Hackathon Public Profile

2 years 5 months ago
Peter. When I joined this discussion I did so to clarify a point that is often misunderstood/misinterpreted: That regarding the real "power" of technology. We all (including the discussion to that... More
2 years 5 months ago
It is certainly not a trap I have fallen into Peter, since if you read my submissions above you will find I have already suggested such a methodology: Using it to replace the reporting/permission requ... More
2 years 5 months ago
Thanks Peter, I had read your piece, but my questions were in context with the current issue and they remain. There is clearly a dichotomy between the structure a bureaucrat would advocate for an ... More
2 years 5 months ago
Peter, I cannot avoid asking for the obvious: Please define the "good guys" who are to flourish? A bureaucrat would, I suggest, have a different view of who are the good guys to yours and/or mine; ... More
2 years 5 months ago
Ah: But isn't the use of technologies to identify possibilities already the problem? The human brain can imagine the truly bizzare.... and then make it happen. To give a simple example: Almost thro... More
2 years 5 months ago
Oh. My mistake. Too many Peters; we seem to get into everything :-) More
2 years 5 months ago
I'm sorry Nirvana but I do not see the relevance of your remark to me. Obviously bureaucracy is structural: Where did I say it was not? ...and you would cure a problem by creating more of the same?... More
2 years 5 months ago
Technology makes (or should make) for greater efficiency; it does not and can not alone make for greater effectiveness. To be effective, technology must be directed by the capability of the human mind... More
2 years 6 months ago
....Is reductive: It narrows activity to a desired level of controllability, set at a given moment in time. Flexible response to changing need (thus innovation) is expansive, developing outwards with ... More
3 years 3 months ago
In successful organisations it is not just the Management team that drives toward organisational objectives, it is the culture and psychological environment itself which collectively draws all More
3 years 4 months ago
Often associated with the blame game but in fact quite seperate, the symptom of an excuse culture is when people have the tendancy to spend more time excusing what has been done (or not done) tha... More
3 years 4 months ago
Nothing to disagree with there....So far :-) More
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In successful organisations it is not just the Management team that drives toward organisational objectives, it is the culture and psychological environment itself which collectively draws all its people towards achievement. Everything from pride in the brand-name to the security of knowing that grievance and disciplinary procedures are fair and...

Often associated with the blame game but in fact quite seperate, the symptom of an excuse culture is when people haveĀ the tendancy to spend more time excusing what has been done (or not done) than learnning from it and movingĀ on. Even when there is no "blame" being leveled, the costant...