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Revelatory Attributes of Neuronal Group Architecture for Strategic Knowledge Management Harold E. Klein Dept. of

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Revelatory Attributes of Neuronal Group Architecture for Strategic Knowledge Management Harold E. Klein Dept. of

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    2. Presentation Contents My focus – Strategic Thinking: The Situation An example of The Situation The Cognitive Problem Triggering a response in the brain How the brain handles complexity From a neurocognitive perspective… Key ideas that can enhance strategic thinking Biological network architectures, various Optimal architecture for information organization Normative Cognitive Maps – protocol and application, and NCM kinship with neuronal group architecture

    3. My abiding interest: Strategic thinking The Situation – highly unstructured Multiple possible decisions or activities (possibly interdependent) Multiple factors, events, conditions (possibly causally or casually, directly or indirectly) affecting decisions/activities All, in a state of flux, over long time horizons COMPLEX SITUATION – BUT MOST OFTEN ACTUALLY TREATED AS COMPLICATED. COMPLEX, BUT MOST OFTEN TREATED AS COMPLICATEDCOMPLEX SITUATION – BUT MOST OFTEN ACTUALLY TREATED AS COMPLICATED. COMPLEX, BUT MOST OFTEN TREATED AS COMPLICATED

    4. My abiding interest: Strategic thinking The Situation – highly unstructured Multiple possible decisions or activities (possibly interdependent) Multiple factors, events, conditions (possibly causally or casually, directly or indirectly) affecting decisions/activities All, in a state of flux, over long time horizons A really, really complex system!!! COMPLEX SITUATION – BUT MOST OFTEN ACTUALLY TREATED AS COMPLICATED. COMPLEX, BUT MOST OFTEN TREATED AS COMPLICATEDCOMPLEX SITUATION – BUT MOST OFTEN ACTUALLY TREATED AS COMPLICATED. COMPLEX, BUT MOST OFTEN TREATED AS COMPLICATED

    9. Strategic thinking The Cognitive Problem -- How do you get people to do it – when no one really knows how to do it -- or how it takes place (that is, in the mind of the decision maker) -- or what it is that triggers/stimulates a creative response “The goal of a strategic planning process should not be to make strategy but to build prepared minds that are capable of making sound strategic decisions.” (Sloan Management Review, Winter 2003)

    10. Minds “prepared” with what?

    11. Need to leap frog cognitive constraints -- so that “one can see the light”

    12. To trigger/stimulate/create a strategic response

    13. To trigger/stimulate/create a strategic response

    14. To trigger/stimulate/create a strategic response

    17. Regional offices – mainly economic & political matters. Overlay regions with transnational function. Must have hundreds of coordinating unitsRegional offices – mainly economic & political matters. Overlay regions with transnational function. Must have hundreds of coordinating units

    22. Memory – the core of all thinking Data storage in the brain is clustered, based on some “commonality.” There are different ways to trigger memoryThere are different ways to trigger memory

    29. Typical artificial neural network

    30. Neuronal-type architecture -- not limited to the brain

    34. Brain activity pattern or “map”

    35. Brain activity pattern or “map”

    36. Clustering & Analysis of Protein Interactive Networks

    39. An optimal architecture of knowledge management?

    40. The result when displayed visually: An architecture that is remarkably similar to that of Edelman I call this “Normative Cognitive Maps”

    44. FPL APPLICATION - MOST EXTENSIVE TO DATE (EPRI-SPONSORED) FPL selected for NCM demonstration project because of company’s bellwether status as leading edge corporation in utility industry management style, and in the midst of reinventing itself

    51. Mention specification for network organizationMention specification for network organization

    56. Unidirectionality – afferent. Is there such a thing as optimality? No.Unidirectionality – afferent. Is there such a thing as optimality? No.

    59. WHAT NCM PROVIDES ANSWERS TO KEY QUESTIONS ASKED OF PLANNERS: What strategic decisions need to be coordinated; how do we organize to do so What is the sequence or order in which decisions need to be addressed Where can we intervene most effectively to shape our environment

    60. In addition, NCM… Provides a comprehensive tool for monitoring environmental change Produces sequence of event (or “path”) forecast scenarios with direct relevance for SDIs

    61. Evolution of a neuron

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