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	<title>Comments on: Complexity of Management</title>
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	<link>http://www.projectshrink.com/complexity-of-management-137.html</link>
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		<title>By: When The Living Room Becomes A Stadium // Project Shrink Blog</title>
		<link>http://www.projectshrink.com/complexity-of-management-137.html#comment-327</link>
		<dc:creator>When The Living Room Becomes A Stadium // Project Shrink Blog</dc:creator>
		<pubDate>Thu, 28 Jan 2010 19:17:03 +0000</pubDate>
		<guid isPermaLink="false">http://blog.softwareprojects.org/complexity-of-management-137.html#comment-327</guid>
		<description>[...] is the lesson illustrated by a story about The Fish Pond, told to me two years ago by dr Ali Anani; how the size of the pond influences the entire [...] </description>
		<content:encoded><![CDATA[<p>[...] is the lesson illustrated by a story about The Fish Pond, told to me two years ago by dr Ali Anani; how the size of the pond influences the entire [...]</p>
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		<title>By: Panarchy: Analyzing Complexity In Projects &#8212; Project Shrink</title>
		<link>http://www.projectshrink.com/complexity-of-management-137.html#comment-326</link>
		<dc:creator>Panarchy: Analyzing Complexity In Projects &#8212; Project Shrink</dc:creator>
		<pubDate>Sat, 29 Nov 2008 12:30:40 +0000</pubDate>
		<guid isPermaLink="false">http://blog.softwareprojects.org/complexity-of-management-137.html#comment-326</guid>
		<description>[...] is difficult to analyze. Project Managers still have to eliminate root-causes to major problems though. How to [...] </description>
		<content:encoded><![CDATA[<p>[...] is difficult to analyze. Project Managers still have to eliminate root-causes to major problems though. How to [...]</p>
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		<title>By: Fifth Discipline: What To Do When All Your Projects Are Failing &#124; Project management Mashup</title>
		<link>http://www.projectshrink.com/complexity-of-management-137.html#comment-325</link>
		<dc:creator>Fifth Discipline: What To Do When All Your Projects Are Failing &#124; Project management Mashup</dc:creator>
		<pubDate>Tue, 05 Aug 2008 16:17:53 +0000</pubDate>
		<guid isPermaLink="false">http://blog.softwareprojects.org/complexity-of-management-137.html#comment-325</guid>
		<description>[...] intervention.  Project Profiling With Systems Thinking Panarchy: Analyzing Complexity In Projects Complexity of Management Black Swan: The Link Between Mind, Complexity And [...] </description>
		<content:encoded><![CDATA[<p>[...] intervention.  Project Profiling With Systems Thinking Panarchy: Analyzing Complexity In Projects Complexity of Management Black Swan: The Link Between Mind, Complexity And [...]</p>
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		<title>By: Ali Anani</title>
		<link>http://www.projectshrink.com/complexity-of-management-137.html#comment-324</link>
		<dc:creator>Ali Anani</dc:creator>
		<pubDate>Sun, 20 Jan 2008 11:27:31 +0000</pubDate>
		<guid isPermaLink="false">http://blog.softwareprojects.org/complexity-of-management-137.html#comment-324</guid>
		<description>Hi,
In complexity systems the fitness scope is rugged with tops and bottoms. That is how evolution comes. In certain conditions one species survives. Changing the conditions change the fitness so that another species (whether it is Honda or whatever) prevails. This actually one basic point in the fish pond metaphor: one desirable fish species survives, but changing a controlling parameter might allow undesirable fish species to flourish. It is not always finding the best: it is finding the fittest and willingness to experiment to know what not to do before knowing what to do.</description>
		<content:encoded><![CDATA[<p>Hi,<br />
In complexity systems the fitness scope is rugged with tops and bottoms. That is how evolution comes. In certain conditions one species survives. Changing the conditions change the fitness so that another species (whether it is Honda or whatever) prevails. This actually one basic point in the fish pond metaphor: one desirable fish species survives, but changing a controlling parameter might allow undesirable fish species to flourish. It is not always finding the best: it is finding the fittest and willingness to experiment to know what not to do before knowing what to do.</p>
]]></content:encoded>
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	<item>
		<title>By: Jay Sorenson</title>
		<link>http://www.projectshrink.com/complexity-of-management-137.html#comment-323</link>
		<dc:creator>Jay Sorenson</dc:creator>
		<pubDate>Sun, 20 Jan 2008 04:41:35 +0000</pubDate>
		<guid isPermaLink="false">http://blog.softwareprojects.org/complexity-of-management-137.html#comment-323</guid>
		<description>How does one know if a practice is the best?  How does one measure bestness(if that&#039;s a word)?  Honda
can say they make the best car in the world.
However, they don&#039;t have to prove it because that&#039;s considered puffing.

Regards,

Jay Sorenson</description>
		<content:encoded><![CDATA[<p>How does one know if a practice is the best?  How does one measure bestness(if that&#8217;s a word)?  Honda<br />
can say they make the best car in the world.<br />
However, they don&#8217;t have to prove it because that&#8217;s considered puffing.</p>
<p>Regards,</p>
<p>Jay Sorenson</p>
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