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Reflection Week 2 - Coggle Diagram
Reflection Week 2
DIKUW
Data
Facts
Stored As
An Agreed Code
Obtained Automatically
Through Process
Transformed
Information
Right Amount
Right Time
Decision Making
Many Sources
Managers
Need
Define and Obtain
Information Required
Perform Based On
Available Information
Having Access
Know How
Knowledge
Understanding What
Should Be Done
Management
Stored
Retrieved
Shared
Tacit
Know How
Experienced Based
Explicit
Written
Embedded
Routine
Culture
Levels of Existence
Individual
Groups/Community
Teams
Structural
Processes and Cultures
Organizational
Combining Other Knowledge
Forms New Knowledge
Signal
Wisdom
Understanding
Creates New
Explains
Requires Comprehensive
Five Disciplines
Personal Mastery
Mental Models
Building Shared Vision
Team Learning
Systems Thinking
11 Laws of The Fifth
Discipline
SECI Model
Socialization
Sharing
Tacit To
Tacit
Externalization
Articulating
Tacit To
Explicit
Combination
Integrating
Explicit To
Internalization
Application
Explicit To
Peer Reviews
Perspective
Writing Style
Rubic
Limits to Thinking
Metacognition
Thinking About Thinking
Prior Knowledge
Gained Knowledge
What We Want to Know
Monitoring Understanding
Employing Learning Strategies
Evaluating Success of Employed Strategies
Ways to Improve
Modeling
Reporting
Tracking Change
Questioning
Assessing
Revising
External Influences
Removing Prejudices
Sense Making
Cynefin Framework
Obvious / Simple
Known Knowns
Sense Categorize Respond
Problems
Incorrectly Classified as Simple
Over Simplification
Entrained Thinking
Complacent Response To Change
Chaos
Process No Longer Works
Complicated
Known Unknowns
Sense Analyze Respond
Multiple Right Answers
Often Requires Expertise
Complex
Unknown Unknowns
Probe Sense Respond
Take Apart See How It Works
Characteristics
Many Interacting Elements
Non Linear
Minor Changes Produce
Disproportionate Major Consequences
Dynamic
Whole > Sum of Its Parts
Solutions Emerge
Constantly Changing
Past is Integrated with Present
Hind Sight Doesn't Lead to Foresight
Agents And System Constrain One Another
Managing Complex Content
Communication
Large Group Methods
Democratic
Interactive
Multi Directional
Set Barriers
Stimulate Attractors
Resonate with People
Encourage Dissent and Diversity
Monitor for Emergence
Look for Opportunities Not the Answer
Chaotic
Unclear Cause and Effect
Act Sense Respond
Requires
Top Down Communication
Covert to Complex
Immediate Action
Stop the Bleeding
Problems
Switching Styles
Over Inflated Self Image
Lose Accurate Information
Disorder / Confusion
No Clarity of Domains
Breakdown Situation
Into Other Realms
Reflection