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RE: [xml-dev] RE: Things are not what they seem
- From: "Bullard, Claude L (Len)" <firstname.lastname@example.org>
- To: "Simon St.Laurent" <email@example.com>, firstname.lastname@example.org
- 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
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
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.
Ekam sat.h, Vipraah bahudhaa vadanti.
Daamyata. Datta. Dayadhvam.h