On Tue, 15 Aug 1995 BoNewman@aol.com wrote:
> SOME SNIPPING DONE HERE
> We Would appreciate any comments. Thank you.
> ------------------------------
> Abstract:
>
> Effective implementation of virtual organization and agile manufacturing
> will require us to rethink not only the structures and processes of
> enterprises, but the very foundational concepts of our views of wealth.
> Traditional western economic theories view capital, labor and land as the
> fundamental ingredients of wealth creation. While these elements may be
> necessary components of wealth creation, the definition is shortsighted.
> Capital, labor and resources, including land and even much-touted
> information resources, are merely tools for the exploitation of knowledge.
> Real wealth lies in the potential of the human mind, and its realization
> depends on our ability to direct and manage human knowledge toward
> pre-determined, useful purposes.
There is a lot of value in this abstract.
It reminded me of a time when I had to look at the Standard Industrial
Classifications used by the government and others to define what industry
is. It was quite startling at the time (around 1970, I think) to see that
semiconductors had not made the list. So it's not only human knowledge
but small, fast-growing things that also don't get into the net of
data-takers, whose methods are attuned to the past, and who may have a
hard time getting away from data-taking.
I have coined the term "MODEL MANAGEMENT" to refer to an idea of
directing and managing human knowledge toward pre-determined, useful
purposes.
This definition is not very adequate without more words, especially
relating to power structures, etc., but anyway here are some components of
model management as we see it now:
o Apply Interactive Management in group settings to establish structural
models
o Construct the structural models on large, visible wall displays where they
can serve as an "organizational planetarium" (following H. Lasswell's
concept), and where anyone who views them (along with such taped or
written supplements) can both be a learner and a creator of proposals
for modification for purposes of updating
o Once the structural models have been adequately stabilized, then and only
then, begin to quantify them in the light of the underlying logic
o When the quantification results are in, they also become part of the
organizational planetarium, where they suffer the same scrutiny
as did the structural models
o If, as will sometimes be necessary, the quantitative models have to be
supplied as submodels from different parts of the organization,
they are subjected to analysis by means of George Friedman's
constraint theory, to see if the models are consistent and what
is computable, in order to make possible informed decision-making
to replace brute force methods
All of the foregoing is under one organizational executive whose functions
are (1) to keep up to date on methodology and relevant underlying
science, (2) to assure that the processes applied in the organization
are the most proven methods available for the classes of issues being
considered and (3) to manage the availability of up-to-date materials
in readily visual and interpretable forms in the planetarium, and
(4) to revisit everything periodically for purposes of quality
control.
Note that the executive's role is not to make any decisions on the
organization's substantive stuff--his role is process and learning
oriented, rather than content-oriented.
-- JOHN WARFIELD Jwarfiel@gmu.edu