Crystal Orange Web differs from Crystal Orange in that this methodology does not deal with a single project but with a continuous stream of initiatives that require programming and with each initiative's results being merged with the growing code base being used by the public. (more)

In contrast to well-structured problems, ill-structured problems have no initial clear or spelled out goals, set of operations, end states, or constraints. In fact ISPs often times have unstated goals and constraints that must be determined by those solving the problem. ISPs present uncertainty about which concepts, rules, and principles are necessary for the solution and how these should be organized. They require learners to make judgments about the problem and to defend their judgments by expressing personal opinions or beliefs. ISPs possess multiple solutions and solution paths, or may possess no solutions at all. They offer no general rules or principles for describing or predicting the outcome of most cases and require multiple criteria for evaluating solutions. Examples of ISPs include redesigning a work process, designing a new product, or creating a new marketing strategy. https://en.wikiversity.org/wiki/Introduction_to_Ill-Structured_Problems (more)

a multi-layer-iterative Product Management process of Thinking in Bets (more)

an atomic argument? see Nature of Truth, Disputation Arena, Claim-refactoring Service, pattern, Triple, Quad, or Quint, IBIS/Dialogue Mapping, belief, hypothesis, theory (more)

newer name for Intermediate Objectives Map (more)

Causal Decision Diagram: see (more)

Uncertainty Project on Causal Decision Diagrams (CDD). (more)

Uncertainty Project: Exploring Causality and Complexity in Strategy. The idea of causality matters greatly, though, since as we apply our agency (as individuals, as organizations, and businesses) to take action, we base our choices on where we believe we can cause good things to happen. (more)

career path, often framed like a planned/straight line

John Cutler: Sociotechnical Maestros with Gene Kim. I recently finished reading Gene's latest book Wiring the Winning Organization which he co-wrote with Steven Spear. The themes of slowification, simplification, and amplification have already started to seep into my day-to-day conversations. The book is filled with case studys, but also creative metaphors like Gene and Steven moving a couch, which is where our chat starts. (more)

The management by wandering around (MBWA), also management by walking around,[1] refers to a style of business management which involves managers wandering around, in an unstructured manner, through their workplace(s) at random, to check with employees, equipment, or on the status of ongoing work.[1] The emphasis is on the word wandering as an unplanned movement within a workplace, rather than a plan where employees expect a visit from managers at more systematic, pre-approved or scheduled times... The origin of the term has been traced to executives at Hewlett-Packard whose management practices involved walking around the facility... The management consultants Tom Peters and Robert H. Waterman used the term in their 1982 book In Search of Excellence.* https://en.wikipedia.org/wiki/Management_by_wandering_around (more)

see Management By Walking Around

Toyota Production System: Lean Manufacturing

AutoMobile maker associated with Lean Manufacturing: Toyota Production System/TPS (more)

Bundle of related links/thoughts I need to flesh out... (more)

Just re/discovered the Map Of The Complexity Sciences - ooh it's a clickable image-map. By Brian Castellani and Lasse Gerrits (more)

Alistair Cockburn idea of recognizing that different Projects have different constraints, and therefore each needs it own methodology/process. (more)

ebook from John Cutler/Dotwork to help product leaders operationalize the product operating model in their unique context. https://www.dotwork.com/product-operating-model (more)

In Agile Product Development, the Product Team is key: need Agility, Context, and Team Agency (more)

Martin Cagan framing of agile product development process (actually he says "it's a conceptual model, not a process"); typically requires transformation, see (2022-05-31) Cagan Moore Transformation Defined, POM Starter Pack; cf Product-Led