Showing posts with label problem solving. Show all posts
Showing posts with label problem solving. Show all posts

Does IT Matter? Information Technology and the Corrosion of Competitive Advantage Review

Does IT Matter Information Technology and the Corrosion of Competitive Advantage
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Does IT Matter Information Technology and the Corrosion of Competitive Advantage ReviewJust reading through the reviews already posted here shows how big a stir Carr's ideas have caused. Because of vested interests or emotional ties, some people have a deep fear of any criticism of IT, and it blinds them to the reality of the situation. In my humble opinion, as someone who's worked in the IT field for nearly two decades, I think Carr has it exactly right. It's best to treat the technology as a fairly boring necessity - be frugal, buy standardised components, don't believe the hype. The book is carefully argued, and it makes for quite compelling reading. Ignore it at your own risk.Does IT Matter Information Technology and the Corrosion of Competitive Advantage Overview

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Ethics for the Real World: Creating a Personal Code to Guide Decisions in Work and Life Review

Ethics for the Real World: Creating a Personal Code to Guide Decisions in Work and Life
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Ethics for the Real World: Creating a Personal Code to Guide Decisions in Work and Life ReviewThis is essentially a self-help book for clarifying ethical thought and improving ethical behavior. It's different from other such books in applying to ethics what the authors call "decision analysis," an approach to decision making the authors have previously applied in business and other practical fields. The focus is personal everyday ethics concerning things like white lies and cheating rather than "big" but less common issues like abortion and capital punishment. (If you're looking for a book to help with big issues like that, this isn't the book for you.)
The authors are experienced and well credentialed in business and higher education. The material is of the kind you might hear at a business workshop, not academic but pitched for astute readers, with particular attention to how the principles apply in business. At 154 pages plus some appendices, there's enough material for a series of workshops, though many of the basic ideas are repeated several times in somewhat different ways and contexts.
The basic plan of the book is to make us more aware of common ethical challenges and useful distinctions, to teach skills for dealing with them, and to apply the skills. There are step-by-step instructions for constructing a personal ethical code, examples of personal codes written by ordinary people, and suggestions for practical use.
A common problem with self-help books is that they overreach, often by trying to fit every person and problem into a simple solution or system. That's an issue here. The authors make some effort not to impose their view of ethics. They seek to help the reader discover and improve her own ethical views, in accord with her own "inner voice." But the system and advice they prescribe for doing this is still basically the same for all, and it's much better suited to some views than others. I'll explain more below.
Another limitation on the usefulness of the book is that, despite the emphasis on clear thinking, some of the basic ideas and supporting points don't seem clear or well reasoned.
It also seems to me that ease of decision making is sometimes favored over facing difficult ethical problems.
Here are some more details about the issues I mentioned, so you can better draw your own conclusions.
The ethical stance
The authors' preference is for something akin to Kantian morality (so-called after 18th-century philosopher Immanuel Kant). This includes what they call action-based ethics, according to which an act is right or wrong depending the nature of the act, not its expected consequences. That lends itself to a strict rules-based approach, which they also favor. Among their key tests for rules is a version of Kant's famous Categorical Imperative, simplified by the authors to "Would I want everyone to follow this rule?"
Most of us tend to mix (not always consistently) action-based thinking and consequence-based thinking. Some, such as utilitarians, believe only the consequences matter. The authors clearly disagree with consequence-based ethics, but they try to accommodate it, maybe because so many people's inner voices insist consequences matter. The authors frequently appeal to the consequences to imply the acts in examples are right or wrong (seemingly without noticing that this is a consequence-based approach). However, the difference in how action- and consequence-based ethics determine right and wrong is so fundamental that the authors sometimes can't give the same advice for both. Though book is written mainly with the authors' quasi-Kantian views in mind, occasionally some further or altogether different (and sometimes seemingly grudging) advice is given in regard to consequence-based ethics.
Unfortunately, the authors give a number of mistaken or confused arguments relating to consequence-based ethics, such as that it implies that self-interest can justify ethical compromise (108). They seem unaware of the ways a common type of consequence-based ethics called "rule utilitarianism" addresses many of their concerns. Their main objection to consequence-based ethics appears to be that it's messy and makes it easier to make excuses, but even if that's true (and some would dispute it) that wouldn't imply it's the wrong approach unless we assume the reality of ethics isn't messy. (More on that below.)
Some other ways of looking at ethics also get attention, in some way or other. Religion is treated as an important source for moral beliefs that can be sifted and refined by use of the tools in the book. Relationships are treated as one of the most important points of ethics.
There are other approaches to ethics that the authors don't consider so much. If you think of ethics mainly in terms of virtues, paradigms of good behavior, objective self-realization, or other less common views, you'll find little of that acknowledged.
Easy decisions vs messy reality?
This book seems to place a higher value on drawing clean, bright lines and being practical than on reflecting actual ethical complexity and difficulty. Maybe this is natural for authors who focus on efficient decision making. They object to consequence-based ethics in part because, as they see it, it doesn't lend itself to definite rules and can thus hinder their favored decision process.
They take a similar position in regard to deciding what counts as ethical. There is a distinction commonly made between what the authors call positive and negative ethics, or between "thou shalts" and "thou shalt nots." Negative requirements like "don't steal" are often easier to pin down and live by than positive ones like "help those in need." Because positive ethical rules can be so difficult to work with, the authors suggest we simply reclassify difficult ones as nonethical "concerns" or "aspirations," to get them out of the way, as it were.
For example, they write, "Instead of thinking we have a positive ethic to feed the hungry, we might think, 'I have a positive concern for feeding the hungry'. We reclassify an ethic as a concern and can then calibrate our charity to match our energy and resources--without jeopardizing our commitment to skillful ethical thinking." (40, cp 56, 79-80) As they see it, there is nothing unethical about failing to achieve concerns or aspirations. (Others, including Kant, have tried to distinguish strict duties from what might be called virtuous behavior, but such a division remains problematic and controversial, and doesn't imply that virtuous behavior isn't part of ethics.)
We get to choose which positive requirements are to be regarded as ethical. "These positive ethics can be thought of as a set of behaviors filling a periodic table of ethical elements. Our job is to decide which elements to call our own." (54)
For the authors this is ultimately a matter for our "inner voice" to determine. That opens yet another issue, which the authors don't discuss, about whether ethics should be treated as ultimately subjective in the sense that what you think is right is right for you. They define "ethics" in terms of what we *believe* is right or wrong (8), and sometimes write as though the point is to avoid future remorse from the inner voice rather than to achieve something more objective (e.g. 73). A subjective approach makes it easier to prune our ethics to a size we're comfortable with.
Now, it might not be a bad thing, practically speaking, to look for ways to make ethics easier. As the authors see it, "Committing to a code we can keep is far better than committing to one that stretches us too far, forcing us to break our own rules." (80) But the most difficult and messy ethical obligations may also be among the most important. The fact that they're hard to spell out or live by doesn't imply they aren't ethical or are less than central to our ethical lives. The book invites us in various ways to put them to the side, in favor of neater duties.
A couple other things
There are numerous other points where I thought the logic was less than clear. Here are a couple examples.
The authors limit (without argument) the ethical to what affects others, but they seem to decide arbitrarily what does affect others and what counts as ethical. They don't count environmental issues or historical preservation (8-9), both of which seem to me to affect others. Whether we should work less so we can be at home with the kids they consider merely a prudential matter (that is, a matter of self-interest) and not a matter of ethics "because we are trading off pluses and minuses, not separating right from wrong." (36) I was unable to see how weighing pluses and minuses implies a focus on self-interest rather than right and wrong. Much of their talk about prudence vs. ethics didn't make sense to me.
The examples used to illustrate points are of variable aptness. They often don't definitely exemplify the point but require the authors to speculate. In some cases the authors seem to abuse examples, as with Kurt Gerstein, an enigmatic figure in the history of resistance to the Nazi Holocaust whom the authors return to several times. They suppose things about his story that are unknown, and treat him as guilty of ethical mistakes without sufficient evidence or argument. I felt their treatment was careless and unfair. Guilt is merely assumed in some other cases too.
Worth trying?
All in all, despite the issues outlined above, this book may still be helpful to some. As a book about clear ethical thinking, I can't give it a passing grade. But even with the risk of some fuzzy thinking and potential wrong turns, it still might improve at least some aspects of your ethical life to try some of the methods the authors suggest. The book will be more appealing and less frustrating if you happen to share the basic moral views of the authors.Ethics for the Real World: Creating a Personal Code to Guide Decisions in Work and Life Overview

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Knowledge Management Review

Knowledge Management
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Knowledge Management ReviewThis book is an excellent primer for those who don't know anything about Knowledge Management and those who need a reference on the subject. It is insightful, well written and a very quick read. It is one of those little books of gold you trip over every once in a while. It is also compact and well suited for business travel.
Don't expect me to be selling this on Amazon any time soon...this book is a Keeper!Knowledge Management Overview

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Critical Thinking Review

Critical Thinking
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Critical Thinking ReviewWe are using this textbook for my critical thinking course. It does an excellent job of making informal logic interesting. Even when you are reading about things you already know, Moore and Parker make it a fun read by adding in plenty of real-life examples. The exercises for each chapter are tedious but straightforward and effective -- they require a lot of time to complete but I always have a better understanding of the material after completing them. I would recommend this book for any informal logic course.Critical Thinking Overview

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Discussion of the Method: Conducting the Engineer's Approach to Problem Solving (Engineering & Technology) Review

Discussion of the Method: Conducting the Engineer's Approach to Problem Solving (Engineering and Technology)
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Discussion of the Method: Conducting the Engineer's Approach to Problem Solving (Engineering & Technology) ReviewThis book came recommended to me by a professional engineer. As I started turning the pages during a first skim read, it struck me that Koen has brought together a huge amount of experience on engineering with a deep understanding of philosophy (to his credit, both Western and Eastern) plus a range subjects from classical literature, world religion and the vagarities of world languages and forged them into a brilliant synthesis of remarkable clarity and originality.
His central thesis is "All is heuristic" (All is rule of thumb). He has surrounded this argument with a phalynx of other heuristics (59 in total)that range from the practical (e.g., at some point in the project, freeze the design) to the metaphysical (e.g., sincerity of belief and the inability to disbelieve are poor justifications for claiming that a belief is true) to the paradoxical (e.g., if a concept produces paradoxes, unexplained complexities or unexpected departures from expected results, better consider it a heuristic)
In writing this book, Koen has both mastered and melded a number of seemingly imiscable disciplines - philosophy, linguistics, theology - with his own professional field of engineering (he is professor of Mechanical Engineering at University of Texas at Austin and a fellow of the American Nuclear Society). It is reminiscent of the way that Thomas Acquinas reconciled Christianity with Philosophy.
This is no mean feat, and Koen's book, unpretentiously entitled "a discussion", is an intellectual tour of the first order. Of course, his many references mean so much more if you are familiar with them. If you haven't, be sure to look them up - your life will be immeasurably enriched. In any event, Koen illuminates a path to greater understanding. His prose is very engaging and the book is well suited for general audiences. It is one of those books that begs to be read and re-read.
One can only wonder if Koen's book had been available earlier (it was published in 2003), would we have been faced with such disasters as Challenger and Columbia, as the Ford Explorer, Chevy Corvair, Ford Pinto, Bhopal, etc. A little more humility with the inherent uncertainties of engineering life might have made a positive difference. This book strives hard - and I believe succeeds - at doing just that. Bravo, Professor Koen for shedding new light on old problems. It comes as no surprise that Koen has won high awards for teaching excellence (W. Leighton Collins and Centennial Medallion) - both from the American Society of Engineering Education.Discussion of the Method: Conducting the Engineer's Approach to Problem Solving (Engineering & Technology) Overview

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Learning For Action: A Short Definitive Account of Soft Systems Methodology, and its use Practitioners, Teachers and Students Review

Learning For Action: A Short Definitive Account of Soft Systems Methodology, and its use Practitioners, Teachers and Students
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Learning For Action: A Short Definitive Account of Soft Systems Methodology, and its use Practitioners, Teachers and Students ReviewPeter Checkland is pushing 80 and this book may well be a valedictory statement on his life's work: soft systems methodology. For two reasons Checkland would like this to be a definitive account of the approach: first, because the authors are convinced that over the last decades the methodology has sufficiently matured to warrant full and definitive codification, and second, because something needs to stop the annoying profusion of faulty interpretations of SSM in the secondary literature. With this book, Checkland and Poulter are offering a bare bones, practical introduction to the methodology.
The book falls into two parts. The first one is conceptual and explains SSM in three passes (first a 5-page preamble for very busy people, then a skeleton version - about 20 pages long - followed by a more fleshed-out account). The second part is devoted to practical case studies, with one chapter focusing on management situations and another one on problematic situations in the field of information systems. Then there is a section on SSM "misunderstandings and craft skills". The final few pages once more sum up the basic principles behind the approach. Five short appendices contain optional material on the theory, concepts and history.
Soft systems methodology is an enormously useful contribution to the field of systemic problem solving. It combines conceptual rigour with an enormous flexibility in application to real-world problematical situations. In its zen-like purity, simplicity and modesty it is almost aesthetic. The subtlety of SSM is reflected by its vocabulary. In SSM we don't refer to "problems" but to "problematical situations"; we don't talk about "organisations" but about "human activity systems", not about "consensus" but about "accomodation". All these differences are vitally important in steering away from a hard systems approach that objectifies the process of enquiry and the problem under study.
So, SSM may be simple but it certainly isn't simplistic: applying SSM demands a very skilled and centered problem solver or facilitator. With the development of SSM, Checkland was one of the pioneers in creating problem-solving strategies that are more nimble, more adaptive, more local, and more socially robust than the heavy-handed, technical apparatus of erstwhile decision-making experts. Today this ethos of "learning for action" is taken further in the explosive development of action learning approaches worldwide.
I think this short, definitive account is a very welcome addition to the SSM literature and a good reference point for anyone - both beginners and more advanced professionals - wanting to learn more about the approach. However, I have one or two reservations about the book. In their discussion of craft skills, Checkland and Poulter focus on the application of the methodology. In my practical experience there is also a lot of craft skills involved in convincing potential clients to adopt the methodology. Indeed, "SSM" may not be the most helpful label to denote the approach. Many people instinctively shy away from the notion of "systems" - they think it has something to do with computers - or they assume that a "soft" methodology will hardly be capable of dealing with their "hard" problems. So some practical advice about how to build confidence in the approach with people that have not been initiated to it would be helpful.
Another skills issue which is overlooked in this book concerns working across the boundaries of a given organisation. Working with a dispersed set of actors brings its own challenges, such as lacking problem ownership and potentially much more outspoken tensions between interests and worldviews. I would love to have some practical advice on this aspect.
My second reservation concerns a conceptual point that lies at the heart of the methodology. SSM users create an organised process of enquiry and learning by making models of purposeful activity. Ironically, Checkland is very ideological about a non-ideological point, namely that these models should reflect a single, "pure" worldview, not some kind of consensus model everybody assumes to be a part of the real world. SSM-based activity models are conceptual devices to ask good questions about the real-world situation and nothing else. As these models only reflect one way of looking at reality and one is invariably working in the tectonic zone of non-overlapping (and potentially conflicting) worldviews, one usually doesn't stop with developing one single activity model: one builds several models, each of them grafted on a particular worldview. This underlines the relative nature of each of these constructs and expands the basis for asking relevant questions.
However, in practical situations it may not always be so easy or even desirable to go beyond a single model. For example, in dealing with complexity people are prone to premature cognitive lock-in: they cling to the first speck of structure they see emerging from the chaos and are unwilling to go beyond and reaffirm the multiplicity by developing several activity models side by side. As a practitioner you may well be facing a problem solving team that would rather embrace a quasi-consensus than to keep several activity models in suspension. So I sometimes wonder whether the accomodation can also happen at a another point. If, for whatever reason, there is no basis to go beyond a single activity model, is it then possible to build a kind of consensus model in which there is a specific module dedicated to dealing with the tensions between different worldviews? The multiplicity remains, but is absorbed by the model itself. Checkland doesn't entertain this option and I doubt that he has any sympathy for it. (It is, on the other hand, an approach that is defended by Brian Wilson, another very prominent practitioner of the methodology whose contribution to its development is nowhere acknowledged in Checkland's definitive account).
A final, but minor point, is the fact that none of the section headings in the book is numbered. This makes navigating this slim volume unnecessarily complicated.
Despite these few reservations there is no doubt that this book deserves five stars for "lifetime achievement". Thank you, Mr. Checkland.Learning For Action: A Short Definitive Account of Soft Systems Methodology, and its use Practitioners, Teachers and Students Overview

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