Index

PF2

Head

Introduction

Introduction

Companies

Overview
Pragmatic EC
Licensing

Training

Certification Courses
Focused Workshops
Options

Pragmatic Publishing Platform

Overview
Design

PEFF

Language

Language

Basics

I Didnt Mean What You Heard
What is a System
What is an Enterprise
What is Transformation
What is a Framework
Theory or Practice
Colours
What is Business Architecture Enterprise Architecture Solution Architecture

POET

Items

Architecture and Engineering

Yin and Yang
Architect Horizontally Engineer Vertically
Overlap
Inter Phase

Culture

Culture

Organisation Structure

Management

Culture Trumps Everything

For Better or Worse
The Power of Culture
Immense Problems
Immense Opportunities

Slaves to Psychology

What Do You Think
Is All Value Easy to See
I Was Only Doing What I was Told
Are You Better Than a 5 Year Old
Who Decides
Absolute Power Corrupts Absolutely
Style over Substance
The Halo Horn Effect
Cognitive Dissonance
The Dunning Kruger Effect
The Peter Principle
The Matthew Effect
Prices Law
The Best Managers Are Sociopaths
Personality Traits
The Prisons of Two Ideas
Logical Fallacies

Architects and Engineers

Fundamentals
Comparison
Architects and Engineers Who Are You

The Architect

Secrets
An Impossible Job
What Does An Architect Do
Architect or Charlatan
The Pragmatic Architect Creed
Language

PEAF

Culture

Organisation Structure

Traditional vs Pragmatic

Enterprise Architect

Two Types

Type 1

Requirements
Duties

Type 2

Requirements
Duties

The Management vs The Workers

Most Valued Player MVP
Comparison

IT vs The Business

Is IT Special

What vs How
Yes But Not Because its IT
When Two Tribes Go To War
Should IT Ever Say No to The Business
Comparison

Roles

Overview
SIB Strategic Investment Board
EASG Enterprise Architecture Steering Group

PF2

Appendix

Appendix
Background
The Author
Keypoints
Sources and Resources
Tail
       
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Enterprise Transformation Culture

The Inconvenient Pragmatic Truth

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POET>Culture>Slaves-to-Psychology>Personality-Traits ◄◄◄           .           ►►► POET>Culture>Slaves-to-Psychology>Logical-Fallacies

First of all, I need to make something very very clear.

Chaos is not inherently bad, and Order is not inherently good. Both have the capacity for good and bad. Whoever thought of those names initially made a big big mistake because in most civilisations, the connotations are that chaos is bad and order is good, which spikes any conversation from the get-go. So let's put those connotations in a box right at the start.

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POET>Culture>Slaves-to-Psychology>Personality-Traits ◄◄◄         Enroll to Self Study Now!         ►►► POET>Culture>Slaves-to-Psychology>Logical-Fallacies

Keypoint

Adopt this component by...

'In all chaos, there is a cosmos.

In all disorder, a secret order.'

- Carl Jung

C-Suite: Mandate that people seek to balance Chaos with Order. Never to remove Chaos or Order.

Questions to ponder...

Where do you fit into this diagram?

Does it change if you consider professional vs private life?

Does it change upon situations? If you are angry or calm?

Can you think of examples of your yin and examples of your yang?

Does change always bring chaos into order, or can it also bring order into chaos?

Which areas of your Enterprise have a good balance of chaos and order?

Which areas have too much chaos?

Which areas have too much order?



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