Knowledge Cartography pp 261-292
The Map and the Territory: A Practitioner Perspective on Knowledge Cartography
This chapter provides a practical perspective of knowledge cartography by drawing on an approach that has been developed and refined through the lead author’s experiences in facilitating workshops in diverse professional domains. The discussion focuses on the importance of developing a feel for conversational patterns and for understanding the kinds of questions that enable insights to emerge from dialogue, leading to an emergent design approach that combines the methods of knowledge cartography with other facilitation and problem solving techniques in a “fit-for-situation” manner.
- Argyris, C., and Schon, D. A. (1974). Theory in practice: Increasing professional effectiveness. San Francisco: Josey-Bass.Google Scholar
- Australian Public Service Commission (2007). Tackling wicked problems: a public policy perspective. Canberra: Commonwealth of Australia. Available online at: http://www.apsc.gov.au/publications-and-media/archive/publications-archive/tackling-wicked-problems (Accessed 20 January 2014).
- Bryson, J. M., Ackermann, F., Eden, C., & Finn, C. B. (2004). Visible thinking: Unlocking causal mapping for practical business results. Chichester, John Wiley & Sons.Google Scholar
- Buzan, T. (2002). How to Mind Map, London: Thorsons (Harper-Collins) UK.Google Scholar
- Conklin, J. (2005). Dialogue Mapping: Building Shared Understanding of Wicked Problems. Chichester, Wiley.Google Scholar
- Buckingham Shum, S., Slack, R., Daw, M., Juby, B., Rowley, A., Bachler, M., Mancini, C., Michaelides, D., Procter, R., De Roure, D., Chown, T., and Hewitt, T. (2006). Memetic: An Infrastructure for Meeting Memory. In: 7th International Conference on the Design of Cooperative Systems, 09–12 May 2006, Carry-le-Rouet, France. Open Access Eprint: http://oro.open.ac.uk/23373
- Culmsee, P. and Awati, K. (2013). The Heretic’s Guide to Best Practices. Indianapolis, iUniverse.Google Scholar
- Harmon, P. (2003). Business process change: A manager’s guide to improving, redesigning and automating processes. San Francisco, CA: Morgan Kaufmann.Google Scholar
- Kay, J. (2011). Obliquity: Why our goals are best achieved indirectly, London, Profile Books.Google Scholar
- Korzybski, A. (1958). Science and sanity: An introduction to non-Aristotelian systems and general semantics. Institute of General Semantics.Google Scholar
- Lee, J. (1989). Decision Representation Language (DRL) and its Support Environment,. Working Paper No. 325, MIT AI Lab, Cambridge, MA.Google Scholar
- Mackay, H. (2010), What Makes Us Tick: The Ten Desires That Drive Humans, Sydney, New South Wales: Hachette Australia.Google Scholar
- Niven, P. (2006). Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results. Hoboken, NJ: John Wiley and Sons.Google Scholar
- Owen, H. (2008). Open Space Technology: A User’s Guide, San Francisco, CA: Berrett-Kohler Publishers.Google Scholar
- Polanyi, M. (1966), The Tacit Dimension, Chicago, IL: The University of Chicago Press.Google Scholar
- Roam, D. (2008), The Back of the Napkin: Solving Problems and Selling Ideas with Pictures, London: Penguin Books.Google Scholar
- Schar, M. (2011). Pivot thinking and the differential sharing of information within new product development teams. Ph. D. Thesis, Stanford University. Available online at: https://stacks.stanford.edu/file/druid:dz361xm2614/Schar%20Pivot%20Thinking%20August%202011%20submitted-augmented.pdf (Accessed 20 January 2014).
- Selvin, A.M. (1999). Supporting Collaborative Analysis and Design with Hypertext Functionality. Journal of Digital Information, Vol. 1, (4). Available at: <http://journals.tdl.org/jodi/index.php/jodi/article/view/16>. Date accessed: 06 Feb. 2014.
- Suzuki, S. (2011). Zen mind, beginner’s mind. Boston, MA: Shambhala Publications.Google Scholar