The link attached leads to an experiment: You can click here to reach it. It’s the first in what I intend to be a series of posting, sharing of data sets, and publishing analysis: a continuation Guerrilla Analytics initiative. I’m not going to talk about the hypothesis driving this particular experiment. It’s a big go in terms of getting some facts on the table. .
Year: 2010
The cleanest way I could explain the Butterfly Effect was to say: “Let’s say my shoe is loose. So I decide to bend down and tie it really tighter, inadvertently creating a knot. Let’s say the next morning, I have a hard time getting my shoe on – for let’s say, four minutes. Then let’s say that I miss my bus by just one minute. And the bus has a frequency of thirty minutes. Well then – one seemingly unrelated decision, made 16 hours before and taking all of 2 minutes to execute, has a 30 minute tardiness impact 16 hours later. That’s pretty much like the Butterfly Effect. Writ Small. And Mundane. Without bad acting.” The Star Trek: TNG[…]
ChangeCamp is a nice continuation of what I think should happen. On Thursday’s The National with Peter Mansbridge, I listened to the panel chortle about how meaningless 100,000 facebook fans complaining about prorogation was. The principle complaint against social media participation? That it was easy for just anybody to click a button. Isn’t that the point? To make democracy easier? More accessible? It’s because I believe that we need to reform the government-public interface that I’m going to support ChangeCamp. What’s possible? To Canada: Social Media in 2010 is to the CBC in 1935 is to the railroad in 1889. .
Michael Porter, in “On Competition”, appears to emphasize the importance of trade-offs. Roger Martin, in “The Opposable Mind”, appears to de-emphasize the importance trade-offs. Porter defines strategy is the process of making choices about activities that results in sustainable competitive advantage. Both books make reference to activity diagrams – so there’s unity and acknowledgement that choice matters. At the core: Porter explains the ‘why’ of strategic decision making, and Roger Martin describes the ‘how’ of strategic decision making. The ultimate way of showing trade-offs, in my view, is though the Production Possibility Frontier. What is very elegant about the production possibility frontier (PPF) is that it’s two dimensional and tells a very clear story. There are trade offs between quality[…]