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If it is true that bettering an [[algorithm]] is impossible then it stands to reason: [[meatware]] is expensive and inconstant: the largest risk to the organisation is [[human error]], thus the strategic direction of an organisation’s development is to eliminate where possible the need for human intervention. Where that is not possible, human activity should be constrained by rigid guidelines and policies to reduce the probability of mishap, and monitored and audited to record and correct those errors that do happen top prevent them happening again. To the modernist, malfunction and [[human error]] are overarching business risks. | If it is true that bettering an [[algorithm]] is impossible then it stands to reason: [[meatware]] is expensive and inconstant: the largest risk to the organisation is [[human error]], thus the strategic direction of an organisation’s development is to eliminate where possible the need for human intervention. Where that is not possible, human activity should be constrained by rigid guidelines and policies to reduce the probability of mishap, and monitored and audited to record and correct those errors that do happen top prevent them happening again. To the modernist, malfunction and [[human error]] are overarching business risks. | ||
This worldview is one that appeals to many people in business management. | This worldview is one that appeals to many people in business management. Others might find it it rather desolate. But desolation is no argument against it if it is correct. | ||
===[[Pragmatism]]=== | ===[[Pragmatism]]=== | ||
{{dawkins differential equations quote}} | {{dawkins differential equations quote}} | ||
When you get too close to your material, sometimes you can’t see an absurdity even if it pinches you on the nose. Not only does a person catching a cricket ball not solve differential equations, or anything like it (let alone functionally equivalent), but she ''can’t''. She would need the inputs for every differential equation in play. Just to determine a trajectory is: ''Y = H + X * tan(α) - G * X² / 2 * V₀² * cos²(α)''. | |||
Bear in mind you don’t ''know'' the velocity, angle, vector, or starting coordinates of the projectile, all of which you would need just to perform that differential equation | |||
Bottom-up models are, for want of a better world, “[[Pragmatism|pragmatic]]”. They see the organisation as a constantly changing organism operating with incomplete, ambiguous information in an environment that is also constantly in flux. To survive, firms must respond dynamically and imaginatively to unpredictable, non-linear interactions in the environment which is constantly shape-shifting into new configurations in unexpected, and unexpectable, ways. For a pragmatist, practical control must be exercised at the points where the organisation interacts with its environment. A firm should have talented, empowered, well-equipped people — [[subject matter expert]]s — to handle those interactions. Those in the central management function have a holistic view of the environment and can provide aspiration and tools to the [[subject matter expert]]s, but real decision making is done by those experts at the edges, not the the [[management function in the middle]]. | Bottom-up models are, for want of a better world, “[[Pragmatism|pragmatic]]”. They see the organisation as a constantly changing organism operating with incomplete, ambiguous information in an environment that is also constantly in flux. To survive, firms must respond dynamically and imaginatively to unpredictable, non-linear interactions in the environment which is constantly shape-shifting into new configurations in unexpected, and unexpectable, ways. For a pragmatist, practical control must be exercised at the points where the organisation interacts with its environment. A firm should have talented, empowered, well-equipped people — [[subject matter expert]]s — to handle those interactions. Those in the central management function have a holistic view of the environment and can provide aspiration and tools to the [[subject matter expert]]s, but real decision making is done by those experts at the edges, not the the [[management function in the middle]]. | ||