BoneLace Home | 2002 Archive | Seminar Index | Fiction Index | Essay Index | Practical Subversion | Cubicle Dweller | Homebody | Goofballs | Shop til You Drop | BlogTech | Mind Expansion | Bookworm + | Life? Meaning? | The Academic
Bone Lace
| August 2003 | ||||||
| Sun | Mon | Tue | Wed | Thu | Fri | Sat |
| 1 | 2 | |||||
| 3 | 4 | 5 | 6 | 7 | 8 | 9 |
| 10 | 11 | 12 | 13 | 14 | 15 | 16 |
| 17 | 18 | 19 | 20 | 21 | 22 | 23 |
| 24 | 25 | 26 | 27 | 28 | 29 | 30 |
| 31 | ||||||
| Jul Sep | ||||||
James Roberston on the laws of nonsense.
Three laws of nonsense. I just had yum-cha to celebrate a cousin's birthday. The food was good, but much better were the discussions I had with my uncle, Noel Thompson. He has been working for many years in large organisations (such as BHP and... [Column Two]
A profound way to grasp much of what I see inside organizations. These are the laws that Robertson quotes:
- The source of nonsense is that for every piece of nonsense there exists an irrelevant frame of reference in which the item is sensible.
- The persistance of nonsense comes from rigorous arguments from inapplicable assumptions.
- The diffusion of nonsense results from the fact that people are more specialist than problems.
Robertson offers them as a way to better understand knowledge management. I see them as more broadly applicable to most of what I run into inside organizations.
[McGee's Musings]
7:08:21 AM