>
		<description><![CDATA[There are major problems with the way that sentiment and intent is presently being measured and reported: you need only scratch the surface a little bit to uncover the grim truth.
The business problem that sentiment analysis solves is informing a manager, at a glance, not of only of the tone and vibe that his own [...]]]></description>
		<link>http://christopherberry.ca/2009/08/social-analytics-200/</link>
			</item>
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		<title>Of Personas and Market Segments</title>
		<description><![CDATA[The purpose of personas (or Personae in the sarcastic English) is to impart empathy in design.
The purpose of market segments vary depending on who you&#8217;re talking to. If you&#8217;re talking to a marketing science analyst, they should tell you that the purpose of a market segment is to use variations in self-referential communities to adjust [...]]]></description>
		<link>http://christopherberry.ca/2009/08/of-personas-and-market-segments/</link>
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		<title>Why yes, it is summer event today</title>
		<description><![CDATA[It&#8217;s summer event today at CM Toronto.
It&#8217;s normally a very good day. As with anything, the 80/20 rule applies to it.
We have a town hall, where a member of the executive comes and presents. It&#8217;s actually really good. When I started out as an analyst, the only time I was ever really fully brought up [...]]]></description>
		<link>http://christopherberry.ca/2009/08/why-yes-it-is-summer-event-today/</link>
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		<title>The Technology Adoption Lifecycle</title>
		<description><![CDATA[You might recognize the chart below as the Technology Adoption Lifecycle &#8211; and it&#8217;s just great.

The essential fact is that who you market to, over time, and how you market it, changes over time. I have many friends who are true &#8220;innovators&#8221; and I know a few people who are impostors. (They really don&#8217;t have [...]]]></description>
		<link>http://christopherberry.ca/2009/08/the-technology-adoption-lifecycle/</link>
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		<title>Simplicity versus Complexity</title>
		<description><![CDATA[Malcolm Bastien was nice enough to lend me a book: The Laws of Simplictity by John Maeda.
The Coles notes of that compact volume is:
&#8220;Simplicity is about subtracting the obvious and adding the meaningful&#8221;.
Wonderful.
Thanks Malcolm!
]]></description>
		<link>http://christopherberry.ca/2009/08/simplicity-versus-complexity/</link>
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		<title>Anatomy of a Clusterf**k V</title>
		<description><![CDATA[Clusterfucks will happen, and nobody ever really walks away from one a winner.
A clusterfuck can be turned around by either boosting trust, hitting &#8216;reset&#8217; when it comes to definitions, deliberately seeking out extra understanding, or, if there&#8217;s a hollow core of authority &#8211; electing a leviathan to run the group.
Clusterfuck avoidance is going to be [...]]]></description>
		<link>http://christopherberry.ca/2009/08/anatomy-of-a-clusterfk-v/</link>
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		<title>Anatomy of a Clusterf**k IV</title>
		<description><![CDATA[Another key reason why clusterfucks appear is because somebody with the authority wants them to appear.
Stalin is said to have purposely given his cabinet conflicting portfolios to paralyze them: essentially giving him a free hand to denounce them and go about doing what we wanted to anyway. We have all observed similar situations where very [...]]]></description>
		<link>http://christopherberry.ca/2009/08/anatomy-of-a-clusterfk-iv/</link>
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		<title>Anatomy of a Clusterf**k III</title>
		<description><![CDATA[Sometimes even when people trust each other, information can still get garbled through faults in communication.
Very frequently, professionals in a given field will begin using a very specific jargon. For instance, the term &#8220;unique&#8221; means something very different to a web analyst than it does to a fashion designer. These shortcuts in language serve a [...]]]></description>
		<link>http://christopherberry.ca/2009/08/anatomy-of-a-clusterfuck-iii/</link>
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		<title>Anatomy of a Clusterf**k II</title>
		<description><![CDATA[One of the core reasons for organizational clusterfucks is a lack of trust among the participants or groups of participants.
Generally speaking, if there is no trust, there is limited communication (because, of course, refusing to talk to somebody can be a form of limited communication &#8211; right?). Even if two respective hierarchies mandate communication, if [...]]]></description>
		<link>http://christopherberry.ca/2009/08/anatomy-of-a-clusterfk-ii/</link>
			</item>
	<item>
		<title>Anatomy of a Clusterf**k</title>
		<description><![CDATA[I watched a wonderful Nature last night on PBS. It was about a bunch of baboons on the Serengeti. It was a pretty brutal hour and instructive.
People in their own way are complex and they form complex systems with complex relationships and complex rituals. How hierarchies form and persist is something a few of us [...]]]></description>
		<link>http://christopherberry.ca/2009/08/anatomy-of-a-clusterfk/</link>
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