From: John Conover <john@email.johncon.com>
Subject: Organization
Date: Sun, 8 May 1994 23:26:35 -0700 (PDT)
Excerpts from recollections about experiments in the electronic
mediated group dynamics of intellectual teamwork.
1) Concerns:
1.1) concerns about mounting evidence that the electronics
markets were assuming properties/behaviors of a
NLDS. (Chaotic/fractal.) (Power law, exponential divergence.)
1.1.1) Implications:
1.1.1.1) Not clear what the "prediction
horizon" means to strategic marketing and
planning.
1.1.1.2) Application of Markovian
process/statistics to team performance metrics
and market analysis may be inappropriate.
1.1.1.3) Require very dynamic response to
changing market environment that does not
close options, etc., and respond to market
dynamics in a quick fashion. The decision
making must be largely in the team itself.
1.1.2) Possible Solutions:
1.1.2.1) Use semi-autonomous, cross
functional, "self-directed" team concept to
attempt to integrate the market, management,
and intellectual team into a single
environment. Would require electronic
mediation to accommodate the large volumes of
information and communications in a timely
fashion. Would require electronic querying to
collate and distribute the information.
1.1.2.2) Require an "intellectual SWAT team
concept." (Compatible with "Kiasan" process.)
Improvisation is an important issue.
1.1.2.3) He who does the most the quickest
with the least, wins. (Optimal game strategy.)
Linear programming should be applied to this
issue.
1.2) Concerns about the game theoretic issues of the
intransitive nature of determination of priorities within the
team. Insincere voting in the determination of priorities is a
related issue.
1.2.1) Implications:
1.2.1.1) If the team was to be
"self-directed," it is not clear the means by
which resolution of priorities could be
established. This is the traditional domain of
the levels of upper management, (usually
called conflict resolution-which is related to
the prisoner's paradox.)
1.2.2) Solution:
1.2.2.1) Coalition seems to fix (Re: works by
Stephanie Forest)
1.2.2.2) Build "electronic coalition machine."
1.2.2.3) Possibly, use NASA's "Group advice,
One Man Decisions" as a means of determination
of priorities.
2) Implementation: (provides audit trail to counter insincere voting.)
3) Later additions:
3.1) RCS as documentation control, but not clear whether ISO
9K accepts.
3.2) Gnats for sales tracking/program management tracking
issues-possibly use the "trouble" program.
4) Retrospect:
4.1) Should have done electronic "Robert's Rules" to formalize
use of qt.
4.2) Routing of email (for approvals) in ISO 9K.
4.3) Structured query (eg., use \subject{...} of TeX.
4.4) Construct a file on demand.
4.5) Allows micro-management.
4.6) Add forms to mail, (like ATT Forms) so that mail could be
used as a general interface to content databases.
4.7) Qt should have been programmed as a perl script to allow
common middle ware to context and content
databases. (ctreeperl, btreeperl, etc.)
4.8 It would probably be of some value to apply information
theoretic issues to the above.
--
John Conover, john@email.johncon.com, http://www.johncon.com/