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<title>The Razor&#x27;s Edge</title><link>http://www.interlogic-inc.com/index.html</link><description>Critical thought on the nuclear future&#x21;</description><dc:language>en</dc:language><dc:creator>bradwmson@interlogic-inc.com</dc:creator><dc:rights>Copyright 2008 Brad Williamson</dc:rights><dc:date>2008-06-04T09:16:19-04:00</dc:date><admin:generatorAgent rdf:resource="http://www.realmacsoftware.com/" />
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<lastBuildDate>Mon, 22 Feb 2010 11:16:13 -0500</lastBuildDate><item><title>Iterative Solutions&#x2c; or why planning 10&#x2c;000 years ahead is a bad idea.</title><dc:creator>bradwmson@interlogic-inc.com</dc:creator><category>Philosophy</category><category>Narratives</category><category>Operation of Complex Systems</category><category>Change Management</category><category>Configuration Management</category><dc:date>2008-06-04T09:16:19-04:00</dc:date><link>http://www.interlogic-inc.com/3/files/2c54217972044b119aded9a18936d388-11.php#unique-entry-id-11</link><guid isPermaLink="true">http://www.interlogic-inc.com/3/files/2c54217972044b119aded9a18936d388-11.php#unique-entry-id-11</guid><content:encoded><![CDATA[I was musing about the failure of the U.S. government to come to terms with its responsibility and obligation to fulfill on the promise of long term high level radwaste storage with my friends and mentors the other day. I was struck by the concern that seems to be rampant among the public, the responsible government officials, and the scientific and technical effort associated with the Yucca Mountain project that we somehow provide a long term high level radwaste storage solution that will be viable for 10,000 years. <br /><br />Now maybe it's just me, but doesn't that strike you as ludicrous? <br /><br />]]></content:encoded></item><item><title>The Origins of the Razor&#x27;s Edge</title><dc:creator>bradwmson@interlogic-inc.com</dc:creator><category>Admin</category><category>Philosophy</category><dc:date>1995-02-14T13:06:02-05:00</dc:date><link>http://www.interlogic-inc.com/3/files/3f74f8b08e0ee91d463bdf8b45e4ec01-10.php#unique-entry-id-10</link><guid isPermaLink="true">http://www.interlogic-inc.com/3/files/3f74f8b08e0ee91d463bdf8b45e4ec01-10.php#unique-entry-id-10</guid><content:encoded><![CDATA[The "razor's edge" is a term used by Maturana and Varela in "The Tree of Knowledge" to describe the balance required to think and act in a world that cannot be completely objective and yet at the same time is not thoroughly without substance or order. To exist on the "razor's edge" is to live in an understanding that both extremes are nothing more than interpretations that we make, and to be effective in the world you must be a master at managing the middle ground.<br /><br />This interpretation has led us to explore new thinking that we have published here in a variety of articles on various topics, to provoke others to recognize different possibilities in diverse areas of business, life, and the world, where we observe that the traditional interpretations are breaking down and causing people to suffer. ]]></content:encoded></item><item><title>Robust Barriers and Good Design </title><dc:creator>bradwmson@interlogic-inc.com</dc:creator><category>Philosophy</category><category>Operation of Complex Systems</category><dc:date>2006-02-24T22:15:55-05:00</dc:date><link>http://www.interlogic-inc.com/3/files/6a275f319684b335e5152784b2b96839-8.php#unique-entry-id-8</link><guid isPermaLink="true">http://www.interlogic-inc.com/3/files/6a275f319684b335e5152784b2b96839-8.php#unique-entry-id-8</guid><content:encoded><![CDATA[Lurking about my favorite root cause analysis forum, reading the conversations about poka-yoke and robust barriers triggered a few thoughts, which are captured here. These are meant to encourage and challenge our collective thinking, not criticize, though sometimes it is difficult to sound that way...<br /><br />]]></content:encoded></item><item><title>Narrative Translation as a Function of Management</title><dc:creator>bradwmson@interlogic-inc.com</dc:creator><category>Coordination of Action</category><category>Narratives</category><category>Change Management</category><dc:date>2005-02-21T22:08:33-05:00</dc:date><link>http://www.interlogic-inc.com/3/files/c98dcd7dac34da7d25fc2499c78d3015-7.php#unique-entry-id-7</link><guid isPermaLink="true">http://www.interlogic-inc.com/3/files/c98dcd7dac34da7d25fc2499c78d3015-7.php#unique-entry-id-7</guid><content:encoded><![CDATA[A critical role played by management in an effective organization is that of narrative translator. At one end of the employee spectrum you have the individual contributors, those employees that actually fulfill the promises of the organization to deliver goods and services. At the other end, you find the executives, the President, the CEO, or within a division or location, the Vice President. These are the individuals that create and define the promises that the organization makes, and wrap them up in a story that defines the organization...<br /><br />]]></content:encoded></item><item><title>The Distinctions of Role and Job in the Narrative of Work</title><dc:creator>bradwmson@interlogic-inc.com</dc:creator><category>Coordination of Action</category><category>Language and Linguistics</category><dc:date>2005-02-17T22:06:28-05:00</dc:date><link>http://www.interlogic-inc.com/3/files/60c56976eb7019e9a7f8312765560426-6.php#unique-entry-id-6</link><guid isPermaLink="true">http://www.interlogic-inc.com/3/files/60c56976eb7019e9a7f8312765560426-6.php#unique-entry-id-6</guid><content:encoded><![CDATA[There are situations we have observed where employees cannot embrace the narrative of the business because they confuse the distinctions of role and job...<br /><br />]]></content:encoded></item><item><title>The Role of Language and Abstraction in the Safe Operation of Complex Systems</title><dc:creator>bradwmson@interlogic-inc.com</dc:creator><category>Language and Linguistics</category><category>Operation of Complex Systems</category><dc:date>2004-02-09T22:02:45-05:00</dc:date><link>http://www.interlogic-inc.com/3/files/b1889dbcb631b0688cf1f6583b074a68-5.php#unique-entry-id-5</link><guid isPermaLink="true">http://www.interlogic-inc.com/3/files/b1889dbcb631b0688cf1f6583b074a68-5.php#unique-entry-id-5</guid><content:encoded><![CDATA[This is the abstract to our paper, "The Role of Language and Abstraction in the Safe Operation of Complex Systems." For a copy of the paper, please contact Brad Williamson at blog@interlogic-inc.com.<br /><br />]]></content:encoded></item><item><title>Random Observations on the Ontology of Coordination Enablers</title><dc:creator>bradwmson@interlogic-inc.com</dc:creator><category>Coordination of Action</category><dc:date>1996-03-07T21:57:26-05:00</dc:date><link>http://www.interlogic-inc.com/3/files/b90a2df59dcddd90c0eec43abdf06221-4.php#unique-entry-id-4</link><guid isPermaLink="true">http://www.interlogic-inc.com/3/files/b90a2df59dcddd90c0eec43abdf06221-4.php#unique-entry-id-4</guid><content:encoded><![CDATA[We have written regarding the effectiveness of coordination enablers.<br /><br />"Our assessment methodology evaluates your organization against a set of Coordination Enablers that reflect the shared concerns that must exist to allow the coordination of action within organizations...<br /><br />]]></content:encoded></item><item><title>Annunciators Make Ineffective Performance Indicators</title><dc:creator>bradwmson@interlogic-inc.com</dc:creator><category>Performance Indicators</category><dc:date>1996-03-06T21:54:19-05:00</dc:date><link>http://www.interlogic-inc.com/3/files/72f254c15b3f80e6662e7ac481dc41ce-3.php#unique-entry-id-3</link><guid isPermaLink="true">http://www.interlogic-inc.com/3/files/72f254c15b3f80e6662e7ac481dc41ce-3.php#unique-entry-id-3</guid><content:encoded><![CDATA[Annunciators make poor performance indicators because they are driven by events rather than being used to drive performance. From a human factors perspective, annunciators exist to compensate for our inability to monitor large amounts of changing data effectively all the time. Thus, an annunciator is provided to warn the operator when a parameter exceeds some boundary. Note that the annunciator has limited value once in the alarm state because it cannot tell you anything else about the situation other than its still in the alarm state...<br /><br />]]></content:encoded></item><item><title>On Annunciator Inadequacy</title><dc:creator>bradwmson@interlogic-inc.com</dc:creator><category>Performance Indicators</category><dc:date>1996-01-11T21:49:28-05:00</dc:date><link>http://www.interlogic-inc.com/3/files/4e087ba22d80211d177be38f62c8bd8b-2.php#unique-entry-id-2</link><guid isPermaLink="true">http://www.interlogic-inc.com/3/files/4e087ba22d80211d177be38f62c8bd8b-2.php#unique-entry-id-2</guid><content:encoded><![CDATA[Imagine a control room where the sum of all the indicators was reduced to eight or ten key indicators which, through competent design, provided the operator adequate information for control of the plant. Annunciators would not be needed unless it was intended or expected that the operator would not focus his attention on the indications...<br /><br />]]></content:encoded></item><item><title>On Performance Indicators</title><dc:creator>bradwmson@interlogic-inc.com</dc:creator><category>Performance Indicators</category><dc:date>1995-11-30T21:42:38-05:00</dc:date><link>http://www.interlogic-inc.com/3/files/651080c8884f79d543ca3a422e789529-1.php#unique-entry-id-1</link><guid isPermaLink="true">http://www.interlogic-inc.com/3/files/651080c8884f79d543ca3a422e789529-1.php#unique-entry-id-1</guid><content:encoded><![CDATA["Task based measurements are finite Cartesian interpretations that restrict you to incremental change. You can only make the process more efficient. Outcome based measurements ask "Why" instead of "How" and open up the possibility for quantum changes in performance because they are not preconditioned to accept that the process has to exist at all."<br /><br /><br />]]></content:encoded></item><item><title>Welcome to the Razor&#x27;s Edge&#x21;</title><dc:creator>bradwmson@interlogic-inc.com</dc:creator><category>Philosophy</category><dc:date>1995-01-01T12:00:00-05:00</dc:date><link>http://www.interlogic-inc.com/3/files/f9b27d8dfc2bb53ce3b4e6330a291691-0.php#unique-entry-id-0</link><guid isPermaLink="true">http://www.interlogic-inc.com/3/files/f9b27d8dfc2bb53ce3b4e6330a291691-0.php#unique-entry-id-0</guid><content:encoded><![CDATA[Razor's edge thinking on issues of management of change, configuration, assets and margins, safety conscious work environment, safe operation of complex systems, causal analysis, management assessments and investigations, performance measurement systems and tools, linguistics, neuro-biology, producing action, requests and promises, and other extremely "outside the box" perspectives on life, the universe, and everything.<br /><br />]]></content:encoded></item></channel>
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