Multi-ontology sense making: A new simplicity in decision making

Informatics in Primary Care

Volumn 13, Issue 1, 2005, Pages 45-53

  Snowden, David J ^a,b  

^a Cynefin Centre for Organizational Complexity   (United Kingdom)

^b NONE   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

AUTOMATION; CONFERENCE PAPER; DATA ANALYSIS; GOOD CLINICAL PRACTICE; HEALTH CARE MANAGEMENT; HEALTH CARE SYSTEM; HUMAN; INDIVIDUALIZATION; MEDICAL DECISION MAKING; MEDICAL INFORMATION; MICROCOMPUTER; MOTIVATION; OUTCOMES RESEARCH; PROCESS OPTIMIZATION; SOCIAL ASPECT;

EID: 18744394090     PISSN: 14760320     EISSN: None     Source Type: Journal    
DOI: 10.14236/jhi.v13i1.578     Document Type: Conference Paper

References (29)

1. Kurtz C and Snowden D. The new dynamics of strategy: sense making in a complex-complicated world. IBM Systems Journal 2003;42:462-83.
2. Weick KE. Sense Making in Organizations. Thousand Oaks, CA: Sage Publications Inc., 1995.
3. Dervin B. Sense making theory and practice: an overview of user interests in knowledge seeking and use. Knowledge Management 2:2. MCB University Press, December 1998.
4. Taylor FW. Principles of Scientific Management. Various publishers, 1911.
5. Hammer M and Champy J. Re-engineering the Corporation. London: Nicholas Brealey Publishing, 1993.
6. Senge P. The Fifth Discipline: the art and practice of the learning organization. New York: Doubleday Currency, 1990.
7. Snowden D. Strategy in the context of uncertainty. In: Coate P (ed). The Handbook of Business Strategy. Bradford: Emerald Group Publishing, 2004.
8. Snowden D. Complex acts of knowing: paradox and descriptive self-awareness. Journal of Knowledge Management 2002;6:100-11.
9. Snowden D. Innovation as an object of knowledge management. Part 1: The Landscape of Management. Knowledge Management Research and Practice 2003;1: 113-19.
10. Stanbridge P and Snowden D. The Landscape of Management: creating the context for understanding social complexity. Emergence 2004;6:140-8.
11. Boisot M. Knowledge Assets. Oxford: Oxford University Press, 1998.
12. www.tompeters.com
13. Nonaka I and Nishiguchi T. Knowledge Emergence: social, technical, and evolutionary dimensions of knowledge creation. Oxford: Oxford University Press, 2000.
14. Nicolis G and Prigogine I. Exploring Complexity. New York: WH Freeman, 1989.
15. Lorenz EN. The Essence of Chaos. Washington, DC: University of Washington Press, 1993.
16. Holland JH. Emergence: from chaos to order. New York: Perseus Books, 1998.
17. Kauffman SA. Investigations. Oxford: Oxford University Press, 2000.
18. Reynolds CW. Flocks, herds, and schools: a distributed behavioral model. Computer Graphics 1987;21(4):25-34 (SIGGRAPH '87 Conference Proceedings).
19. Camazine S, Deneubourg J-L, Franks NR et al. Self-Organization in Biological Systems. Princeton, NJ: Princeton University Press, 2001.
20. Ball P. The Self-Made Tapestry: pattern formation in nature. Oxford: Oxford University Press, 1999.
21. Arrow H, McGrath JE and Berdahl JL. Small Groups as Complex Systems: formation, coordination, development, and adaptation. Thousand Oaks, CA: Sage Publications Inc., 2000.
22. Axelrod R and Cohen MD. Harnessing Complexity. organizational implications of a scientific frontier. New York: Free Press, 1999.
23. Cilliers P. Complexity and Postmodernism. London: Roudedge, 1998.
24. Stacey RD. Complex Responsive Processes in Organizations: learning and knowledge creation. London: Routledge, 2001.
25. Juarrero A. Dynamics in Action: intentional behavior as a complex system. Cambridge, MA: MIT Press, 1999.
26. Klein G. Sources of Power: how people make decisions. Cambridge, MA: MIT Press, 1998.
27. Deacon T. The Symbolic Species. London: Penguin, 1997.
28. Clark A. Being There: putting brain, body, and the world together again. Cambridge, MA: MIT Press, 1997.
29. Yunas M. The Grameen Bank. Scientific American 1999; 281:114-19.