KNOWLEDGE MANAGEMENT SOCIETY
Studying Praxis using a Complex Board Game
10 Nov 2011
6:30 PM - 9:00 PM
Civil Service College, 31 North Buona Vista Road, Room (to be advised)
Public – $30.00
Registration is closed
Games have been used for learning by leaders in both the military and business for many years. However, many of these games seek to capture vertical slices of reality rather than allow students to practise and learn without the rest of the complex variables involved.
The ancient game of Go is a great metaphor for complexity. It is unique in allowing students to study the complex breadth of real world situations in a safe-fail environment.
This session will help you:
view complexity theory in a tacit and engaging way;
change the way you look at business, projects and change management;
discover the game of Go as both a metaphor and a brain training exercise for managing success in complex environments.
Stuart French, Daniels Sharpsmart
With a background in the Oil, Water and Healthcare industries, Stuart currently works for a high-tech, high-growth healthcare products company. His roles include Knowledge Management, Business Systems and Project Management. Stuart’s special expertise is implementing Enterprise 2.0 technologies to enhance collaboration, teamwork and knowledge creation. He has a Masters of KM from the University of South Australia where his study of how companies use Wikis led to a fascination with Complexity theory which he now enjoys teaching to various business groups so that their organisations can be more agile and effective.
Starting as a small Melbourne-based company in 1984, Daniels was one of the first companies in the world to supply reusable sharps containers. Its Sharpsmart system is now the world's most widely used reusable system, utilised in thousands of healthcare facilities in the US, Canada, the UK, Australia, New Zealand and South Africa. 'Making Healthcare Safer' is the philosophy that guides Daniels and the company is committed to developing the safest, environmentally friendly products and services available for everyone involved in healthcare while reducing risk for healthcare organisations. Daniels’ rapid growth has required constant innovation and careful use of its intellectual assets to maintain the balance of quality and flexibility as it has become a multinational company.
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