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/