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	<title>Comments on: Varieties of Work-Changing IT</title>
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	<link>http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/</link>
	<description>a blog about information</description>
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		<title>By: Mark Twain, Enterprise 2.0 and the CIO &#171; Vendorprisey</title>
		<link>http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/comment-page-1/#comment-115831</link>
		<dc:creator>Mark Twain, Enterprise 2.0 and the CIO &#171; Vendorprisey</dc:creator>
		<pubDate>Wed, 28 Mar 2007 13:12:40 +0000</pubDate>
		<guid isPermaLink="false">http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/#comment-115831</guid>
		<description>[...] reminded of a&#160;post from JP, a CTO, and author of Confused of Calcutta. I&#8217;d like to quote bits of it here, [...]</description>
		<content:encoded><![CDATA[<p>[...] reminded of a&nbsp;post from JP, a CTO, and author of Confused of Calcutta. I&#8217;d like to quote bits of it here, [...]</p>
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		<title>By: Asymmetric Design &#187; Blog Archive &#187; Enterprise IT</title>
		<link>http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/comment-page-1/#comment-21274</link>
		<dc:creator>Asymmetric Design &#187; Blog Archive &#187; Enterprise IT</dc:creator>
		<pubDate>Fri, 10 Nov 2006 12:35:43 +0000</pubDate>
		<guid isPermaLink="false">http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/#comment-21274</guid>
		<description>[...] In his Confused Of Calcutta Â» Blog Archive Â» Confused of Calcutta blog, JP Rangaswami (now CIO of BT&#8217;s Services Division) picks up a definition of Enterprise Architecture from Andrew McAfee: ï¿½IT that specifies business processesï¿½. [...]</description>
		<content:encoded><![CDATA[<p>[...] In his Confused Of Calcutta Â» Blog Archive Â» Confused of Calcutta blog, JP Rangaswami (now CIO of BT&#8217;s Services Division) picks up a definition of Enterprise Architecture from Andrew McAfee: ï¿½IT that specifies business processesï¿½. [...]</p>
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		<title>By: Michael Gannotti</title>
		<link>http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/comment-page-1/#comment-17760</link>
		<dc:creator>Michael Gannotti</dc:creator>
		<pubDate>Tue, 07 Nov 2006 02:51:56 +0000</pubDate>
		<guid isPermaLink="false">http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/#comment-17760</guid>
		<description>I was cruising Technorati and saw your blog.
Very nice
Michael
http://www.mikeysgblog.com</description>
		<content:encoded><![CDATA[<p>I was cruising Technorati and saw your blog.<br />
Very nice<br />
Michael<br />
<a href="http://www.mikeysgblog.com" rel="nofollow">http://www.mikeysgblog.com</a></p>
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		<title>By: Stephen Smoliar</title>
		<link>http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/comment-page-1/#comment-17691</link>
		<dc:creator>Stephen Smoliar</dc:creator>
		<pubDate>Tue, 07 Nov 2006 00:47:50 +0000</pubDate>
		<guid isPermaLink="false">http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/#comment-17691</guid>
		<description>One possible answer to the question as Oz Designs articulated it:  The bigger the company, the greater the need for business process technology to coordinate the enormous scale of operations;  the greater the reliance on business process technology, the stronger the bias towards the objective;  the stronger the bias towards the objective, the greater the neglect of the subjective, i.e. the &quot;human factor&quot; of ALL stakeholders.</description>
		<content:encoded><![CDATA[<p>One possible answer to the question as Oz Designs articulated it:  The bigger the company, the greater the need for business process technology to coordinate the enormous scale of operations;  the greater the reliance on business process technology, the stronger the bias towards the objective;  the stronger the bias towards the objective, the greater the neglect of the subjective, i.e. the &#8220;human factor&#8221; of ALL stakeholders.</p>
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		<title>By: Stephen Smoliar</title>
		<link>http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/comment-page-1/#comment-17602</link>
		<dc:creator>Stephen Smoliar</dc:creator>
		<pubDate>Mon, 06 Nov 2006 22:05:31 +0000</pubDate>
		<guid isPermaLink="false">http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/#comment-17602</guid>
		<description>The issue that JP raises hear makes for an interesting follow-up to my promotion of Kenneth Burke in his entry on film-making and software development:

http://confusedofcalcutta.com/2006/11/05/on-filmmaking-and-software-development-part-2/#comment-17541

Another take on the distinction between dramatism and scientism is the distinction between LEXIS and PRAXIS.  This may be trivially reduced to the distinction between &quot;word&quot; and &quot;deed;&quot;  but I prefer to think of it as a distinction between the noun-based and the verb-based (which lines up nicely with Burke&#039;s concern for grammatical issues).  As John Seely Brown has pointed out, a business process is an ABSTRACTION of work practices;  and the heart of the abstraction is a REDUCTION OF VERBS TO NOUNS.  Enterprise software has perpetuated (aggravated) this abstraction with representations based entirely on OBJECTS and ATTRIBUTES;  and to call this an impoverished representation of motivated actions (which is where praxis is recognized) involves a degree of politeness and generosity that I fear I lack.

Last week I was reading (for the second time) the Preface that Newton Gaver wrote for SPEECH AND PHENOMENA, a collection of Derrida essays translated into English.  I liked the way Gaver talked about the transition that took Wittgenstein from his early (TRACTATUS) work to his later (PHILOSOPHICAL INVESTIGATIONS) period.  He described Wittgenstein as turning &quot;from making demands to making observations.&quot;  Do any of us NOT know some prominent IT authority who built a career around making demands and never acknowledged the value of making observations?  Put another way (but to again resort to litotes) one would have to be blind to ignore the role of motivated action if one commits oneself seriously to making observations.  Meanwhile, I invite anyone interested in honoring praxis as much as lexis to check out my entry at:

http://blog.360.yahoo.com/blog-Mff23hgidqmHGqbcv.lfskakEtS6qLVHUEMFUG4-?cq=1&amp;p=35</description>
		<content:encoded><![CDATA[<p>The issue that JP raises hear makes for an interesting follow-up to my promotion of Kenneth Burke in his entry on film-making and software development:</p>
<p><a href="http://confusedofcalcutta.com/2006/11/05/on-filmmaking-and-software-development-part-2/#comment-17541" rel="nofollow">http://confusedofcalcutta.com/2006/11/05/on-filmmaking-and-software-development-part-2/#comment-17541</a></p>
<p>Another take on the distinction between dramatism and scientism is the distinction between LEXIS and PRAXIS.  This may be trivially reduced to the distinction between &#8220;word&#8221; and &#8220;deed;&#8221;  but I prefer to think of it as a distinction between the noun-based and the verb-based (which lines up nicely with Burke&#8217;s concern for grammatical issues).  As John Seely Brown has pointed out, a business process is an ABSTRACTION of work practices;  and the heart of the abstraction is a REDUCTION OF VERBS TO NOUNS.  Enterprise software has perpetuated (aggravated) this abstraction with representations based entirely on OBJECTS and ATTRIBUTES;  and to call this an impoverished representation of motivated actions (which is where praxis is recognized) involves a degree of politeness and generosity that I fear I lack.</p>
<p>Last week I was reading (for the second time) the Preface that Newton Gaver wrote for SPEECH AND PHENOMENA, a collection of Derrida essays translated into English.  I liked the way Gaver talked about the transition that took Wittgenstein from his early (TRACTATUS) work to his later (PHILOSOPHICAL INVESTIGATIONS) period.  He described Wittgenstein as turning &#8220;from making demands to making observations.&#8221;  Do any of us NOT know some prominent IT authority who built a career around making demands and never acknowledged the value of making observations?  Put another way (but to again resort to litotes) one would have to be blind to ignore the role of motivated action if one commits oneself seriously to making observations.  Meanwhile, I invite anyone interested in honoring praxis as much as lexis to check out my entry at:</p>
<p><a href="http://blog.360.yahoo.com/blog-Mff23hgidqmHGqbcv.lfskakEtS6qLVHUEMFUG4-?cq=1&amp;p=35" rel="nofollow">http://blog.360.yahoo.com/blog-Mff23hgidqmHGqbcv.lfskakEtS6qLVHUEMFUG4-?cq=1&amp;p=35</a></p>
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		<title>By: Oz Designs</title>
		<link>http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/comment-page-1/#comment-17593</link>
		<dc:creator>Oz Designs</dc:creator>
		<pubDate>Mon, 06 Nov 2006 21:48:32 +0000</pubDate>
		<guid isPermaLink="false">http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/#comment-17593</guid>
		<description>Always good reading.

Yes, why is it, the bigger the company with the most money cannot perform as well service wise.</description>
		<content:encoded><![CDATA[<p>Always good reading.</p>
<p>Yes, why is it, the bigger the company with the most money cannot perform as well service wise.</p>
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		<title>By: David Tebbutt</title>
		<link>http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/comment-page-1/#comment-17281</link>
		<dc:creator>David Tebbutt</dc:creator>
		<pubDate>Mon, 06 Nov 2006 08:41:17 +0000</pubDate>
		<guid isPermaLink="false">http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/#comment-17281</guid>
		<description>To set the context correctly, Andrew McAfee was talking about the sort of big systems that are bought from outside and plonked on an organisation. The organisation has to adapt. No choice, apart from not buying in the first place. 

Here&#039;s an extract from his article: &quot;Applications that define entire business processes, such as CRM and SCMâ€”as well as technologies, such as electronic data interchange, that automate communications between companiesâ€”fall into this category.&quot;</description>
		<content:encoded><![CDATA[<p>To set the context correctly, Andrew McAfee was talking about the sort of big systems that are bought from outside and plonked on an organisation. The organisation has to adapt. No choice, apart from not buying in the first place. </p>
<p>Here&#8217;s an extract from his article: &#8220;Applications that define entire business processes, such as CRM and SCMâ€”as well as technologies, such as electronic data interchange, that automate communications between companiesâ€”fall into this category.&#8221;</p>
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		<title>By: Mastering the Three Worlds of Information Technology (McAfee) &#171; Bankwatch</title>
		<link>http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/comment-page-1/#comment-17009</link>
		<dc:creator>Mastering the Three Worlds of Information Technology (McAfee) &#171; Bankwatch</dc:creator>
		<pubDate>Sun, 05 Nov 2006 21:42:47 +0000</pubDate>
		<guid isPermaLink="false">http://confusedofcalcutta.com/2006/11/05/varieties-of-work-changing-it/#comment-17009</guid>
		<description>[...] Thanks to Confused for this&#160;article from the always readable Andrew McAfee.&#160;He summarises the problem I and many in positions who work closely with technology groups, fully understand. (emphasis added) Adding to executives&#8217; &#160;diffidence, corporate IT projects have often delivered underwhelming results or been outright failures. Catastrophes - such as the one at American pharmaceutical distributor FoxMeyer Drug, which went into Chapter 11 and was sold in 1997 when a $100 million IT project failed - may be less frequent today than in the past, but frustration, delay, and disappointment are all too common. In 2005, when IT consultancy CSC and the Financial Executives Research Foundation conducted a survey of 782 American executives responsible for IT, 50% of the respondents admitted that - aligning business and IT strategy -&#160;was a major problem. The researchers found that 51% of large-scale IT efforts finished later than expected and ran over budget. [...]</description>
		<content:encoded><![CDATA[<p>[...] Thanks to Confused for this&nbsp;article from the always readable Andrew McAfee.&nbsp;He summarises the problem I and many in positions who work closely with technology groups, fully understand. (emphasis added) Adding to executives&#8217; &nbsp;diffidence, corporate IT projects have often delivered underwhelming results or been outright failures. Catastrophes &#8211; such as the one at American pharmaceutical distributor FoxMeyer Drug, which went into Chapter 11 and was sold in 1997 when a $100 million IT project failed &#8211; may be less frequent today than in the past, but frustration, delay, and disappointment are all too common. In 2005, when IT consultancy CSC and the Financial Executives Research Foundation conducted a survey of 782 American executives responsible for IT, 50% of the respondents admitted that &#8211; aligning business and IT strategy -&nbsp;was a major problem. The researchers found that 51% of large-scale IT efforts finished later than expected and ran over budget. [...]</p>
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