John N. Warfield: Mentomology: The Science of "Mindbugs"

HS

FNF:  John N. Warfield: Mentomology: The Science of "Mindbugs" http://www.hi.is/~joner/eaps/cs_warfm.htm        


"
MENTOMOLOGY   (GO)           
 GO IG    IE   LJ   GS 

THE IDENTIFICATION AND CLASSIFICATION OF MINDBUGS

A Microscopic Photograph of a Mindbug of Habit
© 1995 John N. Warfield  NL

See full original: (Excellent)!

http://www.gmu.edu/departments/t-iasis/paper/p4.htm   


"....So far, twenty-five mindbugs have been identified. These are envisaged as falling within four categories, although so far it has not always been possible to consign a mindbug to just one category. Later refinements may allow this flaw to be corrected.

The categories identified so far are:

 
  • Mindbugs of Minsinterpretation:
    those
    where concepts are misconstrued or misattributed, because of faulty interpretation,
    Type M.

  • Mindbugs of Clanthink:
    those where

    - concepts are very widely perceived to be correct,
    - but which are demonstrably incorrect,
    Type C.
  • Mindbugs of Habit:
    those which involve ingrained behavior,
    evinced with essentially no conscious thought
    , Type H.
  • Mindbugs of Error:
    just plain mistakes,
    Type E."


  FALLACIES and FAULTY REASONING  
   FNF: FALLACIES and FAULTY REASONING   http://www.hi.is/~joner/eaps/wh_dropv.htm  2001-10-13 (C) JE 
   FNF:  Leitartafla JE/UH  - Útskýringar á skammstöfunum http://www.hi.is/~joner/eaps/lt.htm      2001-10-13
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2001-10-13 

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MBL  VI        HO  HS  FY EV CSD  CSG  STU CSL   AZ   NLW   JE



 

 

John N. Warfields:  INTERACTIVE MANAGEMENT
  http://www.hi.is/~joner/eaps/cs_warfk.htm            
NS: UH CSE LEITJ

HS


"
Interactive Management

by

Antonia Gill



What is IM?


Interactive Management is a process developed by Professor John Warfield to cope with the management of complexity
. It is used on an intermittent basis to deal with issues or situations that are beyond the normal organizational context for problem solving. NL_John N. Warfield

We are referring to those instances
- where in spite of meetings with people in teams closely connected to the flow of work,
   a sense of frustration is still being experienced because intuitively everyone senses that
   the outcomes should be more effective.

In short,
communication needs to take place over a far wider front and in greater depth
than may be initially acknowledged.


IM recognises that effective action in resolving complex problem situations requires the consideration of multiple view-points on social and technical issues by all the affected stakeholders. This process of sharing 'mind sets' and bringing rich personal context-sensitive knowledge to the problem situation in a collaborative environment is vital to develop the deep understanding necessary for achieving break-through performance.

Many group problem solving & planning methods tend to fall short of the mark.

Common problems include:

· They achieve a hollow, temporary consensus. Although the members of a syndicate group or task force may
   think they have reached an understanding around some key statements, in reality there are several different
   interpretations lurking behind the words
they have used which subsequently hinder effective communication
   and action.

· The ideas produced are often perceived as too loose and global to effect practical change
  on the ground.
Alternatively, they sometimes turn out to be too low level and tactical to make
   a really significant impact on the business.

· Often the bridge between innovative, strategic-level thinking and concrete, implementable plans
  of action is weak or non-existent.


· Management often finds itself asking, was the time invested in all that group work worthwhile?
 
Team-building without some tangible results is a luxury few organizations can afford.

· The documented record of decisions reached in group planning exercises and of the process
   itself - often produced days after the event - may be a bland abstraction of the real discussions
   that took place
, difficult for anyone who was not present to interpret, or so complex and detailed that it fails to produce a coherent strategy for the organization. "

See much more at: http://www.phrontis.com/facilim.htm NL_Interactive Management  and  Warfield
P: John N. Warfield: Mentomology: The Science of "Mindbugs" http://www.hi.is/~joner/eaps/cs_warfm.htm
HO

2000-11-29

MBL  VI        HO  HS  FY EV CSD  CSG  STU CSL   AZ   NLW   JE

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