Multiple Heads Acting as One Make a Thinking Enterprise

Dr. Donald V StewardEmeritus Professor - Sacramento State University

Managing Director - Problematics LLCSteward@Problematics.Com

Abstract 2. The Reductionist Approach

In the 21t century, enterprises must be able to think as The age old reductionist approach of breaking aa whole body to solve problems where multiple heads problem into smaller problems until the smallest problemsthink as though they were one. could be solved assumed that the structure of any problem

Problems have their own structures that establish the took the tree shape reflected in this breakdown. It was theninformation flow that must occur before the problem can natural for the organization of the body solving thebe solved Organizations also have their own structures problem to also take the same tree structure. Thus was bornthat establish the information flows that occur most and ever lives the hierarchy.naturally within the organization. But the problem When the solution of a problem is the design ofstructure and the structure of the organization solving it something physical, that physical thing usually has anmay not correspond, requiring some information groping assembly/breakdown structure that is also tree-like. Thisbeyond the organization's natural informationflow. firther reinforces our thinking in trees. We were also

The principal method used in the past for solving inclined to measure progress in physical terms such as theproblems has been reductionism, i.e. reducing the physical items or physical documents produced.problem into smaller problems until these smaller But thinking is not physical. It is abstract. How do weproblems can be understood and solved. This has led to see the problem solving process and measure its progress?the hierarchical organizational structure where theassumed structure ofthe problemforms a tree. But many 3. The Non-Reductionist Approachoftoday's complex problems do not have tree structures.A non-reductionist approach to problem solving is Many years ago I developed a non-reductionistrequired. approach to solving problems [2]. This approach reveals

the structure ofproblems and the information flow required1. Modern Enterprises Must Put Multiple to solve them. So now it is possible to make theHeads Together to Think as a Whole information flow in the organization solving the problem

correspond to the structure of the problem it is solving,In modern enterprises people must work together to even though it may not be a tree.

solve problems. This problem solving process involves This approach was initially used in engineering.internal communications that go on within each brain [1] However, it is also applicable to a much broader domain ofand exteral communications that go on between brains problems. It's a way of thinking. But it may not yet be[2]. In the past problems were generally solved by a widely known to the cognitive informatics community;reductionist approach that assumed that large problems t Pcould be broken down into smaller problems. Thisbreakdown structure took the form of a tree. This has led 4. Internal and External Thinkingto the familiar hierarchical organization. But now it hasbecome clear that the information flows required to solve It is useful to distinguish between 'internal thinking'many of today's complex problems don't have a simple that goes on between the ears of a single person, andtree structure. external thinking, that goes on between people. Internally

So we must consider a non-reductionist approach to the information flow is defined by how the brain works,problem solving where the extemal communications which is not subject to the control of the thinker [1]. Butinvolve information flows that don't take a tree structure. when multiple heads are put together to solve a problem,

the external structure of information flows can be madeexplicit and can be controlled by the external organization.

Proc. 6th IEEE Int. Conf. on Cognitive Informatics (ICCI'07)D. Zhang, Y. Wang, and W. Kinsner (Eds.)1-4244-1327-3/07/$25.OO ©)2007 IEEE

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It would be better if we understood the inherent of the organization, but eventually it has to work its waystructure in the problem and used that structure to around until it finds its way through the structure of thecoordinate the solution of the problem. This approach problem. This process can be very inefficient if one doesturns out to be non-reductionist. not know beforehand the information flow that is inherent

to the problem. So it behooves us to expose that inherent5. The Eternal Hierarchy information flow. This structure is also important to

defining the interfaces between people.The hierarchy assumed that problem solving began

with one head that had a broad perspective of the 8. Finding the Structure of a Problemproblem to be solved and could coordinate underlingswho then solved it. Now it appears that the problems This approach to finding the structure of the problembusinesses must solve are too complex to be coordinated involves making a spreadsheet in which the rows and theirin one head. The effectiveness of thinking and thus the corresponding columns are labeled by the informationeffectiveness of problem solving rely on how well items that must be resolved before the problem can beproblems can be solved through the integration of solved. For each row item, a mark is placed in that row inmultiple minds that collectively know more than any one the columns for those other information items the row itemmind can. Not all problems divide in a neat way so that depends on. By manipulating this spreadsheet, i.e. matrix,they can easily be distributed to multiple minds to do the one can analyze the flow of information that must occur inthinking. This article is to answer the question: How the course of solving the problem.should those minds coordinate themselves to solve their The natural thing is to try to rearrange the rows andproblem most effectively? their corresponding columns so that all the marks lie below

Mary Parker Follett [4] expressed her dissatisfaction the diagonal. This would imply that each item is resolvedwith the situation in her time when she said: "The only after all the other items it depends on have alreadyramifications of modern industry are too widespread, its been resolved. If such an arrangement can be made, itorganization too complex, its problems too intricate for it would justify the idea of approaching the problem withto be possible for industry to be managed by commands hierarchical organizations. However, for most problems itfrom the top alone." She was very prescient when she is not possible to produce such an order. There are loopsmade that observation in the 1920's. It should now be where items depend on other items that can only beevident to most anyone in the 21st century. She said resolved after the current items have first been resolved.people should be guided by their visibility of the Loops are dealt with by making assumptions that breaksituation. What she had in mind at that time must have the them. If one has a simple loop, one can break the loopbeen visibility of the physical situation. But today what by making an assumption for any item in the loop.we need is visibility of the more abstract problemsolving situation. 9. Loops and Assumptions

6. Applied to Business The rows and their corresponding columns in thespreadsheet can be arranged so that all the loops are

As an example of how this new thinking may be confined to square blocks on the diagonal. Then the rowsapplied to business, one can take the perspective that the and their columns within each of these blocks can bebusiness of business is problem solving. The business further arranged so that all the assumptions and only theprovides products and services that customers use to assumptions are represented by marks above the diagonal.solve their problems. In return, the customers remunerate The row tells where the assumption will be used to resolvethe business so it can pay its employees and other the row item. Its column will tell what is to be assumedbusinesses to solve its problems. But once business is and show where it can be resolved later.looked at from the perspective ofproblem solving, it can Assumptions bring risks. They can be wrong, requiringbe seen that this non-reductionist method is appropriate that new assumptions be made and the circuit traversedto business as well as other problems. again, which increases the time and costs required for the

problem to be solved. If we make assumptions without7. Every Problem Has Its Own Structure being aware of what they are, we can be flying somewhat

blind.Every problem has a structure, i.e. an information Progress in solving problems should be measured by

flow that must occur before it can be solved. Often the the assumptions that have been resolved rather than theinformation flow required to solve the problem conflicts effort that has been expended to resolve them. Thewith the structure of the organization attempting to solve assumptions not yet resolved provide a measure of howit. The information may begin by following the structure much risk still remains.

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10. Everyone has Visibility of theI 111Items 12 34 56 7 890 12 34 5

Information Situation 4! Projected New Technologies __________6! Corporste Knowledge Base X8! Corporate Facilities X10! Corporate Financial Resources X

Once such a spreadsheet has been so organized, every 12! Projected Trends In Customer Needs 0 Xhead working on the problem can see the situation 9! Product Concept 0 0 0 0 X 0 5

11! ProductDesign 0 0 ox 5 5 5 5 5 5 5 5regarding the state of solving the problem. They can see 13! Needed Supplier RelationsX

what iformatonis vailabe, or hen its Uelyto be 14! Needed Manufacturing Facilities 0 0 0 X

tbe 15! Product Evaluation - Performance 0 X

available, or what may be holding it up. They know who 16! Product Evaluation -Costs 0 0 Xdepends on their informafion. If the problem or the 3! Time To Market - Projected Schedule 0 0 0 0 0 0 X

7! Market Projection For This Concept 0 0 0approach to its solution changes, everyone can see how 2! Product Price L2.0

5! Need Cash Flow 0 0 0 0 o oxtheir work is changed. 1! Projections of Profits ____000 0

Figure 1 b: Matrix Reordered to Show the11. Examples Problem Structure

Figures la and lb show the application of this Loops are constrained to be within the blocks on thetechnique to a business problem involved with designing diagonal, with smaller blocks within larger blocks.and introducing a new product. Figures 2a and 2b apply Assumptions and feedbacks are shown as marks within thethe technique to designing an antif-lock brake system. blocks above the diagonal. Note that the tight relationAnd figures 3a and 3b look at the problem of finding the between Product Price and Market Projection is shown in abest leverage points to resolve the vicious cycles that small block, as is the relation between Product Conceptcreate crime and violence, and Product Design. The non-zero marks are artifices used

to guide the process of finding the blocks.Items 1 23 4 567 89 0 123 4 561! Projections of Profits X 0 0 0 0 1 1 1 1 1 1 1 1 1 2 2 22 2 22 2 2

2! Product Price X 0 0 ifVhCorns leaiort234c79l 123567901234h

3! Time To Market - Projected Schedule X 0 0 0 0 0 0 21 Wheeledesign 24! Projected New Technologies X 31 Pedal force (required) X 5 C 5 55! Need Cash Flow 0 0 X 0 0 0 0 41 Lining materilI- rear X 5 0 5

6! Corporate Knowledge Base x SI Knucklde envelope -attach pts 56! Drumenvelope -attach pts C X7! Marktet Projection ForThis Concept 0 0 X 0 0 0 7 Pressure at rearwheelelakup C 2 C C

B! Corporate Facilities X 8! Brake torque vs. shidpointt C X C C9! Product Concept 0 0 0 0 x 0 0 91 Bearina enveope -attach pts C X

10! CorporateFinancialResources 151~~~~~~~~~~~~~~~IO Lining-rear vol and area C 2 C C10! CorporateFinancialResources x 1 11~~~~~~ii Rototrenvelope attch pts S11! Product Design e 0 0 0 0 0 0 0 X 0 0 0 0 0 121Wheelmaterial C S12! Projected Trends In Customer Needs 0 X 131 Rotormateflal X C 5 C

13! Needed Supplier Relations 0 0 x lul5plRohoreddameter -ercX14! Needed Manufacturing Facilities 0 0 0 X 161 Tire typelmateru C X15! Product Evaluation - Performance 0 X 171 Splash shield geemetry -front C CC 0 2 5

16! Product Evaluation - Costs 0 0 x 8e Beooster reactiun ratic 0 x 0

1g0 Temperature at compnoetes X 0

Figure Ila: Capture Matrix for Introducing a 21 otor witngehcienl Cx221 Pedal attach pts X 0New Product 231 Dash deflecticn C C X24! Pedal mechanical advantage 5 5 5 225! Linnlg material-frntt 5 5 0 CX261 Line pressure vs.hbrake torque C C X

The information items label the rows and their 271 Lining rontvol-swteptarea 0 oCxcorresponding columns. A zero mark in row i column ~j F8Jigfoundrecar:wCaeptucarieorBakxesgimplies item i depends on itemj. Pigrobem2 C pueM tixfrBaeD sg

The marks in the matrix capture the relations betweenthe information items that are needed to complete the brakedesign.

1 1 1 1 1 2 1 1 2 2 2 2 2 1 2 1 2 1 2 1 1 1 1 1 1 1 1 1 1 2Items 25156924 _570t18238333460 77 Items 491 337 0326720516 892! Wheel design X 4! Deterrence/quick arrest - punishment X5! Knuckle envelope - attach pts X 9! Police secunty X11/Rotor envelope -attach pts X 11/ TV-media violence X15S Rotor diameter X 13! Employment opportunities X6E Drum envelope - attach pts O1!Employent opprtuities X91 Bearing envelope - attach pts X 14 Abuse/iolence in family as child X12! Wheel material a x 17! Education/training X141 Splash shield geometry - rear O O x 5! Poor physical environment 0 X16! Tire type/material O x 101 Employment O 725/ Lining material -front O X 5 5 3! Low self respect 0 0 0 0 5 X 5 5 5 517/ Splash shield geometry -front O h a a X O O 2/ Occupabon of time 0 O X191 Temperature at components e x 0 6f Excessive use of alcoholidrugs X 020! Rotor cooling coeficient O a X a O 7/ Violence in current family 0 0 0 0 0 O X21/ Rotor width 0 X 0 12/ Low incomelhigh economic pressures O 0 X284 Airflow under cartvheel space O P eX8! Emproyability 0 0 X X

22/ Pedal aStach pts X0/Epoyblt

23/ Dash deftection O X 151 Perception of disadvantaged status 0 0 0 OX181 Booster reaction ratio O O X O 1/ Bad associates X3! Pedal force (required) O O O o x 161 Society-s ruae benefit others not me 0 0 X24! Pedal mechanical advantage O 18! Peer pressure to crime violence 0 Q X13! Rotor material a A n 19/ Possession/use of guns 0 0 0 OX4! Lining material - rear a O 0 X 20! Commission of crime - violence I0 0 0 0 0 0 0 0 0 o ox26/ Line pressure vs. brake torque a 0 X8/ Brake torque vs. skidpoint 0 0 5 oX Figure 3b: Matrix Reordered to Reveal10i Lining - rear vol and area a n 0 X27! Lining - front vot - swept area a a O X Problem Structure7/ Pressure at rear wheel lock up a O a O x11 Vehicle deceleration rate n 0

Figure 2b: Matrix Reordered to Show Marks above the diagonal show the keys to breaking theProblem Structure vicious cycles, i.e. the points of greatest leverage to reduce

crime and violence. These leverage points are Low SelfNote that given an assumption for the Lining Material Respect and Employment.

- Front, work on thermodynamic and kinematics designscan be done in parallel. 12. CONCLUSIONS

Items 123456Z0012 41 6700 In the 21st century there is an increased need to manage1/ Bad associates x _21 Occupation oftime X O O the solution of problems. But these problems often don't3/ Low self ispect arrestpuishment X 0 0 U O have the usual tree structure we have been used to in the4/ Deterrence/quick aTs-puihet X5! Poor physical environment X O past, or are trving to force upon problems in the present.60 Excessive use of alcoholJdrugs X 0 u71Violence in current family O ox o 0 0 Problem solving is abstract and does not lend itselfto the81 Employability Q Xn a9! Police security X usual methods of making the process visible. This paper101 Employment 0 0 X O p11t TV-nedia violence x has shown how to find the structure of problems and use12! Low incomne/high economic pressures O 0 p13! Employment opportunities x that structure to organize their solutions. This new14! Abuse/violence in family as child X15! Perception of disadvantaged status O O O O O x O approach is a departure from the familiar reductionism.16/ Society-s rule benefit others not me 0 0 X17/ Education/training X180 Peer pressure to crime - violence 0 0 X19! Possession/use of guns 0 0 0 0 X 13. IR EFE E'1 uNCES20/ Commission of cvme - violence 0 0 0 0 0 0 0 0 0 0 1 oxJ

Figure 3a: Capture Matrix for Solving I[1] D. S. Bassett & E. Builmore, "Small-World Brain Networks",Problem of Crime and Violence Neuroscientist, Vol. 12, No. 6, 512-523 (2006)

This matrix captures the relations between the [2] D. V. Steward, Systems Analysis and Management: Structure,information items involved in reducing crime and Strategy and Design, (Petrocelli Books, 1981).violence.

[3] D. J. Watts, Small Worlds: The Dynamics of Networksbetween Order and Randomness, Princeton University Press,1999

[4] P. Graham, ed., Mary Parker Follett: Prophet ofManagement: A celebration of her writings from the 1920's,Harvard Business School Press, 1995.

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