Systems Intelligence – A New Lens on Human Engagement and Action |
From inside the book
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Page 123
... Martin Skotnicky. Our plan worked out and we very much liked Skotnicky's way of teaching. He had a logical and analytical approach to ice dancing technique that matched well our way of thinking. In spite of the good experience with ...
... Martin Skotnicky. Our plan worked out and we very much liked Skotnicky's way of teaching. He had a logical and analytical approach to ice dancing technique that matched well our way of thinking. In spite of the good experience with ...
Page 124
Skotnicky was to be our master and we needed to find the way to spend as much time as possible in his teaching ... Martin Skotnicky only at hours when nobody else wanted them, which usually meant that we had them seven o'clock in the ...
Skotnicky was to be our master and we needed to find the way to spend as much time as possible in his teaching ... Martin Skotnicky only at hours when nobody else wanted them, which usually meant that we had them seven o'clock in the ...
Page 125
... Martin Skotnicky was always seeking new ideas. To improve the dance positions and lines Skotnicky hired an eccentric ballet teacher Werner Lipovski to his team. Lipovski was much more than a ballet teacher. He was not only interested ...
... Martin Skotnicky was always seeking new ideas. To improve the dance positions and lines Skotnicky hired an eccentric ballet teacher Werner Lipovski to his team. Lipovski was much more than a ballet teacher. He was not only interested ...
Page 131
... Martin Skotnicky . When we had left Skotnicky the previous summer we had made an extra trip to explain to him why we were moving away . We emphasized that we did not go away because of Skotnicky but because of us . Skotnicky showed his ...
... Martin Skotnicky . When we had left Skotnicky the previous summer we had made an extra trip to explain to him why we were moving away . We emphasized that we did not go away because of Skotnicky but because of us . Skotnicky showed his ...
Page 132
... Martin Skotnicky. The team was not together as we started but it was possible to create it. Obviously we were very lucky that we could find them and “get the right people into the bus” as Jim Collins (2001, p. 44) puts it. Financially ...
... Martin Skotnicky. The team was not together as we started but it was possible to create it. Obviously we were very lucky that we could find them and “get the right people into the bus” as Jim Collins (2001, p. 44) puts it. Financially ...
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affect control theory Alexander Alexander’s architecture artefacts become behavior Bohm business process cognitive complex concept context create creative cultural decision describe discussion Dourish dynamic emergence emotions environment Esa Saarinen Espoo example experience facilitator feedback feelings focus food acceptance Hämäläinen and Saarinen hedonic Helsinki University holistic ice dancers ice dancing ideas important in-between intelligence in leadership interaction interface intersubjective systems theory Jorma Uotinen leadership and everyday learning living Martin Skotnicky means mental models mind nature nature of order object one’s organizational organizations participants pattern language philosophy for managers positive possible practice process models process simulation projects proprioception psychoanalytic psychology Raimo Saarinen 2007a sensitivity sermon simulation day skating Skotnicky Smeds social encounters social situations Sterman Stern Stolorow and Atwood structures Systems Analysis Laboratory systems intelligence perspective systems intelligent person systems thinking thought understanding University of Technology University Press usability users