Index

PEFF

Ontologies

MAGIC and MAGMA Derivation

Structure
Strategy
Execution
Fundamental Types
Levels

POET

Head

Adoption

Adoption
Step 4
Actions
Step 5
Actions
Step 6
Actions

Methods

Methods

Phases

Overview
Architectures
Resource Utilisation
Strategising
Roadmapping
Solutioning
A Pragmatic Approach
Project Execution
Pattern
Models

Disciplines

Overview
Capability Model
Phase
Artefacts
Orchestration
Requirements Management
Discovery
Analysis and Design
Modelling
Decision Making
Culture
Making Them
Changing Them
The Red Button
Jumping to Conclusions
Governance and Lobbying Disciplines

Governance and Lobbying

Artefact Mapping
Transformation Synchronisation
Technical Debt
Technical Debt vs Transformation Debt

Transformation Debt

Overview
Investment Profiles
Investment Results

Artefacts

Artefacts

Overview

Overview
Architectures

Ontology

Basics
Mapping to Phases
Volume Volatility and Focus
Impact and Costs
Population
Two Whys
Recursive Model Abstractions
Transitions

Detail

Structural and Transformational Zachman
Models

Meta models

Mapping

POLDAT
BMM
EBMM
Hybrid

Guidance

Guidance
Context is King
Types

Items

Items

The Architecture Paradigm

What is Architecture

Purpose

Its Not What You Think
Structural Complexity
Transformational Volatility
Transformational Complexity
Contextual Volatility and Complexity

Justification

Applicability
Cost and Ability
Investment
Procrastination
Abstraction and Elaboration
Relationships
The Value is in the Lines not the Boxes
Patterns
Models Meta Models and Semantics

Architecture and Engineering

Why and How
Yin and Yang
Architect Horizontally Engineer Vertically
Overlap
Inter Phase

Frameworks

Number and Growth
How POET Helps

Tools

Number and Growth
How POET Helps
Coverage
Integration

Culture

Culture

Organisation Structure

Management
Workers

Culture Trumps Everything

For Better or Worse
The Power of Culture
Immense Problems
Immense Opportunities

Slaves to Psychology

What Do You Think
Is All Value Easy to See
I Was Only Doing What I was Told
Are You Better Than a 5 Year Old
Who Decides
Absolute Power Corrupts Absolutely
Style over Substance
The Halo Horn Effect
Cognitive Dissonance
The Dunning Kruger Effect
The Peter Principle
The Matthew Effect
Prices Law
The Best Managers Are Sociopaths
Personality Traits
The Prisons of Two Ideas
Logical Fallacies

Architects and Engineers

Fundamentals
Comparison
Architects and Engineers Who Are You

The Architect

Secrets
An Impossible Job
What Does An Architect Do
Architect or Charlatan
The Pragmatic Architect Creed
Language

PEAF

Artefacts

Ontology

Meta models

PF2

Appendix

Appendix
Background
The Author
Keypoints
Sources and Resources
Tail
       
Click a Thumbnail to read the component. Hold down Ctrl while clicking to expand the image

 

Enterprise Transformation

A Pragmatic Approach Using POET

Buy Paperback
or Kindle















POET>Culture>Slaves-to-Psychology>The-Halo-Horn-Effect ◄◄◄           .           ►►► POET>Culture>Slaves-to-Psychology>The-Dunning-Kruger-Effect

Cognitive dissonance theory is based on three fundamental assumptions:

¨      Humans are sensitive to inconsistencies between actions and beliefs.

¨      Recognition of this inconsistency will cause dissonance, and will motivate an individual to resolve the dissonance.

 ...to read more, please Login or Register

POET>Culture>Slaves-to-Psychology>The-Halo-Horn-Effect ◄◄◄         Enroll to Self Study Now!         ►►► POET>Culture>Slaves-to-Psychology>The-Dunning-Kruger-Effect

Keypoint

Adopt this component by...

'How often it is that the angry man rages denial, of what his inner self is telling him.'

- Frank Herbert (Dune)

C-Suite: Mandate that people recognise Cognitive Dissonance, and they don’t lie to themselves.

Questions to ponder...

Do people in your Enterprise lie to themselves?

Do you lie to yourself? Convincingly?

Can you think of examples where this has happened in the past?

Who were they? What was the impact? Why do you think they acted in this way?

What needs to change to reduce the likelihood of it happening in the future?

Who needs to drive that change?



© 2008-2021 Pragmatic 365 Ltd         A Non-Profit dedicated to improving Transformation, and the lives of people that work in Transformation.