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RE: RE: Things are not what they seem

• From: "Bullard, Claude L (Len)" <clbullar@i...>
• To: "Simon St.Laurent" <simonstl@s...>, xml-dev@l...
• Date: Fri, 21 Sep 2001 15:05:28 -0500

To add a little more, see

Daft, R.L., & Lengel, (1984).  Information richness: A new approach to
managerial behavior and organization design. Research in organizationl
behavior, 6, 191-233.

Two coupled forces in organizations affecting decision making 

o uncertainty - absence of information (similar notion to addressing
entropy, or identification)

o equivocality  - ambiguity, equal choices, a yes or no question is not
possible, 
  decision making process is uncertain about what questions to ask.  

Note the earlier discussion about the applications of inferencing engines to

assist decision making (why use RDF over Schema).  It is important to
discover 
where in the organization these should be applied.  

In another email, I mentioned the difference between 
reporting systems and analysis systems, that while these are complementary, 
decentralization is an issue.  In simpler terms, you have to know who 
gets the feedback and can they act on it.  If the issue is, things are 
not what they seem, then one might want to know why but only after 
one knows what they are.  Time to select:  uncertainty oscillation 
in the face of equivocality.  The principle of authority concerns where 
the system selects the choices to be presented.

Len 
http://www.mp3.com/LenBullard

Ekam sat.h, Vipraah bahudhaa vadanti.
Daamyata. Datta. Dayadhvam.h

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