This all assumes some knowledge of Cognitive Edge methods and tools

Final session of the Phoenix conference and I have a brief to provide a What do Rosetta Stone Software you do next summary in twenty minutes. To remind you the theme is complexity, and in yesterdays session I've completed the basics of complexity, Cynefin and SenseMaker . Now I should have summarised my notes at the time, but that afternoon I picked up the new camera and the following day the trip up to the red rocks of Sedona called. Couple that with jet lag and I needed to sleep! So this is a summary written up over a week later, but I have dated the post to match the presentation day. This all assumes some knowledge of Cognitive Edge methods and tools. So here goes: Start with the Cynefin framework, using a representative group of stakeholders. Ideally use the four point method I described in The Origins of Cynefin . In an ideal world you would use SenseMaker with a set of strategy focused signifiers to create the core material used in this construction. In a large group event (not the same thing as open space, I will post on that in a few weeks time) or a small workshop if necessary identify current issues and opportunity areas that are complicated, and create traditional projects to handle them. For everything in the complex domain create a minimum of three fail-safe experiments and make small investments to see what works. Any experiment is tested for coherence using ritual dissent. Forms available here if you want some more structure. Language is key, you need to get a general understanding between complex and complicated. The Children's Rosetta Stone Language Party story can help, so can the magnets metaphor. Definitions linked to narrative examples from the organisations own history and perspective on its futures make this real, and the four points method allows that to happen. You don't use third party cases - ever.In all your planning you need to remember the three heuristics of complexity management: Work with finely grained objects, both information and organisational Distributed cognition is key, and its not the same thing as distributed decision making Disintermediation, the decision making has to be in direct contact with the raw data, perspective of the whole is key, complex systems cannot be disaggregatedAbductive research techniques such as SenseMaker make this easier, and you need people to understand the difference between induction and abduction. If abduction is too abstract try exaptation, if that is too hard go for serendipity. But you have to get people out of linear concepts of causality and inferring future action from retrospective coherence.Remember the four steps for any action: What can we change? Out of that list where can we monitor the impact of change From that list which actions might lead to success, or though failure teach us something about the system and the final check - have we got an amplification or dampening strategy ready for eachNow that gets you to a short list of realistic things to do, avoiding idealism is key. Its not about where Rosetta Stone Korean you want to be in a few years time (in other than the most general terms), its about managing the situated now.