Canine Love Story
MARLEY & ME
Life and Love with the World’s Worst Dog
By
John Grogan
[Hodder & Stoughton, London, 2006]
ISBN 0 340 92209 5
[Reviewed by VIKRAM KARVE]
The essence of this book is encapsulated in the ruminations of the author after he buried his beloved dog Marley: “Was it possible for a dog – any dog, but especially a nutty, wildly uncontrollable one like ours – to point humans to the things that really mattered in life? I believed it was. Loyalty. Courage. Devotion. Simplicity. Joy. And the things that did not matter, too. A dog has no use for fancy cars or big homes or designer clothes. Status symbols mean nothing to him…A dog judges others not by their color or creed or class but by who they are inside. A dog doesn’t care if you are rich or poor, educated or illiterate, clever or dull. Give him your heart and he will give you his. It was really quite simple, and yet we humans, so much wiser and more sophisticated, have always had trouble figuring out what really counts and what does not.”
We have a dog – a Doberman called Sherry. We have given her our hearts and she has given us her unconditional loyalty, devotion and love. She never demands much. A walk in the morning, a walk in the evening, a bit of playing, a meal, a bit of baby talk and cuddly love, and she fills our moments with her natural spontaneous exuberant devotion, warm affection, zeal and joy. It’s true – in order to understand the art of living completely one must keep a dog at least once in one’s lifetime.
In this wonderful book the author describes his thirteen-year “love affair” with his Labrador retriever Marley, who enlivened the life of a young married couple, shared their moments of happiness and grief, and ensured there was never a dull moment in their family life.
Marley certainly wasn’t the “perfect adorable model dog” – in fact, the author calls Marley the “world’s worst dog” who won their hearts with his faithful devotion and wholehearted love.
The first person narrative lends an air of authenticity and intimacy to the story. The friendly, simple writing style makes this book an easy read foe all ages. In the preface, he describes his delightful childhood days with his dog Shaun who was his faithful companion from when the author was ten years old for fourteen years till the author completed his college education and moved on to work.
Shaun was a perfect dog who set the standard by which the author would judge all other dogs to come.
Having set such a high benchmark, it’s no wonder the author calls Marley the “world’s worst dog”!
I will not delve too much on Marley’s story and deprive you of the pleasure of discovering it yourself.
If you are a dog lover and have been a dog owner you will chuckle in your mind’s eye as you read about the naughty antics of Marley and recall similar frolics by your very own dog. If you have never kept a dog and are thinking of doing so then you’ll get an idea of what to expect! Marley’s life story makes one thing evident – once a dog comes into your home, he will soon win the hearts of your entire family and friends and change the way you look at life forever.
Narrating the trials and tribulations owing to Marley’s sometimes exasperating behaviour, interspersed with the story of his own family life including the spats with his wife due to Marley, the moments of happiness and pain the shared with Marley, and the hilarious episodes like the one when Marley was kicked out of the dog-training obedience classes, John Morgan writes in racy style which will keep you engrossed – once you start reading you will laugh, you will cry, at times a flood of emotion will engulf you; but you will remain captivated – the book is so delightfully written that once you start reading you will enjoy it so much that you will experience that the book is virtually “unputdownable”
I loved reading “Marley and Me” and commend this superb book. If you are a dog lover you will enjoy every moment of this enthralling tale. Even if you are not a dog lover you will love this mirthful, moving story of Marley and his family. At times, tears may well up in your eyes. This delightful memoir reminds us that like Marley, we must all live our life to its fullest and, most importantly, we must learn to love people unconditionally, like dogs do. Read this heart-warming book, give it to your children and you’ll be surprised how much a dog can change your life for the better and how much we humans can learn from dogs.
VIKRAM KARVE
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
http://www.ryze.com/go/karve
vikramkarve@sify.com
Sunday, November 30, 2008
Friday, November 28, 2008
Force Field Analysis in Implementation
FORCE FIELD ANALYSIS
AN EFFECTIVE IMPLEMENTATION MANAGEMENT TOOL
By
VIKRAM KARVE
Implementation is the phase between a decision and its realization.
Implementation may be placed in a continuum in which interaction takes place between those who seek objective and those on whom action depends.
The importance of implementation is undeniable because it is a struggle over the realization of ideas.
Effective implementation overcomes the gaps between intention and promise, aspirations, achievement and performance, and prescription and reality. Implementation comprises the ability to achieve specified ends by chosen means.
The time factor is critical in the implementation phase of a project.
Contingencies characterize implementation in several ways hence interactive and dynamic elements are vital to implementation management in order to forge links in the causal chain connecting actions to objectives with a view to minimizing the discrepancy between what actually occurs and what was envisaged.
Implementation is not self-executing.
It is not a process that follows automatically once a program has been formulated.
Implementation requires the presence of an action-forcing mechanism.
Implementation is a control task; it needs to be dynamic, flexible and adaptable to changing situations.
Breakdowns of implementation represent fundamental failures to translate meaningful ideas into effective action.
Despite taking initiatives and using rational methods, on many occasions implementation is swamped by constant pressures of unpredictable problems and crises.
It is important to distinguish between non-implementation and unsuccessful implementation.
In the case of non-implementation, the program is not put into effect as intended.
Unsuccessful implementation, on the other hand, occurs when a program is carried out, but fails to produce the desired results.
Implementation seems vulnerable to the domino effect in that when the initial phase is troubled the implementation failure tends to transmit itself to later phases.
Once implementation dynamics are set in motion, they become vulnerable to adverse or diversionary forces which pull them away from their original design.
Hence, a cogent implementation schedule and specific techniques are necessary to move from the realm of intention to the ambit of reality.
Force Field Analysis, a technique developed by Lewin, is useful in designing and executing the implementation process.
Force Field Analysis is a technique for systematically reviewing the elements working for and against a proposed course of action. It assumes that in any situation there are both driving forces and restraining forces that influence implementation.
Driving Forces are those forces that facilitate implementation.
Restraining Forces impede the implementation process – they tend to restrain, dissipate, decrease or negate the Driving Forces. For successful implementation it is essential to push on and overpower or immobilize the restraining forces, or try to transform the restraining forces into driving forces.
From the Human Resource (HR) perspective the Driving Forces include Participants [people who recognize their responsibility in the success of implementation], Movers [people who remove obstacles to implementation when they encounter them] and Shakers [people who recognize an opportunity and will make implementation happen] and the Restraining Forces may comprise Spectators [people not interested in implementation], Protectors [of Status Quo], Doubters [of the way the implementation is being done], Worriers [who are afraid of failure] and Switchers [people who abdicate and “delegate” their implementation responsibility].
Before embarking on implementation you must determine the driving forces and restraining forces and formulate a strategy to tackle them; if you rush into implementation without proper analysis, you may get frustrated and not know why.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com/
vikramkarve@sify.com
http://www.linkedin.com/in/karve
AN EFFECTIVE IMPLEMENTATION MANAGEMENT TOOL
By
VIKRAM KARVE
Implementation is the phase between a decision and its realization.
Implementation may be placed in a continuum in which interaction takes place between those who seek objective and those on whom action depends.
The importance of implementation is undeniable because it is a struggle over the realization of ideas.
Effective implementation overcomes the gaps between intention and promise, aspirations, achievement and performance, and prescription and reality. Implementation comprises the ability to achieve specified ends by chosen means.
The time factor is critical in the implementation phase of a project.
Contingencies characterize implementation in several ways hence interactive and dynamic elements are vital to implementation management in order to forge links in the causal chain connecting actions to objectives with a view to minimizing the discrepancy between what actually occurs and what was envisaged.
Implementation is not self-executing.
It is not a process that follows automatically once a program has been formulated.
Implementation requires the presence of an action-forcing mechanism.
Implementation is a control task; it needs to be dynamic, flexible and adaptable to changing situations.
Breakdowns of implementation represent fundamental failures to translate meaningful ideas into effective action.
Despite taking initiatives and using rational methods, on many occasions implementation is swamped by constant pressures of unpredictable problems and crises.
It is important to distinguish between non-implementation and unsuccessful implementation.
In the case of non-implementation, the program is not put into effect as intended.
Unsuccessful implementation, on the other hand, occurs when a program is carried out, but fails to produce the desired results.
Implementation seems vulnerable to the domino effect in that when the initial phase is troubled the implementation failure tends to transmit itself to later phases.
Once implementation dynamics are set in motion, they become vulnerable to adverse or diversionary forces which pull them away from their original design.
Hence, a cogent implementation schedule and specific techniques are necessary to move from the realm of intention to the ambit of reality.
Force Field Analysis, a technique developed by Lewin, is useful in designing and executing the implementation process.
Force Field Analysis is a technique for systematically reviewing the elements working for and against a proposed course of action. It assumes that in any situation there are both driving forces and restraining forces that influence implementation.
Driving Forces are those forces that facilitate implementation.
Restraining Forces impede the implementation process – they tend to restrain, dissipate, decrease or negate the Driving Forces. For successful implementation it is essential to push on and overpower or immobilize the restraining forces, or try to transform the restraining forces into driving forces.
From the Human Resource (HR) perspective the Driving Forces include Participants [people who recognize their responsibility in the success of implementation], Movers [people who remove obstacles to implementation when they encounter them] and Shakers [people who recognize an opportunity and will make implementation happen] and the Restraining Forces may comprise Spectators [people not interested in implementation], Protectors [of Status Quo], Doubters [of the way the implementation is being done], Worriers [who are afraid of failure] and Switchers [people who abdicate and “delegate” their implementation responsibility].
Before embarking on implementation you must determine the driving forces and restraining forces and formulate a strategy to tackle them; if you rush into implementation without proper analysis, you may get frustrated and not know why.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com/
vikramkarve@sify.com
http://www.linkedin.com/in/karve
Thursday, November 27, 2008
The Essential Management Toolbox
BOOK REVIEW by VIKRAM KARVE
TITLE: The Essential Management Toolbox: Tools, Models and Notes for Managers and Consultants
AUTHOR: Simon Burtonshaw-Gunn
Published by John Wiley and Sons Ltd (England) 2008
ISBN 978-0-470-51837-3
Whenever I am tempted to use a new, fancy, intricate or sophisticated tool, I remind myself of The Law of the Hammer: “Give a child a hammer, and the child will use it on everything encountered.”
Tools can be very useful only if the user knows how and when to use the tool properly. A tool in the hands of an untrained, unqualified, unskilled novice can be a disaster, like a small mischievous child with a hammer in the hands to whom everything will seem like a nail to be hammered!
It’s the same with Management Tools; like all other “tools” Management Tools too are vulnerable to falling victim to the Law of the Hammer.
The Essential Management Toolbox: Tools, Models and Notes for Managers and Consultants by Simon Burtonshaw-Gunn is a fascinating book – comprising a concise yet comprehensive repertoire of theoretical and practical tools, models and techniques extremely valuable in the practice of various facets of management science.
The wide range of tools in this “toolbox”, the breathtaking simplicity of explanation, the superb lucidity of presentation and appealing get-up captivate the reader, facilitate ease of understanding and make it a delightful reading experience.
I commend this book – it is an excellent reference companion for all management professionals and a must for reference libraries; and indeed a valuable addition to your own personal collection.
Do use these “management tools” dear reader, and see their utility and efficacy for yourself; but before you plunge into this wonderful toolbox make sure you have the requisite a priori knowledge – take care not to fall victim to The Law of the Hammer!
Book Review of “The Essential Management Toolbox: Tools, Models and Notes for Managers and Consultants” by Simon Burtonshaw-Gunn
[Reviewed by VIKRAM KARVE]
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this book review.
mailto:vikramkarve@sify.com
mailto:vikramkarve@hotmail.com
http://vikramkarve.sulekha.com/
http://www.linkedin.com/in/karve
TITLE: The Essential Management Toolbox: Tools, Models and Notes for Managers and Consultants
AUTHOR: Simon Burtonshaw-Gunn
Published by John Wiley and Sons Ltd (England) 2008
ISBN 978-0-470-51837-3
Whenever I am tempted to use a new, fancy, intricate or sophisticated tool, I remind myself of The Law of the Hammer: “Give a child a hammer, and the child will use it on everything encountered.”
Tools can be very useful only if the user knows how and when to use the tool properly. A tool in the hands of an untrained, unqualified, unskilled novice can be a disaster, like a small mischievous child with a hammer in the hands to whom everything will seem like a nail to be hammered!
It’s the same with Management Tools; like all other “tools” Management Tools too are vulnerable to falling victim to the Law of the Hammer.
The Essential Management Toolbox: Tools, Models and Notes for Managers and Consultants by Simon Burtonshaw-Gunn is a fascinating book – comprising a concise yet comprehensive repertoire of theoretical and practical tools, models and techniques extremely valuable in the practice of various facets of management science.
The wide range of tools in this “toolbox”, the breathtaking simplicity of explanation, the superb lucidity of presentation and appealing get-up captivate the reader, facilitate ease of understanding and make it a delightful reading experience.
I commend this book – it is an excellent reference companion for all management professionals and a must for reference libraries; and indeed a valuable addition to your own personal collection.
Do use these “management tools” dear reader, and see their utility and efficacy for yourself; but before you plunge into this wonderful toolbox make sure you have the requisite a priori knowledge – take care not to fall victim to The Law of the Hammer!
Book Review of “The Essential Management Toolbox: Tools, Models and Notes for Managers and Consultants” by Simon Burtonshaw-Gunn
[Reviewed by VIKRAM KARVE]
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this book review.
mailto:vikramkarve@sify.com
mailto:vikramkarve@hotmail.com
http://vikramkarve.sulekha.com/
http://www.linkedin.com/in/karve
Monday, November 24, 2008
CATWOE Model
CATWOE ETHICAL DECISION MODEL
By
VIKRAM KARVE
Before you take a decision or implement change or introduce a new system I am sure you consider the five “E’s”:
Efficacy (will it work at all?)
Efficiency (will it work with minimum resources?)
Effectiveness (does it contribute to the enterprise?)
Ethics or Ethicality (is it sound morally?)
Elegance (is it beautiful?)
Let’s talk a bit about the fourth “E” – Ethics.
There is an ethical dimension to every decision. Any time a human being, or entity, intervenes in the life of another human being, or entity, directly or indirectly, an ethical situation arises. There is a story, probably apocryphal, which illustrates this. There was a cyclonic storm and millions of fish were washed ashore and were struggling for life on the beach. A man came to the beach and patiently began to pick up the fish, one by one, and throw them back into the sea. An amused passerby asked him what difference it would make, to which the man pointed to the fish in his hand and said, “Ask this fish?”Thus, we see that seemingly routine decisions, which at the organizational level do not appear to have major ethical magnitude, have large ethical significance at the individual level.
Some people believe that ethics is of little concern to business people. “Ethics is Ethics” and “Business is Business” they say.
Thus many upwardly mobile managers of today tend to rationalize when faced with an ethical dilemma and take the position that they must wear multiple ethical hats and cloak themselves with three separate conflicting codes of ethics: one code applicable to the professional or technical aspects of their work (Professional or Technical Ethics), another for their business behavior (Business Ethics), and a third code of ethics for their personal lives (Personal Ethics).
This leads to the development of schizophrenic ethical personality wherein the individual may strive for professional excellence and high ethical standards for one’s own self and within one’s organization, but resort to unethical practices to succeed in business at all costs.
This Dr. Jekyll and Mr. Hyde approach is at the heart of many ethical dilemmas in managerial decision-making.
Each person, entity, group, institution or constituency that is likely to be affected by the decision is a “stakeholder” with a moral claim on the decision maker. This stakeholder concept provides a systematic way of perceiving and resolving the various interests involved in our ethical decision making.
There is an ethical dimension to every decision. Thus any of your decisions, which affect other persons, have ethical implications, and virtually all of your important decisions reflect your sensitivity and commitment to ethics. In summary, as you perform your job in your workplace, what are the ethical dimensions as you deal with your superiors, peers, subordinates, customers and all other stakeholders connected with your work. Different stakeholders have different ethical perspectives.
For example, take the case of organizational romance.
Whereas, some organizations [and stakeholders] may feel that there is nothing ethically wrong with workplace romance and many even encourage organizational romance / marriage among colleagues by giving various perks / incentives, some others may discourage or even prohibit workplace-romance. Of course, sexual harassment would be universally considered unethical.
One useful technique to resolve such ethical dilemmas is the CATWOE model adapted from Systems Management. Ethical dilemma occurs due to mismatch in ethical perspectives of various stakeholders involved in the ethical situation.
A CATWOE analysis helps the manager identify all stakeholders involved in a decision and their respective ethical perspectives. CATWOE is an acronym to categorize various stakeholders:
CATWOE MODEL
C = CUSTOMERS, OR CLIENTS OF THE DECISION
A = ACTORS, OR AGENTS WHO CARRY OUT THE DECISION
T = TRANSFORMATION PROCESS, THE DECISION MAKER
W =WELTANSCHAUUNG, WORLD VIEW PREDOMINATLY HELD
O = OWNERS / OWNERSHIP
E = ENVIRONMENT / ENVIRONMENTAL IMPOSITIONS
To elaborate a bit:
C: The ‘customers of the system’. In this context, ‘customers’ means those who are on the receiving end of whatever it is that the system does. Is it clear from your definition of “C” as to who will gain or lose from your decision?
A: The ‘actors’, meaning those who would actually carry out the activities envisaged in the notional system being defined.
T: The ‘transformation process’. What does the system do to the inputs to convert them into the outputs?
W: Weltanschauung - The ‘world view’ that lies behind the root definition. Putting the system into its wider context can highlight the consequences of the overall system. For example the system may be in place to assist in making the world environmentally safer, and the consequences of system failure could be significant pollution.
O: The ‘owner(s)’ – i.e. those who have sufficient formal power over the system to stop it existing if they so wished (though they won’t usually want to do this).
E: The ‘environmental constraints’. These include things such as ethical limits, regulations, financial constraints, resource limitations, limits set by terms of reference, and so on.
CARDINAL ASPECTS OF ETHICAL DECISION MAKING
All decisions must take into account and reflect a concern for the interest and well being of all stakeholders.
Ethical values and principles always take precedence over non-ethical and unethical values and principles
It is ethically proper to violate an ethical principle only when it is clearly necessary to advance another true ethical principle which, according to the decision maker’s conscience, will produce the greatest balance of good in the long run
THE FIVE STEP ETHICAL DECISION MAKING APPROACH
Step Action
1 Identify and classify the stakeholders in the situation using CATWOE and understand their ethical perspectives
2 Identify their dominant ethical perspectives
3 Construct an ethical conflict web, mapping different ethical perspectives [CATWOE – six nodes]
4 Identify those strands of the web where no significant conflict may be assumed to exist. These may be removed from the ethical decision making model.
5 Concentrate on those strands where conflict does exist. Use a conflict resolution techniques to achieve the “overall good” for the system
Ethical decision-making involves the process by which a person evaluates and chooses among alternatives in a manner consistent with his or her core ethical values or principles. Thus when you make an ethical decision you:
(a) Perceive and eliminate unethical options
(b) Select the best from several competing ethical alternatives.
Ethical decision-making requires more than a belief in the importance of ethics. It also requires sensitivity to perceive the ethical implications of your decisions; the ability to evaluate complex, ambiguous and incomplete facts and the skill to implement ethical decision making without jeopardizing your career.
Ethical decision-making requires three things:Ethical Commitment, Ethical Consciousness and Ethical Competence.
The CATWOE model will help you in Decision Management - in improving the Ethical aspect of your managerial, professional and personal decisions.
VIKRAM KARVE
http://www.linkedin.com/in/karve
http://www.ryze.com/go/karve
http://vikramkarve.sulekha.com/
vikramkarve@sify.com
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
By
VIKRAM KARVE
Before you take a decision or implement change or introduce a new system I am sure you consider the five “E’s”:
Efficacy (will it work at all?)
Efficiency (will it work with minimum resources?)
Effectiveness (does it contribute to the enterprise?)
Ethics or Ethicality (is it sound morally?)
Elegance (is it beautiful?)
Let’s talk a bit about the fourth “E” – Ethics.
There is an ethical dimension to every decision. Any time a human being, or entity, intervenes in the life of another human being, or entity, directly or indirectly, an ethical situation arises. There is a story, probably apocryphal, which illustrates this. There was a cyclonic storm and millions of fish were washed ashore and were struggling for life on the beach. A man came to the beach and patiently began to pick up the fish, one by one, and throw them back into the sea. An amused passerby asked him what difference it would make, to which the man pointed to the fish in his hand and said, “Ask this fish?”Thus, we see that seemingly routine decisions, which at the organizational level do not appear to have major ethical magnitude, have large ethical significance at the individual level.
Some people believe that ethics is of little concern to business people. “Ethics is Ethics” and “Business is Business” they say.
Thus many upwardly mobile managers of today tend to rationalize when faced with an ethical dilemma and take the position that they must wear multiple ethical hats and cloak themselves with three separate conflicting codes of ethics: one code applicable to the professional or technical aspects of their work (Professional or Technical Ethics), another for their business behavior (Business Ethics), and a third code of ethics for their personal lives (Personal Ethics).
This leads to the development of schizophrenic ethical personality wherein the individual may strive for professional excellence and high ethical standards for one’s own self and within one’s organization, but resort to unethical practices to succeed in business at all costs.
This Dr. Jekyll and Mr. Hyde approach is at the heart of many ethical dilemmas in managerial decision-making.
Each person, entity, group, institution or constituency that is likely to be affected by the decision is a “stakeholder” with a moral claim on the decision maker. This stakeholder concept provides a systematic way of perceiving and resolving the various interests involved in our ethical decision making.
There is an ethical dimension to every decision. Thus any of your decisions, which affect other persons, have ethical implications, and virtually all of your important decisions reflect your sensitivity and commitment to ethics. In summary, as you perform your job in your workplace, what are the ethical dimensions as you deal with your superiors, peers, subordinates, customers and all other stakeholders connected with your work. Different stakeholders have different ethical perspectives.
For example, take the case of organizational romance.
Whereas, some organizations [and stakeholders] may feel that there is nothing ethically wrong with workplace romance and many even encourage organizational romance / marriage among colleagues by giving various perks / incentives, some others may discourage or even prohibit workplace-romance. Of course, sexual harassment would be universally considered unethical.
One useful technique to resolve such ethical dilemmas is the CATWOE model adapted from Systems Management. Ethical dilemma occurs due to mismatch in ethical perspectives of various stakeholders involved in the ethical situation.
A CATWOE analysis helps the manager identify all stakeholders involved in a decision and their respective ethical perspectives. CATWOE is an acronym to categorize various stakeholders:
CATWOE MODEL
C = CUSTOMERS, OR CLIENTS OF THE DECISION
A = ACTORS, OR AGENTS WHO CARRY OUT THE DECISION
T = TRANSFORMATION PROCESS, THE DECISION MAKER
W =WELTANSCHAUUNG, WORLD VIEW PREDOMINATLY HELD
O = OWNERS / OWNERSHIP
E = ENVIRONMENT / ENVIRONMENTAL IMPOSITIONS
To elaborate a bit:
C: The ‘customers of the system’. In this context, ‘customers’ means those who are on the receiving end of whatever it is that the system does. Is it clear from your definition of “C” as to who will gain or lose from your decision?
A: The ‘actors’, meaning those who would actually carry out the activities envisaged in the notional system being defined.
T: The ‘transformation process’. What does the system do to the inputs to convert them into the outputs?
W: Weltanschauung - The ‘world view’ that lies behind the root definition. Putting the system into its wider context can highlight the consequences of the overall system. For example the system may be in place to assist in making the world environmentally safer, and the consequences of system failure could be significant pollution.
O: The ‘owner(s)’ – i.e. those who have sufficient formal power over the system to stop it existing if they so wished (though they won’t usually want to do this).
E: The ‘environmental constraints’. These include things such as ethical limits, regulations, financial constraints, resource limitations, limits set by terms of reference, and so on.
CARDINAL ASPECTS OF ETHICAL DECISION MAKING
All decisions must take into account and reflect a concern for the interest and well being of all stakeholders.
Ethical values and principles always take precedence over non-ethical and unethical values and principles
It is ethically proper to violate an ethical principle only when it is clearly necessary to advance another true ethical principle which, according to the decision maker’s conscience, will produce the greatest balance of good in the long run
THE FIVE STEP ETHICAL DECISION MAKING APPROACH
Step Action
1 Identify and classify the stakeholders in the situation using CATWOE and understand their ethical perspectives
2 Identify their dominant ethical perspectives
3 Construct an ethical conflict web, mapping different ethical perspectives [CATWOE – six nodes]
4 Identify those strands of the web where no significant conflict may be assumed to exist. These may be removed from the ethical decision making model.
5 Concentrate on those strands where conflict does exist. Use a conflict resolution techniques to achieve the “overall good” for the system
Ethical decision-making involves the process by which a person evaluates and chooses among alternatives in a manner consistent with his or her core ethical values or principles. Thus when you make an ethical decision you:
(a) Perceive and eliminate unethical options
(b) Select the best from several competing ethical alternatives.
Ethical decision-making requires more than a belief in the importance of ethics. It also requires sensitivity to perceive the ethical implications of your decisions; the ability to evaluate complex, ambiguous and incomplete facts and the skill to implement ethical decision making without jeopardizing your career.
Ethical decision-making requires three things:Ethical Commitment, Ethical Consciousness and Ethical Competence.
The CATWOE model will help you in Decision Management - in improving the Ethical aspect of your managerial, professional and personal decisions.
VIKRAM KARVE
http://www.linkedin.com/in/karve
http://www.ryze.com/go/karve
http://vikramkarve.sulekha.com/
vikramkarve@sify.com
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
Technology - The Ethical Dimension
TECHNOLOGY - THE ETHICAL DIMENSION
[Ruminations on the Ethical Dimensions of Technology]
By
VIKRAM KARVE
The historical derivation of the term technology comes from the Greek word technikos, meaning “of art, skilful, practical” and the portion of the word ology indicates a “knowledge of” or a “systematic treatment of.”
Thus the derivation of the term technology is literally “knowledge of the skilful and practical.”
However, this definition is too general to imply how one may predict knowledge of the useful before it exists.
For this reason, let us use a slightly different definition of technology.
We will define technology as the knowledge of the manipulation of nature for human purposes.
This definition retains the notions both of knowledge and practicality (human purposes) but adds the new concept of manipulation of nature.
This implies that all practical or technical skills ultimately derive form alterations of nature.
Technology depends on a base in the natural world but extends the natural world through the phenomenon of manipulation.
Since we want to manipulate nature, the ability to predict what nature will do when manipulated is most useful, indeed imperative.
THE ETHICAL DIMENSION
By very definition, technology manipulates nature for human purposes.
Thus, technology intervenes in the lives of human beings, directly or indirectly, trying to alter behaviours.
Technology, therefore, has an ethical dimension.
The very raison d’etre of technology is human purpose.
What is the fundamental purpose of human life? Is it to increase standard of living; to improve quality of life; to enhance satisfaction in life?
All these various aspects can be distilled into a single holistic concept : VALUE OF HUMAN LIFE.
VALUE OF HUMAN LIFE
The value of human life may be defined as the balance or ratio between satisfaction or happiness and pain or suffering.
VALUE OF HUMAN LIFE = HAPPINESS / SUFFERING
In the context of this definition, the ultimate purpose of technology is to enhance the value of human life, with a long-term perspective, by maximization of happiness and satisfaction and a concomitant reduction or minimization of pain and suffering (physical, mental and emotional).
As a generalization, people want a better life. A better life can usually be transcribed as freedom from want, access to and possession of at least some of the nonessentials or luxuries, good health, a reasonable life expectancy, the absence of emotional stress, satisfying human relations (resulting from gratifying work experience), intellectual stimulation, and personally rewarding leisure activities.
NEEDS AND VALUES
Human needs and values change through time as technology advances.
Man tends to accept the fruits of new technology more readily (satisfaction/happiness/comfort) whereas he is reluctant to accept changes in his personal life.
Thus social and cultural changes always lag behind technology causing a mismatch which consequently leads to unhappiness, dissatisfaction, pain and suffering (emotional) and consequent lowering of the value of human life.
A crude but practical way of classifying human values is to divide needs into those that are essentially physiological and those that are psychological. Most new technologies cater to physiological needs by performing dangerous, dirty, or difficult tasks (the 3 D’s) thereby enhancing the value of human life.
As regards psychological needs, an example pertaining to Information Technology (IT) may be in order.
IT caters to two unique categories of psychological needs of humans: Cognitive Needs which refer to the human need for information so as to be ready to act or make decisions that may be required, and Affective Needs which refer to the emotional requirements of human, such as their need to do challenging work, to know their work has value, to feel personally secure, and to be in control.
Undue emphasis on cognitive needs and the neglect of affective needs may cause emotional pain which counterbalances the gains to cognitive needs which may be detrimental to the value of human life as a whole.
CONSEQUENCE OF TECHNOLOGY
In our haste to milk technology for immediate economic advantage we often lose sight of the long-term consequences: the higher order and indirect effects, especially the delayed and unintended effects of technology.
The Sorenson multiple effect network methodology is a useful technique for an analyzing the impact and consequences of technology.
The term malefit is introduced to represent harmful effects and consequences of a technology in contrast with benefit as a useful output.
The consequences of a technology [Effects vs Consequences] may be categorized as:
EFFECTS CONSEQUENCES
(i) First Order : Benefits
(ii) Second Order : Direct Malefits
(iii) Third Order : Indirect Malefits
(iv) Fourth Order : Unintended Malefits
(v) Fifth Order : Delayed Malefits
Such analyses definitely help in assessing the impact of various consequences of a technology on the value of human life in the long-term perspective in holistic manner.
Early identification of factors detrimental to the value of human life may prove useful in technology assessment to reduce mismatches.
We must not lose sight of our basic premise that the cardinal aim of technology is to increase the value of human life by maximising happiness and minimising suffering.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com/
http://www.linkedin.com/in/karve
vikramkarve@sify.com
[Ruminations on the Ethical Dimensions of Technology]
By
VIKRAM KARVE
The historical derivation of the term technology comes from the Greek word technikos, meaning “of art, skilful, practical” and the portion of the word ology indicates a “knowledge of” or a “systematic treatment of.”
Thus the derivation of the term technology is literally “knowledge of the skilful and practical.”
However, this definition is too general to imply how one may predict knowledge of the useful before it exists.
For this reason, let us use a slightly different definition of technology.
We will define technology as the knowledge of the manipulation of nature for human purposes.
This definition retains the notions both of knowledge and practicality (human purposes) but adds the new concept of manipulation of nature.
This implies that all practical or technical skills ultimately derive form alterations of nature.
Technology depends on a base in the natural world but extends the natural world through the phenomenon of manipulation.
Since we want to manipulate nature, the ability to predict what nature will do when manipulated is most useful, indeed imperative.
THE ETHICAL DIMENSION
By very definition, technology manipulates nature for human purposes.
Thus, technology intervenes in the lives of human beings, directly or indirectly, trying to alter behaviours.
Technology, therefore, has an ethical dimension.
The very raison d’etre of technology is human purpose.
What is the fundamental purpose of human life? Is it to increase standard of living; to improve quality of life; to enhance satisfaction in life?
All these various aspects can be distilled into a single holistic concept : VALUE OF HUMAN LIFE.
VALUE OF HUMAN LIFE
The value of human life may be defined as the balance or ratio between satisfaction or happiness and pain or suffering.
VALUE OF HUMAN LIFE = HAPPINESS / SUFFERING
In the context of this definition, the ultimate purpose of technology is to enhance the value of human life, with a long-term perspective, by maximization of happiness and satisfaction and a concomitant reduction or minimization of pain and suffering (physical, mental and emotional).
As a generalization, people want a better life. A better life can usually be transcribed as freedom from want, access to and possession of at least some of the nonessentials or luxuries, good health, a reasonable life expectancy, the absence of emotional stress, satisfying human relations (resulting from gratifying work experience), intellectual stimulation, and personally rewarding leisure activities.
NEEDS AND VALUES
Human needs and values change through time as technology advances.
Man tends to accept the fruits of new technology more readily (satisfaction/happiness/comfort) whereas he is reluctant to accept changes in his personal life.
Thus social and cultural changes always lag behind technology causing a mismatch which consequently leads to unhappiness, dissatisfaction, pain and suffering (emotional) and consequent lowering of the value of human life.
A crude but practical way of classifying human values is to divide needs into those that are essentially physiological and those that are psychological. Most new technologies cater to physiological needs by performing dangerous, dirty, or difficult tasks (the 3 D’s) thereby enhancing the value of human life.
As regards psychological needs, an example pertaining to Information Technology (IT) may be in order.
IT caters to two unique categories of psychological needs of humans: Cognitive Needs which refer to the human need for information so as to be ready to act or make decisions that may be required, and Affective Needs which refer to the emotional requirements of human, such as their need to do challenging work, to know their work has value, to feel personally secure, and to be in control.
Undue emphasis on cognitive needs and the neglect of affective needs may cause emotional pain which counterbalances the gains to cognitive needs which may be detrimental to the value of human life as a whole.
CONSEQUENCE OF TECHNOLOGY
In our haste to milk technology for immediate economic advantage we often lose sight of the long-term consequences: the higher order and indirect effects, especially the delayed and unintended effects of technology.
The Sorenson multiple effect network methodology is a useful technique for an analyzing the impact and consequences of technology.
The term malefit is introduced to represent harmful effects and consequences of a technology in contrast with benefit as a useful output.
The consequences of a technology [Effects vs Consequences] may be categorized as:
EFFECTS CONSEQUENCES
(i) First Order : Benefits
(ii) Second Order : Direct Malefits
(iii) Third Order : Indirect Malefits
(iv) Fourth Order : Unintended Malefits
(v) Fifth Order : Delayed Malefits
Such analyses definitely help in assessing the impact of various consequences of a technology on the value of human life in the long-term perspective in holistic manner.
Early identification of factors detrimental to the value of human life may prove useful in technology assessment to reduce mismatches.
We must not lose sight of our basic premise that the cardinal aim of technology is to increase the value of human life by maximising happiness and minimising suffering.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com/
http://www.linkedin.com/in/karve
vikramkarve@sify.com
Saturday, November 22, 2008
Teaching Story - The Seed
THE SEED
[A Teaching Story]
By
VIKRAM KARVE
[Dear Reader, do read and reflect on this teaching story I heard long back, told to me by one of my teachers, I think]
Once upon a time there was a childless King who wanted to choose a worthy successor to his throne after he passed away.
He called all the young children in his kingdom to his palace one day and said: “It has come time for me to choose the next King. I have decided to choose one of you as my successor, as my Crown Prince, and groom you to be the King after I am gone.”
The amazed children listened spellbound as the King spoke: “I am going to give each one of you a seed today – Just One Seed. It is a very special seed. I want you all to go home, plant the seed, water it, nurture it, and come back here to me exactly one year from today with the plant you have grown from this one seed. I will then judge the plants that you bring to me and whoever grows the best plant will be the Crown Prince, the next King after me.”
There was one small shy boy who was there that day and he, like the others, received a seed from the King. He went home and excitedly told his mother the whole story. She helped him get a pot and some planting soil, and he planted the seed and watered it regularly and nurtured it carefully. Twice every day, in the morning and in the evening, the small shy boy would water the seed lovingly and watch to see if it had germinated and grown.
After a few days, some of the other children began to talk about their seeds and the lovely plants that were beginning to grow, but the small shy boy kept going home and checking his seed, disappointed that nothing was growing from his seed.
Days passed, then weeks, and months, but still there was no sign of a plant growing from the small shy boy’s seed. But the small boy still kept lovingly watering his seed regularly hoping that it would germinate.
By now the others were talking about their wonderful healthy plants but small shy boy didn't have a plant and he felt like a failure, but he kept persevering and nurturing his seed with love and dedication in the optimistic hope that his seed would someday sprout a plant.
Six months went by and there was still no sign of a plant in the small shy boy’s pot.
Everyone else had exquisite tall plants, but he had nothing. Inwardly he feared that maybe he had killed his seed but the small shy boy didn't say anything to his friends and kept on tenderly watering and nurturing his seed with dogged determination and doting devotion in the fond hope that his seed would grow and blossom into a beautiful plant.
Finally, one year passed, and all the children of the kingdom brought their plants to the King for inspection.
The small shy boy was scared and did not want to take his desolate plant-less pot with just the soil and seed to the King, but his mother encouraged him to go, to take his pot with him, and to be honest about everything.
The small shy boy felt fearful and nervous, but he listened to his mother and took his barren pot to the King.
When the small shy boy arrived at the King’s Palace, he was astonished to see the variety of beautiful and exotic plants grown by all the other children.
Totally crestfallen, the small shy boy put his desolate pot on the floor and everyone jeered in derision and mocked him. A few children felt pity for him and tried to console the small shy boy.
Suddenly the King arrived, looked around the hall appraising the plants and showered words of praise to the gathered children: “It is really amazing – you all have really grown fantastic beautiful plants, trees and flowers. I am truly impressed. Today, one of you is going to be selected as the Crown Prince to be the next King!”
The small shy boy shivered with tremors of trepidation and overcome with shame tried to hide in the back.
The King’s eyes searched all over and suddenly he saw the small shy boy at the back of the hall with his barren pot.
The King ordered his guards to bring him in front of the throne.
The small shy boy was terrified. “When the King sees my pot, how badly I have failed in the task he gave me, he is sure to punish me!”
Seeing how frightened the small shy boy was, the King stepped down from his throne, walked down towards the petrified boy, lovingly put his hand on the small shy boy’s shoulders and announced: “This boy is your new King!”
The small shy boy could not believe his ears – it was unbelievable that the King should select a failure and loser like him who couldn’t even sprout his seed be the Crown Prince.
The King escorted the small shy boy to the throne and said to everyone: “One year ago I gave all of you a seed. I told you to take the seed, plant it, water it, and bring it back to me today. But what you did not know is that I gave you all boiled seeds that would not grow. Except this honest boy, all of you have brought me beautiful plants with exotic flowers and even trees with fruit. When you found out that the seed would not grow, you substituted another seed for the one I gave you. This boy was the only one with the sincerity to nurture the barren seed for one whole year with dedication, hope and perseverance and had the courage and honesty to bring me the desolate pot with my seed in it. Therefore, I select him as my Crown Prince to be the next King!”
VIKRAM KARVE
Copyright © Vikram Karve
2008 Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work
[A Teaching Story]
By
VIKRAM KARVE
[Dear Reader, do read and reflect on this teaching story I heard long back, told to me by one of my teachers, I think]
Once upon a time there was a childless King who wanted to choose a worthy successor to his throne after he passed away.
He called all the young children in his kingdom to his palace one day and said: “It has come time for me to choose the next King. I have decided to choose one of you as my successor, as my Crown Prince, and groom you to be the King after I am gone.”
The amazed children listened spellbound as the King spoke: “I am going to give each one of you a seed today – Just One Seed. It is a very special seed. I want you all to go home, plant the seed, water it, nurture it, and come back here to me exactly one year from today with the plant you have grown from this one seed. I will then judge the plants that you bring to me and whoever grows the best plant will be the Crown Prince, the next King after me.”
There was one small shy boy who was there that day and he, like the others, received a seed from the King. He went home and excitedly told his mother the whole story. She helped him get a pot and some planting soil, and he planted the seed and watered it regularly and nurtured it carefully. Twice every day, in the morning and in the evening, the small shy boy would water the seed lovingly and watch to see if it had germinated and grown.
After a few days, some of the other children began to talk about their seeds and the lovely plants that were beginning to grow, but the small shy boy kept going home and checking his seed, disappointed that nothing was growing from his seed.
Days passed, then weeks, and months, but still there was no sign of a plant growing from the small shy boy’s seed. But the small boy still kept lovingly watering his seed regularly hoping that it would germinate.
By now the others were talking about their wonderful healthy plants but small shy boy didn't have a plant and he felt like a failure, but he kept persevering and nurturing his seed with love and dedication in the optimistic hope that his seed would someday sprout a plant.
Six months went by and there was still no sign of a plant in the small shy boy’s pot.
Everyone else had exquisite tall plants, but he had nothing. Inwardly he feared that maybe he had killed his seed but the small shy boy didn't say anything to his friends and kept on tenderly watering and nurturing his seed with dogged determination and doting devotion in the fond hope that his seed would grow and blossom into a beautiful plant.
Finally, one year passed, and all the children of the kingdom brought their plants to the King for inspection.
The small shy boy was scared and did not want to take his desolate plant-less pot with just the soil and seed to the King, but his mother encouraged him to go, to take his pot with him, and to be honest about everything.
The small shy boy felt fearful and nervous, but he listened to his mother and took his barren pot to the King.
When the small shy boy arrived at the King’s Palace, he was astonished to see the variety of beautiful and exotic plants grown by all the other children.
Totally crestfallen, the small shy boy put his desolate pot on the floor and everyone jeered in derision and mocked him. A few children felt pity for him and tried to console the small shy boy.
Suddenly the King arrived, looked around the hall appraising the plants and showered words of praise to the gathered children: “It is really amazing – you all have really grown fantastic beautiful plants, trees and flowers. I am truly impressed. Today, one of you is going to be selected as the Crown Prince to be the next King!”
The small shy boy shivered with tremors of trepidation and overcome with shame tried to hide in the back.
The King’s eyes searched all over and suddenly he saw the small shy boy at the back of the hall with his barren pot.
The King ordered his guards to bring him in front of the throne.
The small shy boy was terrified. “When the King sees my pot, how badly I have failed in the task he gave me, he is sure to punish me!”
Seeing how frightened the small shy boy was, the King stepped down from his throne, walked down towards the petrified boy, lovingly put his hand on the small shy boy’s shoulders and announced: “This boy is your new King!”
The small shy boy could not believe his ears – it was unbelievable that the King should select a failure and loser like him who couldn’t even sprout his seed be the Crown Prince.
The King escorted the small shy boy to the throne and said to everyone: “One year ago I gave all of you a seed. I told you to take the seed, plant it, water it, and bring it back to me today. But what you did not know is that I gave you all boiled seeds that would not grow. Except this honest boy, all of you have brought me beautiful plants with exotic flowers and even trees with fruit. When you found out that the seed would not grow, you substituted another seed for the one I gave you. This boy was the only one with the sincerity to nurture the barren seed for one whole year with dedication, hope and perseverance and had the courage and honesty to bring me the desolate pot with my seed in it. Therefore, I select him as my Crown Prince to be the next King!”
VIKRAM KARVE
Copyright © Vikram Karve
2008 Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work
Friday, November 21, 2008
TECHNOLOGY & THE VALUE OF HUMAN LIFE
TECHNOLOGY & THE VALUE OF HUMAN LIFE
[Ruminations on the Ethical Dimensions of Technology]
By
VIKRAM KARVE
The historical derivation of the term technology comes from the Greek word technikos, meaning “of art, skilful, practical” and the portion of the word ology indicates a “knowledge of” or a “systematic treatment of.”
Thus the derivation of the term technology is literally “knowledge of the skilful and practical.”
However, this definition is too general to imply how one may predict knowledge of the useful before it exists.
For this reason, let us use a slightly different definition of technology.
We will define technology as the knowledge of the manipulation of nature for human purposes.
This definition retains the notions both of knowledge and practicality (human purposes) but adds the new concept of manipulation of nature.
This implies that all practical or technical skills ultimately derive form alterations of nature.
Technology depends on a base in the natural world but extends the natural world through the phenomenon of manipulation.
Since we want to manipulate nature, the ability to predict what nature will do when manipulated is most useful, indeed imperative.
THE ETHICAL DIMENSION
By very definition, technology manipulates nature for human purposes.
Thus, technology intervenes in the lives of human beings, directly or indirectly, trying to alter behaviours.
Technology, therefore, has an ethical dimension.
The very raison d’etre of technology is human purpose.
What is the fundamental purpose of human life? Is it to increase standard of living; to improve quality of life; to enhance satisfaction in life?
All these various aspects can be distilled into a single holistic concept : VALUE OF HUMAN LIFE.
VALUE OF HUMAN LIFE
The value of human life may be defined as the balance or ratio between satisfaction or happiness and pain or suffering.
VALUE OF HUMAN LIFE = HAPPINESS / SUFFERING
In the context of this definition, the ultimate purpose of technology is to enhance the value of human life, with a long-term perspective, by maximization of happiness and satisfaction and a concomitant reduction or minimization of pain and suffering (physical, mental and emotional).
As a generalization, people want a better life. A better life can usually be transcribed as freedom from want, access to and possession of at least some of the nonessentials or luxuries, good health, a reasonable life expectancy, the absence of emotional stress, satisfying human relations (resulting from gratifying work experience), intellectual stimulation, and personally rewarding leisure activities.
NEEDS AND VALUES
Human needs and values change through time as technology advances.
Man tends to accept the fruits of new technology more readily (satisfaction/happiness/comfort) whereas he is reluctant to accept changes in his personal life.
Thus social and cultural changes always lag behind technology causing a mismatch which consequently leads to unhappiness, dissatisfaction, pain and suffering (emotional) and consequent lowering of the value of human life.
A crude but practical way of classifying human values is to divide needs into those that are essentially physiological and those that are psychological. Most new technologies cater to physiological needs by performing dangerous, dirty, or difficult tasks (the 3 D’s) thereby enhancing the value of human life.
As regards psychological needs, an example pertaining to Information Technology (IT) may be in order.
IT caters to two unique categories of psychological needs of humans: Cognitive Needs which refer to the human need for information so as to be ready to act or make decisions that may be required, and Affective Needs which refer to the emotional requirements of human, such as their need to do challenging work, to know their work has value, to feel personally secure, and to be in control.
Undue emphasis on cognitive needs and the neglect of affective needs may cause emotional pain which counterbalances the gains to cognitive needs which may be detrimental to the value of human life as a whole.
CONSEQUENCE OF TECHNOLOGY
In our haste to milk technology for immediate economic advantage we often lose sight of the long-term consequences: the higher order and indirect effects, especially the delayed and unintended effects of technology.
The Sorenson multiple effect network methodology is a useful technique for an analyzing the impact and consequences of technology.
The term malefit is introduced to represent harmful effects and consequences of a technology in contrast with benefit as a useful output.
The consequences of a technology [Effects vs Consequences] may be categorized as:
EFFECTS CONSEQUENCES
(i) First Order : Benefits
(ii) Second Order : Direct Malefits
(iii) Third Order : Indirect Malefits
(iv) Fourth Order : Unintended Malefits
(v) Fifth Order : Delayed Malefits
Such analyses definitely help in assessing the impact of various consequences of a technology on the value of human life in the long-term perspective in holistic manner.
Early identification of factors detrimental to the value of human life may prove useful in technology assessment to reduce mismatches.
We must not lose sight of our basic premise that the cardinal aim of technology is to increase the value of human life by maximising happiness and minimising suffering.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com/
http://www.linkedin.com/in/karve
vikramkarve@sify.com
[Ruminations on the Ethical Dimensions of Technology]
By
VIKRAM KARVE
The historical derivation of the term technology comes from the Greek word technikos, meaning “of art, skilful, practical” and the portion of the word ology indicates a “knowledge of” or a “systematic treatment of.”
Thus the derivation of the term technology is literally “knowledge of the skilful and practical.”
However, this definition is too general to imply how one may predict knowledge of the useful before it exists.
For this reason, let us use a slightly different definition of technology.
We will define technology as the knowledge of the manipulation of nature for human purposes.
This definition retains the notions both of knowledge and practicality (human purposes) but adds the new concept of manipulation of nature.
This implies that all practical or technical skills ultimately derive form alterations of nature.
Technology depends on a base in the natural world but extends the natural world through the phenomenon of manipulation.
Since we want to manipulate nature, the ability to predict what nature will do when manipulated is most useful, indeed imperative.
THE ETHICAL DIMENSION
By very definition, technology manipulates nature for human purposes.
Thus, technology intervenes in the lives of human beings, directly or indirectly, trying to alter behaviours.
Technology, therefore, has an ethical dimension.
The very raison d’etre of technology is human purpose.
What is the fundamental purpose of human life? Is it to increase standard of living; to improve quality of life; to enhance satisfaction in life?
All these various aspects can be distilled into a single holistic concept : VALUE OF HUMAN LIFE.
VALUE OF HUMAN LIFE
The value of human life may be defined as the balance or ratio between satisfaction or happiness and pain or suffering.
VALUE OF HUMAN LIFE = HAPPINESS / SUFFERING
In the context of this definition, the ultimate purpose of technology is to enhance the value of human life, with a long-term perspective, by maximization of happiness and satisfaction and a concomitant reduction or minimization of pain and suffering (physical, mental and emotional).
As a generalization, people want a better life. A better life can usually be transcribed as freedom from want, access to and possession of at least some of the nonessentials or luxuries, good health, a reasonable life expectancy, the absence of emotional stress, satisfying human relations (resulting from gratifying work experience), intellectual stimulation, and personally rewarding leisure activities.
NEEDS AND VALUES
Human needs and values change through time as technology advances.
Man tends to accept the fruits of new technology more readily (satisfaction/happiness/comfort) whereas he is reluctant to accept changes in his personal life.
Thus social and cultural changes always lag behind technology causing a mismatch which consequently leads to unhappiness, dissatisfaction, pain and suffering (emotional) and consequent lowering of the value of human life.
A crude but practical way of classifying human values is to divide needs into those that are essentially physiological and those that are psychological. Most new technologies cater to physiological needs by performing dangerous, dirty, or difficult tasks (the 3 D’s) thereby enhancing the value of human life.
As regards psychological needs, an example pertaining to Information Technology (IT) may be in order.
IT caters to two unique categories of psychological needs of humans: Cognitive Needs which refer to the human need for information so as to be ready to act or make decisions that may be required, and Affective Needs which refer to the emotional requirements of human, such as their need to do challenging work, to know their work has value, to feel personally secure, and to be in control.
Undue emphasis on cognitive needs and the neglect of affective needs may cause emotional pain which counterbalances the gains to cognitive needs which may be detrimental to the value of human life as a whole.
CONSEQUENCE OF TECHNOLOGY
In our haste to milk technology for immediate economic advantage we often lose sight of the long-term consequences: the higher order and indirect effects, especially the delayed and unintended effects of technology.
The Sorenson multiple effect network methodology is a useful technique for an analyzing the impact and consequences of technology.
The term malefit is introduced to represent harmful effects and consequences of a technology in contrast with benefit as a useful output.
The consequences of a technology [Effects vs Consequences] may be categorized as:
EFFECTS CONSEQUENCES
(i) First Order : Benefits
(ii) Second Order : Direct Malefits
(iii) Third Order : Indirect Malefits
(iv) Fourth Order : Unintended Malefits
(v) Fifth Order : Delayed Malefits
Such analyses definitely help in assessing the impact of various consequences of a technology on the value of human life in the long-term perspective in holistic manner.
Early identification of factors detrimental to the value of human life may prove useful in technology assessment to reduce mismatches.
We must not lose sight of our basic premise that the cardinal aim of technology is to increase the value of human life by maximising happiness and minimising suffering.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com/
http://www.linkedin.com/in/karve
vikramkarve@sify.com
Monday, November 17, 2008
THE IMPORTANCE OF LIVING
BOOK REVIEW by Vikram Karve
[A book that enriched my life and taught me the art of living]
Title: THE IMPORTANCE OF LIVING
Author: LIN YUTANG
Published: 1937 ( New York , USA ), Indian Edition: 1960 JAICO Mumbai
ISBN: 81-7224-829
There is one book you will never find in my bookcase – you will always find it by my bedside near my pillow. At night, just before I go to sleep, I open this book to any random page, and read on till I drift off to blissful idyllic sleep.
The name of this book, which has had a profound defining effect on me, maybe even subconsciously shaped my philosophy of life, is called: The Importance of Living written in 1937 by the Chinese philosopher Lin Yutang.
But first, let me tell you a story, maybe apocryphal, about a scholar who had thoroughly studied the Bhagavad Gita for many years, considered himself an expert, traveled far and wide delivering discourses on the teachings of the Gita and was widely acknowledged as an authority on the subject. The scholar's ultimate desire was to deliver a discourse on the Bhagavad Gita at Benares , which was the sanctum sanctorum of learning.
So he went to Benares , and impressed by the scholar’s erudition and fame, the King of Benares invited the scholar to deliver a discourse on the Bhagavad Gita in his court. All the wise men of Benares assembled to hear the Scholar, but just as he began to speak the King interrupted him and told him to read the Bhagavad Gita one more time in the evening and deliver his discourse the next day. The Scholar was furious but he had no choice but to comply with the king’s wishes.
As he read the Bhagavad Gita with full concentration in the evening, he realized some new meanings and updated his speech accordingly. Next day the same thing happened – the moment the scholar began to speak the King interrupted him and told him to read the Gita once more and then come the next day to give his lecture. And again as the Scholar read the Gita he comprehended some new wisdom – something he hadn’t perceived before. So he incorporated his new findings and proceeded to deliver his talk.
Once again the same thing happened – the king interrupted him and told him to read the Gita once more before he gave his discourse. And again the scholar discovered some new wisdom in the Gita. This cycle went on for days and days till the scholar realized how ignorant he was and how much more there was to learn from the Bhagavad Gita that he gave up the idea of delivering the discourse and decided to totally devote his entire efforts to the study of the Bhagavad Gita.
Days passed, and suddenly one morning, when the scholar was deeply immersed in his study, the King went to the scholar’s house, sat before him with folded hands and requested the scholar to enlighten him about the teachings of the Bhagavad Gita.
It’s the same with any great book. Every time you read it, something new emerges, and you realize you have so much more to learn from it. I have read The Importance of Living innumerable times, again and again, with renewed pleasure, and every time I read it I imbibe a special different philosophical flavor, and grasp new wisdom, which delves on all aspects of the art of living, and I have realized that there is more significance and value in Lin Yutang’s magnum opus than I am capable of appreciating. So let me not be as presumptuous as to attempt to evaluate this classic treatise – I’ll just try to gently pilot you along in random vignettes to give you a flavor of this delightful philosophical gem.
Let’s open this delightful book to a few random pages, read some lines to give you glimpse into the wisdom on the art of living contained in this masterpiece. In the section on Leisure and Friendship are these words: “Only those who take leisurely what the people of the world are busy about can be busy about what the people of the world take leisurely”. Reflect on this, let these words perambulate in your mind for some time. There is nothing that man enjoys more than leisure. The highest value of time is when you are doing what you love and want to do. During leisure you are free to choose what you want to do and enjoy doing. Leisure enables you to realize the highest value of your time!
Tell me, why do you work?Is it for job satisfaction, "on the job"? Or is it to earn money "on the job" so that you can enjoy satisfaction "off the job", to enhance the quality of your free time? In fact, most of us work for our leisure, because there is nothing we enjoy more than leisure. Elaborating on a theory of leisure the book says: “Time is useful because it is not being used. Leisure is like unoccupied floor space in a room…it is that unoccupied space which makes a room habitable, as it is our leisure hours which make our life endurable”.
Those who are wise won’t be busy, and those who are too busy can’t be wise.
Enunciating the distinction between Buddhism and Taoism: “The goal of the Buddhist is that he shall not want anything, while the goal of the Taoist is that he shall not be wanted at all”, the author describes the tremendous advantages of obscurity, and deduces that only he who is not wanted by the public can be a carefree individual. It is true isn’t it – only he who is a carefree individual can be a happy human being? Lin Yutang deliberates delightfully on his philosophical view: “Nothing matters to a man who says nothing matters”.
“How are we to live? How shall we enjoy life, and who can best enjoy life?” The feast of life is before us; the only question is what appetite we have for it.
The appetite is vital, not the feast. This delightful treatise gives us insights on how to develop, enhance and refine our appetites in order to enjoy various facets of living. The capacity for true enjoyment comes from an inner richness in a man who loves the simple ways of life. There is always plenty of life to enjoy for a man who is determined to enjoy it.
You may find some of the author’s views a bit passé – “mere relationship between man and woman is not sufficient; the relationship must result in babies, or it is incomplete” or “woman reaches her noblest status only as a mother, and that wife who by choice refuses to become a mother… loses a great part of her dignity…and stands in danger of becoming a plaything” or “a natural man loves his children, but a cultured man loves his parents” or “The art of attaining happiness consists in keeping your pleasures mild” or “It is against the will of God to eat delicate food hastily, to pass gorgeous views hurriedly, to express deep sentiments superficially, to pass a beautiful day steeped in food and drink, and to enjoy your wealth steeped in luxuries” – think about it, reflect a bit, and you may detect a iota of authenticity in these nuggets.
The book has fourteen chapters, embellished with epigrams, teaching stories, ancient wisdom and wit, on various aspects of the importance and enjoyment of living and once you start reading it this book is indeed so engrossing that it is truly unputdownable. The Importance of Loafing, The Enjoyment of the Home, Nature, Travel, Culture, The Arts of Thinking, Eating, Reading , Writing, Loving, Happiness – the range and variety of topics covered indeed make fascinating reading.
Reading is the greatest of all joys. Extolling the virtues and charm of reading, Lin Yutang says: “The man who has not the habit of reading is imprisoned in his immediate world…the reader is always carried away into a world of thought and reflection”, and on writing: “a writing is always better when it is one’s own, and a woman is always lovelier when she is somebody else’s wife”. “He who is afraid to use an ‘I’ in his writing will never make a good writer” and “anyone who reads a book with a sense of obligation does not understand the art of reading… to be thoroughly enjoyed, reading must be entirely spontaneous…you can leave the books that you don’t like alone, and let other people read them!”
The best way to read The Importance of Living is to open any page and browse whatever appeals to you, randomly, in an unstructured and haphazard manner. Think of yourself as a traveler in the philosophical or spiritual domain. The essence of travel is to have no destination. A good traveler is one who does not know where he is going to; a perfect traveler does not know where he came from! A true traveler is always a vagabond – he travels to see nothing, to see nobody, with plenty of time and leisure, with the true motive to become lost and unknown.
Are you the ambitious competitive go-getter obsessed with an overpowering desire for achieving quick success – craving for power, wealth, fame, and the status and money-oriented aspects of life?Do you value material possessions more than peace of mind? Is external achievement more important than inner tranquility?
If your answer to any of the questions is “Yes”, then please don’t bother to read this book now, as you may be too “busy” in your own competitive rat race of your own making and probably you don’t have any time to “waste” on anything that doesn’t give you something tangible in return – a solid material ROI (Return on Investment) for investing your valuable time and effort reading this book. But please don’t forget to read The Importance of Living after you’ve burned out, had a heart attack or suffered a nervous breakdown – when you’ll have plenty of time and, perhaps, the inclination, to reflect, contemplate, and delve more deeply upon the more intangible philosophical aspects of life – and ruminate on how you could have obviated that stressful burn-out, agonizing heart attack or traumatic nervous breakdown. Here’s Lin Yutang’s take: “Those who are wise won’t be busy, and those who are too busy can’t be wise.”
If you are happy here and now, wherever you are, in whatever state you are, and you are truly content with what you have, you place living above thinking, and are interested in savoring the feast of life and its joys, then this witty philosophical treatise on the art of living in its entirety is the book for you.
The Importance of Living presents an uncomplicated approach to living life to its fullest in today's rapidly changing, fast paced, competitive, ambition dominated, money and status oriented, commercialized world, enabling each one of us to enjoy inner peace and happiness.
Sometimes, it is a great pity to read a good book too early in life.
The first impression is the one that counts. Young people should be careful in their reading, as old people in eating their food. They should not eat too much. They should chew it well. Like you should eat gourmet food only when you are ready for it, you should read a good book only when you are ready for it. Mature wisdom cannot be appreciated until one becomes mature.
But The Importance of Living is a book for all ages. Of 1937 vintage, an ancestor and precursor of modern "self-help" books, it is a delightful philosophical treatise, which advocates a humorous and vagabond attitude towards life and deals with a variety of topics encompassing the art of living. Is such a happy and carefree philosophy of life relevant today?
Why don’t you give it a try and see for yourself.Slowly, unhurriedly, relaxingly, thoroughly, do peruse this classic masterpiece, absorb the witty wisdom, reflect, try out, practice and incorporate whatever appeals to you in your daily life, ruminate, experiment, enjoy yourself, have a laugh, change your lifestyle, enhance your quality of life, elevate your plane of living, and maybe your entire way of life may change forever.
Dear Reader, I commend this delightfully illuminating book. Though enunciated with a touch of humor, the thoughts are profound. Do get a copy of The Importance of Living and read it leisurely. I’m sure you will find a copy at your nearest bookstore or in your library. And don’t forget to tell us how you liked it, and whether it changed your way of life for the better.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
mailto:vikramkarve@sify.com
mailto:vikramkarve@hotmail.com
http://vikramkarve.sulekha.com/
http://www.linkedin.com/in/karve
http://www.ryze.com/go/karve
Book Review of THE IMPORTANCE OF LIVING by LIN YUTANG
[A book that enriched my life and taught me the art of living]
Reviewed by VIKRAM KARVE
[A book that enriched my life and taught me the art of living]
Title: THE IMPORTANCE OF LIVING
Author: LIN YUTANG
Published: 1937 ( New York , USA ), Indian Edition: 1960 JAICO Mumbai
ISBN: 81-7224-829
There is one book you will never find in my bookcase – you will always find it by my bedside near my pillow. At night, just before I go to sleep, I open this book to any random page, and read on till I drift off to blissful idyllic sleep.
The name of this book, which has had a profound defining effect on me, maybe even subconsciously shaped my philosophy of life, is called: The Importance of Living written in 1937 by the Chinese philosopher Lin Yutang.
But first, let me tell you a story, maybe apocryphal, about a scholar who had thoroughly studied the Bhagavad Gita for many years, considered himself an expert, traveled far and wide delivering discourses on the teachings of the Gita and was widely acknowledged as an authority on the subject. The scholar's ultimate desire was to deliver a discourse on the Bhagavad Gita at Benares , which was the sanctum sanctorum of learning.
So he went to Benares , and impressed by the scholar’s erudition and fame, the King of Benares invited the scholar to deliver a discourse on the Bhagavad Gita in his court. All the wise men of Benares assembled to hear the Scholar, but just as he began to speak the King interrupted him and told him to read the Bhagavad Gita one more time in the evening and deliver his discourse the next day. The Scholar was furious but he had no choice but to comply with the king’s wishes.
As he read the Bhagavad Gita with full concentration in the evening, he realized some new meanings and updated his speech accordingly. Next day the same thing happened – the moment the scholar began to speak the King interrupted him and told him to read the Gita once more and then come the next day to give his lecture. And again as the Scholar read the Gita he comprehended some new wisdom – something he hadn’t perceived before. So he incorporated his new findings and proceeded to deliver his talk.
Once again the same thing happened – the king interrupted him and told him to read the Gita once more before he gave his discourse. And again the scholar discovered some new wisdom in the Gita. This cycle went on for days and days till the scholar realized how ignorant he was and how much more there was to learn from the Bhagavad Gita that he gave up the idea of delivering the discourse and decided to totally devote his entire efforts to the study of the Bhagavad Gita.
Days passed, and suddenly one morning, when the scholar was deeply immersed in his study, the King went to the scholar’s house, sat before him with folded hands and requested the scholar to enlighten him about the teachings of the Bhagavad Gita.
It’s the same with any great book. Every time you read it, something new emerges, and you realize you have so much more to learn from it. I have read The Importance of Living innumerable times, again and again, with renewed pleasure, and every time I read it I imbibe a special different philosophical flavor, and grasp new wisdom, which delves on all aspects of the art of living, and I have realized that there is more significance and value in Lin Yutang’s magnum opus than I am capable of appreciating. So let me not be as presumptuous as to attempt to evaluate this classic treatise – I’ll just try to gently pilot you along in random vignettes to give you a flavor of this delightful philosophical gem.
Let’s open this delightful book to a few random pages, read some lines to give you glimpse into the wisdom on the art of living contained in this masterpiece. In the section on Leisure and Friendship are these words: “Only those who take leisurely what the people of the world are busy about can be busy about what the people of the world take leisurely”. Reflect on this, let these words perambulate in your mind for some time. There is nothing that man enjoys more than leisure. The highest value of time is when you are doing what you love and want to do. During leisure you are free to choose what you want to do and enjoy doing. Leisure enables you to realize the highest value of your time!
Tell me, why do you work?Is it for job satisfaction, "on the job"? Or is it to earn money "on the job" so that you can enjoy satisfaction "off the job", to enhance the quality of your free time? In fact, most of us work for our leisure, because there is nothing we enjoy more than leisure. Elaborating on a theory of leisure the book says: “Time is useful because it is not being used. Leisure is like unoccupied floor space in a room…it is that unoccupied space which makes a room habitable, as it is our leisure hours which make our life endurable”.
Those who are wise won’t be busy, and those who are too busy can’t be wise.
Enunciating the distinction between Buddhism and Taoism: “The goal of the Buddhist is that he shall not want anything, while the goal of the Taoist is that he shall not be wanted at all”, the author describes the tremendous advantages of obscurity, and deduces that only he who is not wanted by the public can be a carefree individual. It is true isn’t it – only he who is a carefree individual can be a happy human being? Lin Yutang deliberates delightfully on his philosophical view: “Nothing matters to a man who says nothing matters”.
“How are we to live? How shall we enjoy life, and who can best enjoy life?” The feast of life is before us; the only question is what appetite we have for it.
The appetite is vital, not the feast. This delightful treatise gives us insights on how to develop, enhance and refine our appetites in order to enjoy various facets of living. The capacity for true enjoyment comes from an inner richness in a man who loves the simple ways of life. There is always plenty of life to enjoy for a man who is determined to enjoy it.
You may find some of the author’s views a bit passé – “mere relationship between man and woman is not sufficient; the relationship must result in babies, or it is incomplete” or “woman reaches her noblest status only as a mother, and that wife who by choice refuses to become a mother… loses a great part of her dignity…and stands in danger of becoming a plaything” or “a natural man loves his children, but a cultured man loves his parents” or “The art of attaining happiness consists in keeping your pleasures mild” or “It is against the will of God to eat delicate food hastily, to pass gorgeous views hurriedly, to express deep sentiments superficially, to pass a beautiful day steeped in food and drink, and to enjoy your wealth steeped in luxuries” – think about it, reflect a bit, and you may detect a iota of authenticity in these nuggets.
The book has fourteen chapters, embellished with epigrams, teaching stories, ancient wisdom and wit, on various aspects of the importance and enjoyment of living and once you start reading it this book is indeed so engrossing that it is truly unputdownable. The Importance of Loafing, The Enjoyment of the Home, Nature, Travel, Culture, The Arts of Thinking, Eating, Reading , Writing, Loving, Happiness – the range and variety of topics covered indeed make fascinating reading.
Reading is the greatest of all joys. Extolling the virtues and charm of reading, Lin Yutang says: “The man who has not the habit of reading is imprisoned in his immediate world…the reader is always carried away into a world of thought and reflection”, and on writing: “a writing is always better when it is one’s own, and a woman is always lovelier when she is somebody else’s wife”. “He who is afraid to use an ‘I’ in his writing will never make a good writer” and “anyone who reads a book with a sense of obligation does not understand the art of reading… to be thoroughly enjoyed, reading must be entirely spontaneous…you can leave the books that you don’t like alone, and let other people read them!”
The best way to read The Importance of Living is to open any page and browse whatever appeals to you, randomly, in an unstructured and haphazard manner. Think of yourself as a traveler in the philosophical or spiritual domain. The essence of travel is to have no destination. A good traveler is one who does not know where he is going to; a perfect traveler does not know where he came from! A true traveler is always a vagabond – he travels to see nothing, to see nobody, with plenty of time and leisure, with the true motive to become lost and unknown.
Are you the ambitious competitive go-getter obsessed with an overpowering desire for achieving quick success – craving for power, wealth, fame, and the status and money-oriented aspects of life?Do you value material possessions more than peace of mind? Is external achievement more important than inner tranquility?
If your answer to any of the questions is “Yes”, then please don’t bother to read this book now, as you may be too “busy” in your own competitive rat race of your own making and probably you don’t have any time to “waste” on anything that doesn’t give you something tangible in return – a solid material ROI (Return on Investment) for investing your valuable time and effort reading this book. But please don’t forget to read The Importance of Living after you’ve burned out, had a heart attack or suffered a nervous breakdown – when you’ll have plenty of time and, perhaps, the inclination, to reflect, contemplate, and delve more deeply upon the more intangible philosophical aspects of life – and ruminate on how you could have obviated that stressful burn-out, agonizing heart attack or traumatic nervous breakdown. Here’s Lin Yutang’s take: “Those who are wise won’t be busy, and those who are too busy can’t be wise.”
If you are happy here and now, wherever you are, in whatever state you are, and you are truly content with what you have, you place living above thinking, and are interested in savoring the feast of life and its joys, then this witty philosophical treatise on the art of living in its entirety is the book for you.
The Importance of Living presents an uncomplicated approach to living life to its fullest in today's rapidly changing, fast paced, competitive, ambition dominated, money and status oriented, commercialized world, enabling each one of us to enjoy inner peace and happiness.
Sometimes, it is a great pity to read a good book too early in life.
The first impression is the one that counts. Young people should be careful in their reading, as old people in eating their food. They should not eat too much. They should chew it well. Like you should eat gourmet food only when you are ready for it, you should read a good book only when you are ready for it. Mature wisdom cannot be appreciated until one becomes mature.
But The Importance of Living is a book for all ages. Of 1937 vintage, an ancestor and precursor of modern "self-help" books, it is a delightful philosophical treatise, which advocates a humorous and vagabond attitude towards life and deals with a variety of topics encompassing the art of living. Is such a happy and carefree philosophy of life relevant today?
Why don’t you give it a try and see for yourself.Slowly, unhurriedly, relaxingly, thoroughly, do peruse this classic masterpiece, absorb the witty wisdom, reflect, try out, practice and incorporate whatever appeals to you in your daily life, ruminate, experiment, enjoy yourself, have a laugh, change your lifestyle, enhance your quality of life, elevate your plane of living, and maybe your entire way of life may change forever.
Dear Reader, I commend this delightfully illuminating book. Though enunciated with a touch of humor, the thoughts are profound. Do get a copy of The Importance of Living and read it leisurely. I’m sure you will find a copy at your nearest bookstore or in your library. And don’t forget to tell us how you liked it, and whether it changed your way of life for the better.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
mailto:vikramkarve@sify.com
mailto:vikramkarve@hotmail.com
http://vikramkarve.sulekha.com/
http://www.linkedin.com/in/karve
http://www.ryze.com/go/karve
Book Review of THE IMPORTANCE OF LIVING by LIN YUTANG
[A book that enriched my life and taught me the art of living]
Reviewed by VIKRAM KARVE
Saturday, November 15, 2008
The SHOR Paradigm - Decision Management
The SHOR Paradigm - Decision Management in Uncertainty
By
VIKRAM KARVE
“The man who insists upon seeing with perfect clearness before he decides, never decides” …Frederic Amiel
Decision-making is so pervasive that everyone, professionally or personally, is involved with making a variety of decisions.
In today’s fast-moving world, the timing of a decision is of paramount importance in many decision-making situations. In real life even the “perfect” decision may not be optimal if it is made too late.
Information is a vital resource in decision-making. One of the most important characteristics of successful managers is the ability to make the correct decision when confronted with imperfect or insufficient information (i.e.) Decision-making under conditions of uncertainty.
In the context of decision-processing, two realms or domains of uncertainty are:
1. Information Input Uncertainty which creates the need for hypothesis generation and evaluation;
2. Consequence-of-Action Uncertainty which creates the need for option generation and evaluation.
THE SHOR PARADIGM
A decision taxonomy: The Stimulus – Hypothesis – Options – Response (SHOR) paradigm, formulated by Wohl, is useful in such decision situations. The SHOR paradigm represents a qualitative, descriptive, model as distinct from a quantitative, predictive model, and comprises three primary decision-making task elements:
S: Stimulus - Input Data Processing
H: Hypothesis Generation, Hypothesis Evaluation, Information Processing [What is?]
O: Option Generation, Option Evaluation, Decision-Making [What if?]
R: Response - Output Action
The SHOR paradigm is basically an extension of the classical Stimulus – Response (SR) Paradigm of behaviourist psychology. The SHOR paradigm provides explicitly for the necessity to deal with information input uncertainty and consequence-of-action uncertainty, and helps us understand some of the peculiar human factors that affect the quality of the decision-making and answering questions such as:
What makes some decision-makers perform better than others, especially in placing high-value assets at risk, in business?
What are the sources and dimensions of “poor” performance?
HUMAN ERRORS IN DECISION-MAKING
Based on the SHOR Model, human errors in decision-making appear to lie in four domains:
(S) Stimulus: “I didn’t know…”
(H) Hypothesis: “I didn’t understand…”
(O) Options: “I didn’t consider…”
(R) Response: “I didn’t act…”
Stimulus based errors of the type “I didn’t know…” result from lack or inadequacy of information, the true inability to obtain information.
“I didn’t understand…” is the fundamental result of information input uncertainty, while “I didn’t consider…” is the product of consequence-of-action uncertainty.
It is possible to have accessed all significant information, to have developed the correct hypothesis and to have selected the best option and yet fail to take appropriate action. The two possible reasons for the “I didn’t act…” type of response error are:
1. Paralysis: This is a complete failure to act, the pathological ‘observation of an inevitable course’ without intervention. It is caused by an over-riding emotional struggle in which some internal factor is being placed in conflict with the course of action selected by the decision-maker. The final scene in the evergreen classic film The Bridge on the River Kwai (1957) exemplifies such a situation.
2. Misjudgement: The decision-maker correctly decides what to do but errs in either or both of the two dimensions – how [the specifics of the action] or when [the timing of the action].
Prediction of the critical consequences of inaction may be of some help in dealing with paralysis whilst the ability to perform sensitivity analyses may assist in alleviating misjudgement.
Any Decision-Maker [and designers of decision aids] must address the four cardinal types of errors epitomized by the SHOR paradigm: “I didn’t know…”, “I didn’t understand…”, “I didn’t consider…” and “I didn’t act…”
DECISION-MAKING IN UNCERTAINTY
In the context of decision-making in uncertainty, the conflict theory paradigm developed by Janis and Mann may be apt. This paradigm postulates five patterns of coping behaviour which tends to occur in such situations:
1. Unconflicted Adherence in which the uncertain, or risk, information is ignored and the decision-maker complacently decides to continue whatever he has been doing.
2. Unconflicted Change to a new course of action, where the decision-maker uncritically adopts whichever new course of action is most salient, obvious or strongly recommended.
3. Defensive Avoidance in which the decision-maker evades conflict by procrastinating, shifting responsibility to someone else, or constructing wishful rationalisations and remaining selectively inattentive to corrective information.
4. Hypervigilance wherein the decision-maker searches frantically for a way out of the dilemma and impulsively seizes upon a hastily contrived solution that seems to promise immediate relief, overlooking the full range of consequences of his choice because of emotional excitement, repetitive thinking and cognitive constriction. In its most extreme form hypervigilance is referred to as “panic”.
5. Concerned Vigilance in which the decision-maker optimally processes pertinent information, generates and evaluates hypotheses and options before selecting a response as characterised by the SHOR paradigm.
In many real-life situations a decision-maker cannot always keep waiting until the entire information-input and consequence-of-action conditions are known a priori with certainty. In most cases there is no such thing as “perfect” certainty.
If a single most important characteristic is crucial to a decision-maker in any field, it is the ability to make optimal decisions in conditions of uncertainty. Qualitative descriptive models like the SHOR paradigm may prove useful in such situations.
To quote Frederic Amiel once again: “The man who insists upon seeing with perfect clearness before he decides, never decides”.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
vikramkarve@sify.com
vikramkarve@hotmail.com
http://www.linkedin.com/in/karve
http://vikramkarve.sulekha.com/
http://www.ryze.com/go/karve
By
VIKRAM KARVE
“The man who insists upon seeing with perfect clearness before he decides, never decides” …Frederic Amiel
Decision-making is so pervasive that everyone, professionally or personally, is involved with making a variety of decisions.
In today’s fast-moving world, the timing of a decision is of paramount importance in many decision-making situations. In real life even the “perfect” decision may not be optimal if it is made too late.
Information is a vital resource in decision-making. One of the most important characteristics of successful managers is the ability to make the correct decision when confronted with imperfect or insufficient information (i.e.) Decision-making under conditions of uncertainty.
In the context of decision-processing, two realms or domains of uncertainty are:
1. Information Input Uncertainty which creates the need for hypothesis generation and evaluation;
2. Consequence-of-Action Uncertainty which creates the need for option generation and evaluation.
THE SHOR PARADIGM
A decision taxonomy: The Stimulus – Hypothesis – Options – Response (SHOR) paradigm, formulated by Wohl, is useful in such decision situations. The SHOR paradigm represents a qualitative, descriptive, model as distinct from a quantitative, predictive model, and comprises three primary decision-making task elements:
S: Stimulus - Input Data Processing
H: Hypothesis Generation, Hypothesis Evaluation, Information Processing [What is?]
O: Option Generation, Option Evaluation, Decision-Making [What if?]
R: Response - Output Action
The SHOR paradigm is basically an extension of the classical Stimulus – Response (SR) Paradigm of behaviourist psychology. The SHOR paradigm provides explicitly for the necessity to deal with information input uncertainty and consequence-of-action uncertainty, and helps us understand some of the peculiar human factors that affect the quality of the decision-making and answering questions such as:
What makes some decision-makers perform better than others, especially in placing high-value assets at risk, in business?
What are the sources and dimensions of “poor” performance?
HUMAN ERRORS IN DECISION-MAKING
Based on the SHOR Model, human errors in decision-making appear to lie in four domains:
(S) Stimulus: “I didn’t know…”
(H) Hypothesis: “I didn’t understand…”
(O) Options: “I didn’t consider…”
(R) Response: “I didn’t act…”
Stimulus based errors of the type “I didn’t know…” result from lack or inadequacy of information, the true inability to obtain information.
“I didn’t understand…” is the fundamental result of information input uncertainty, while “I didn’t consider…” is the product of consequence-of-action uncertainty.
It is possible to have accessed all significant information, to have developed the correct hypothesis and to have selected the best option and yet fail to take appropriate action. The two possible reasons for the “I didn’t act…” type of response error are:
1. Paralysis: This is a complete failure to act, the pathological ‘observation of an inevitable course’ without intervention. It is caused by an over-riding emotional struggle in which some internal factor is being placed in conflict with the course of action selected by the decision-maker. The final scene in the evergreen classic film The Bridge on the River Kwai (1957) exemplifies such a situation.
2. Misjudgement: The decision-maker correctly decides what to do but errs in either or both of the two dimensions – how [the specifics of the action] or when [the timing of the action].
Prediction of the critical consequences of inaction may be of some help in dealing with paralysis whilst the ability to perform sensitivity analyses may assist in alleviating misjudgement.
Any Decision-Maker [and designers of decision aids] must address the four cardinal types of errors epitomized by the SHOR paradigm: “I didn’t know…”, “I didn’t understand…”, “I didn’t consider…” and “I didn’t act…”
DECISION-MAKING IN UNCERTAINTY
In the context of decision-making in uncertainty, the conflict theory paradigm developed by Janis and Mann may be apt. This paradigm postulates five patterns of coping behaviour which tends to occur in such situations:
1. Unconflicted Adherence in which the uncertain, or risk, information is ignored and the decision-maker complacently decides to continue whatever he has been doing.
2. Unconflicted Change to a new course of action, where the decision-maker uncritically adopts whichever new course of action is most salient, obvious or strongly recommended.
3. Defensive Avoidance in which the decision-maker evades conflict by procrastinating, shifting responsibility to someone else, or constructing wishful rationalisations and remaining selectively inattentive to corrective information.
4. Hypervigilance wherein the decision-maker searches frantically for a way out of the dilemma and impulsively seizes upon a hastily contrived solution that seems to promise immediate relief, overlooking the full range of consequences of his choice because of emotional excitement, repetitive thinking and cognitive constriction. In its most extreme form hypervigilance is referred to as “panic”.
5. Concerned Vigilance in which the decision-maker optimally processes pertinent information, generates and evaluates hypotheses and options before selecting a response as characterised by the SHOR paradigm.
In many real-life situations a decision-maker cannot always keep waiting until the entire information-input and consequence-of-action conditions are known a priori with certainty. In most cases there is no such thing as “perfect” certainty.
If a single most important characteristic is crucial to a decision-maker in any field, it is the ability to make optimal decisions in conditions of uncertainty. Qualitative descriptive models like the SHOR paradigm may prove useful in such situations.
To quote Frederic Amiel once again: “The man who insists upon seeing with perfect clearness before he decides, never decides”.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
vikramkarve@sify.com
vikramkarve@hotmail.com
http://www.linkedin.com/in/karve
http://vikramkarve.sulekha.com/
http://www.ryze.com/go/karve
Wednesday, November 12, 2008
Information Systems
Book Review by Vikram Karve
Title: Information, Systems and Information Systems – making sense of the field
Authors: Peter Checkland and Sue Howell
John Wiley & Sons (1988)
ISBN 0-471-95820-4
Information Technology [IT] is the buzzword of today. IT is ubiquitous; today you are connected with IT in some way or the other, and everyone seems to be rushing to join the IT bandwagon.
A few years ago, till the nineteen eighties, there were courses in Electrical, Electronics, Communications and Telecommunications Engineering and later in Computer Science and Engineering, but now there are dedicated courses specifically in Information Technology, and almost all Engineers, and even pure scientists and others, irrespective of their specializations, are rushing to take up jobs in IT and IT Enabled Services.
The Management guys have also joined the fray and added a “management” dimension to IT by offering MBA courses in “IT Management”.
What exactly is IT? Maybe the phrase Information Technology or “IT” was coined to mark the convergence of two technologies that had been traditionally separate: “Computing” and “Communications” and the confluence of several streams of development including electronics, microelectronics, computer science, telecommunications, software engineering and systems analysis.
There are a large number of books and extensive literature on the content of Information Technology.
This book is a significant treatise on the context of Information Technology.
The principal author Peter Checkland is a pioneering researcher in the field of Systems Engineering and Management and has developed breakthrough concepts like Soft Systems Methodology [SSM] and written the seminal classic “Systems Thinking, Systems Practice”. The co-author Sue Holwell has a rich and varied professional experience in systems design and implementation, information strategy and communication networks.
This book has eight chapters arranged in four parts.
In the first part on “The Field of Information Systems and its Problems” the authors deliberate on the basic concepts pertaining to Information Systems [IS] and Information Technology [IT], distinguish between the “Hard” (objective positivistic scientific) and “Soft” (subjective interpretative) schools of thought in the context of Management Information Systems [MIS], and introduce the reader to the fundamentals of Soft System Methodologies [SSM].
The “meat” of the book is in Part Two whose two chapters elucidate on the application of the developed Information System Management concepts to organizations and describe the “information continuum” – the linkages between data, information and knowledge. Parts Three and Four of the book substantiate these hypotheses with experiential examples from as early as World War II and drives home the point that the evolution and development of the science of Information Systems [IS] owes nothing to computers which did not exist in 1940, makes it clear that IS is not the same as IT, reminds us that computers are a mere means of IS, and cautions us against falling into the trap of “technological determinism” resulting from the prevalent propensity to overly focus on computer-based IT and allow technology to take charge of our actions.
The book is aptly adorned with simple illustrations which facilitate ease of understanding. As the dust jacket says, the book is a work of conceptual cleansing and presents a well-argued account of IS and IT which is both holistic and coherent. I recommend this remarkable book to Information Technology, Engineering and Management Students and Professionals – reading it will certainly enhance their conceptual understanding of Information Systems and Technology.
[Book Review by Vikram Karve]
http://www.linkedin.com/in/karve
http://vikramkarve.sulekha.com/
vikramkarve@hotmail.com
vikramkarve@sify.com
Title: Information, Systems and Information Systems – making sense of the field
Authors: Peter Checkland and Sue Howell
John Wiley & Sons (1988)
ISBN 0-471-95820-4
Information Technology [IT] is the buzzword of today. IT is ubiquitous; today you are connected with IT in some way or the other, and everyone seems to be rushing to join the IT bandwagon.
A few years ago, till the nineteen eighties, there were courses in Electrical, Electronics, Communications and Telecommunications Engineering and later in Computer Science and Engineering, but now there are dedicated courses specifically in Information Technology, and almost all Engineers, and even pure scientists and others, irrespective of their specializations, are rushing to take up jobs in IT and IT Enabled Services.
The Management guys have also joined the fray and added a “management” dimension to IT by offering MBA courses in “IT Management”.
What exactly is IT? Maybe the phrase Information Technology or “IT” was coined to mark the convergence of two technologies that had been traditionally separate: “Computing” and “Communications” and the confluence of several streams of development including electronics, microelectronics, computer science, telecommunications, software engineering and systems analysis.
There are a large number of books and extensive literature on the content of Information Technology.
This book is a significant treatise on the context of Information Technology.
The principal author Peter Checkland is a pioneering researcher in the field of Systems Engineering and Management and has developed breakthrough concepts like Soft Systems Methodology [SSM] and written the seminal classic “Systems Thinking, Systems Practice”. The co-author Sue Holwell has a rich and varied professional experience in systems design and implementation, information strategy and communication networks.
This book has eight chapters arranged in four parts.
In the first part on “The Field of Information Systems and its Problems” the authors deliberate on the basic concepts pertaining to Information Systems [IS] and Information Technology [IT], distinguish between the “Hard” (objective positivistic scientific) and “Soft” (subjective interpretative) schools of thought in the context of Management Information Systems [MIS], and introduce the reader to the fundamentals of Soft System Methodologies [SSM].
The “meat” of the book is in Part Two whose two chapters elucidate on the application of the developed Information System Management concepts to organizations and describe the “information continuum” – the linkages between data, information and knowledge. Parts Three and Four of the book substantiate these hypotheses with experiential examples from as early as World War II and drives home the point that the evolution and development of the science of Information Systems [IS] owes nothing to computers which did not exist in 1940, makes it clear that IS is not the same as IT, reminds us that computers are a mere means of IS, and cautions us against falling into the trap of “technological determinism” resulting from the prevalent propensity to overly focus on computer-based IT and allow technology to take charge of our actions.
The book is aptly adorned with simple illustrations which facilitate ease of understanding. As the dust jacket says, the book is a work of conceptual cleansing and presents a well-argued account of IS and IT which is both holistic and coherent. I recommend this remarkable book to Information Technology, Engineering and Management Students and Professionals – reading it will certainly enhance their conceptual understanding of Information Systems and Technology.
[Book Review by Vikram Karve]
http://www.linkedin.com/in/karve
http://vikramkarve.sulekha.com/
vikramkarve@hotmail.com
vikramkarve@sify.com
Tuesday, November 11, 2008
A Dissertation Paper on Soft Sytems Modelling
DESIGN OF FUTURISTIC ELECTROMAGNETIC CONFLICT (EC) SYSTEMS USING SOFT SYSTEMS MODELLING - SYSTEM DYNAMICS (SSM-SD) METHODOLOGY
RAJESH DEBNATH and V W KARVE
Proceedings of the International Conference on Electromagnetic Interference and Compatibility 1999. 6-8 Dec. 1999 Page(s):143 - 148
Please click the link and read:
http://www.ieeexplore.ieee.org/stamp/stamp.jsp?arnumber=871616&isnumber=18881
Regards
Vikram Karve
RAJESH DEBNATH and V W KARVE
Proceedings of the International Conference on Electromagnetic Interference and Compatibility 1999. 6-8 Dec. 1999 Page(s):143 - 148
Please click the link and read:
http://www.ieeexplore.ieee.org/stamp/stamp.jsp?arnumber=871616&isnumber=18881
Regards
Vikram Karve
Master of Engineering ME Dissertations
Master of Engineering [ME] Dissertations guided by Prof Vikram Waman Karve at IAT [DIAT] Pune for ME [Electronics & Telecom] degree of University of Pune.
[Copies are available in DIAT Deemed University Library and University of Pune]
Year: 1992
1. Application of knowledge based systems in naval command and control / Manoj Bhatt
Author(s) : Bhatt, M. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1992
2. Simulation studies in naval threat scenario / S. Srinivasan
Author(s) : Srinivasan, S. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1992
3. Strap down inertial navigation system algorithms / C. Dayanand
Author(s) : Dayanand, C. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1992
Year: 1995
4. Active sonar target classification using neural networks / Subroto Ghosh
Author(s) : Ghosh, S. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1995
5. Design of a hierarchy based information security system for multiuser computer systems and networks / P.P. Kulkarni
Author(s) : Kulkarni, P.P. ; Karve , V.W. Guide
Publisher : Pune : DIAT, 1995
6. Expert system application for multi sensor data fusion in robotic systems / P.K. Gupta
Author(s) : Gupta, P.K. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1995
7. Sonar based application of neural network / S. Ghosh
Author(s) : Ghosh, S. ; Karve, V.W. Guide
Publisher : Pune : DIAT - Seminar Paper
8. Fuzzy logic in navy / Subroto Ghosh
Author(s) : Ghosh, S. ; Karve, V.W. Guide
Publisher : Pune : DIAT - Seminar Paper
[To be continued…]
[Copies are available in DIAT Deemed University Library and University of Pune]
Year: 1992
1. Application of knowledge based systems in naval command and control / Manoj Bhatt
Author(s) : Bhatt, M. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1992
2. Simulation studies in naval threat scenario / S. Srinivasan
Author(s) : Srinivasan, S. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1992
3. Strap down inertial navigation system algorithms / C. Dayanand
Author(s) : Dayanand, C. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1992
Year: 1995
4. Active sonar target classification using neural networks / Subroto Ghosh
Author(s) : Ghosh, S. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1995
5. Design of a hierarchy based information security system for multiuser computer systems and networks / P.P. Kulkarni
Author(s) : Kulkarni, P.P. ; Karve , V.W. Guide
Publisher : Pune : DIAT, 1995
6. Expert system application for multi sensor data fusion in robotic systems / P.K. Gupta
Author(s) : Gupta, P.K. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1995
7. Sonar based application of neural network / S. Ghosh
Author(s) : Ghosh, S. ; Karve, V.W. Guide
Publisher : Pune : DIAT - Seminar Paper
8. Fuzzy logic in navy / Subroto Ghosh
Author(s) : Ghosh, S. ; Karve, V.W. Guide
Publisher : Pune : DIAT - Seminar Paper
[To be continued…]
A Dissertation Paper on EMI / EMC Modelling
EXPERT SYSTEM USING ELECTROMAGNETIC INTERFERENCE
AND ELECTROMAGNETIC COMPATIBILITY BASED CRITERIA
FOR SHIP DESIGN, WEAPON SELECTION AND EVALUATION
MANOJ TAYAL and VIKRAM WAMAN KARVE
Proceedings of the International Conference on Electromagnetic lnterference and Compatibility 1997 [3-5 Dec. 1997] Page(s): 87 - 92
Please click the link below to read the paper:
http://www.ieeexplore.ieee.org/stamp/stamp.jsp?arnumber=669772&isnumber=14770
Regards
Vikram Karve
AND ELECTROMAGNETIC COMPATIBILITY BASED CRITERIA
FOR SHIP DESIGN, WEAPON SELECTION AND EVALUATION
MANOJ TAYAL and VIKRAM WAMAN KARVE
Proceedings of the International Conference on Electromagnetic lnterference and Compatibility 1997 [3-5 Dec. 1997] Page(s): 87 - 92
Please click the link below to read the paper:
http://www.ieeexplore.ieee.org/stamp/stamp.jsp?arnumber=669772&isnumber=14770
Regards
Vikram Karve
Saturday, November 8, 2008
Time Management Value Paradigm
Do You Add Value When You Spend Time?
[Time Management – The Value Paradigm]
By
VIKRAM KARVE
Time is a series or succession of events.
Controlling life means controlling time.
Controlling time means controlling events.
Thus “Time Management” is “Event Control”.
Time Management is inextricably linked with event control and boils down to selecting, planning and managing your events or activities.
For every event or activity you do, you spend time and add value – yes, ask yourself, are you adding enough value to your life when you spend your time, a vital resource which once you spend is gone forever and you can never replenish.
This value-addition can be in various domains – material, intellectual, familial, health, spiritual – and spending more time on a certain activity may get you value-addition benefits in the domain of your interest, your cardinal values.
Do you value happiness?
If so, how much time are you spending on activities that make you happy?
It is in your hands to exercise control on your activities, actions and events.
If you can control the events in your life you can manage your time and achieve inner peace and happiness.
Some events are in your control and some are not.
You must learn to distinguish between what you can control and what you cannot control and focus on those events you can control and gradually increase your span of control.
As long as you live your life in such a way that your happiness is dependent upon things you cannot control, you will be a puppet in the hands of external circumstances and entities.
Remember happiness happens “inside-out”, not “outside-in” - happiness comes from within you, not to you - it is a product of the mind, of attitude, of thought.
So the best way is to spend maximum time on high value activities – the highest value uses of time comprise things which advance your overall purpose in life and things you have always wanted to do.
Introspect, analyze and find out your own high value and low value uses of time.
We have all the time in the world. Reflect on what really matters to you. Stop doing anything that you do not value or doesn’t make you happy.
Be eccentric in your use of time. Slow down. Purge your diary. Allow an hour each day for exercise that you enjoy; for instance, most people who don’t think they are athletic still enjoy a good walk in the country alone or with a friend. Dump your cell phone. As long as it won’t get you fired, stop going to meetings or events that bore you.
Reclaim all your trivial uses of time so you have more time for yourself, people you care about and things you value the most.
Spend Time, Add Value.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
vikramkarve@sify.com
[Time Management – The Value Paradigm]
By
VIKRAM KARVE
Time is a series or succession of events.
Controlling life means controlling time.
Controlling time means controlling events.
Thus “Time Management” is “Event Control”.
Time Management is inextricably linked with event control and boils down to selecting, planning and managing your events or activities.
For every event or activity you do, you spend time and add value – yes, ask yourself, are you adding enough value to your life when you spend your time, a vital resource which once you spend is gone forever and you can never replenish.
This value-addition can be in various domains – material, intellectual, familial, health, spiritual – and spending more time on a certain activity may get you value-addition benefits in the domain of your interest, your cardinal values.
Do you value happiness?
If so, how much time are you spending on activities that make you happy?
It is in your hands to exercise control on your activities, actions and events.
If you can control the events in your life you can manage your time and achieve inner peace and happiness.
Some events are in your control and some are not.
You must learn to distinguish between what you can control and what you cannot control and focus on those events you can control and gradually increase your span of control.
As long as you live your life in such a way that your happiness is dependent upon things you cannot control, you will be a puppet in the hands of external circumstances and entities.
Remember happiness happens “inside-out”, not “outside-in” - happiness comes from within you, not to you - it is a product of the mind, of attitude, of thought.
So the best way is to spend maximum time on high value activities – the highest value uses of time comprise things which advance your overall purpose in life and things you have always wanted to do.
Introspect, analyze and find out your own high value and low value uses of time.
We have all the time in the world. Reflect on what really matters to you. Stop doing anything that you do not value or doesn’t make you happy.
Be eccentric in your use of time. Slow down. Purge your diary. Allow an hour each day for exercise that you enjoy; for instance, most people who don’t think they are athletic still enjoy a good walk in the country alone or with a friend. Dump your cell phone. As long as it won’t get you fired, stop going to meetings or events that bore you.
Reclaim all your trivial uses of time so you have more time for yourself, people you care about and things you value the most.
Spend Time, Add Value.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
vikramkarve@sify.com
Friday, November 7, 2008
TECHNOLOGY MANAGEMENT - HUMAN ISSUES
TECHNOLOGY MANAGEMENT: HUMAN ISSUES
by
VIKRAM KARVE
The critical issues of technological change involve people, before profits. To anticipate signs of change when planning and implementing new technology, managers must ask questions such as the following:
• What individual and organizational values are shifting?
• How will working conditions change?
• How will the change affect organizational and/or individual responsibility?
• Who must be re-skilled?
Seeking answers to these questions will enable managers to shift their focus from profit maximization to a concern about the integrated organization.
WHAT INDIVIDUAL AND ORGANIZATIONAL VALUES ARE SHIFTING?
Traditionally, people chose to use new technology to perform dangerous, difficult or dirty tasks [3D’s], to meet a perceived need or because of a preference for a specific value.
Today, technology fosters value.
An unintended result is that it is technology, rather than human personnel, which drives and grows the organization; employees facilitate the objectives of technology.
Therefore, managers within technology-driven organizations must consider three questions:
• What individual and organizational values are shifting?
• Will the adoption of new technology devalue individuals?
• How can the new technology assist in the attainment of individual and organizational objectives simultaneously?
HOW WILL TECHNOLOGY CHANGE WORKING CONDITIONS?
Managers often exploit employees to work long hours under technology driven working conditions and endure undue stress. When profits are pre-eminent, managers use technology to control and monitor employers with the aim of maximizing output.
Employees tolerate managerial manipulation because they want rewards and job security. With fear and insecurity as the prime motivators, employees tolerate stress, invasion of privacy, and expanded job descriptions in exchange for job security.
Before implementing technological change, managers must seek the balance between control and dignity, to enrich rather than degrade employees, and prevent new technology from demoralizing the workforce.
HOW WILL TECHNOLOGICAL CHANGE AFFECT ORGANIZATIONAL AND INDIVIDUAL RESPONSIBILITY?
Technology brings with it the penalty of dependence. When employees rely solely or to a great extent on technology in their tasks, they can soon believe themselves incapable of responding without technology.
Therefore, if technology can replace individuals, technology can displace responsibility.
In the technology-driven organizations, employees run computers and operate machinery. With the computer as the brain and the machinery as the backbone of the organization, employees no longer assume responsibility for production.
Because work is an extension of self, workers who do not feel good about their work do not feel good about themselves. To deal with their depression and dissatisfaction, people look for solutions in self-defeating avenues and sources. Never finding the answer, they return to work and find their feelings of worthlessness reinforced.
In order to help indibiduals cast off this vision of themselves as inadequate and accept responsibility, managers can collaborate with employees to define and align goals with appropriate standards for mutual benefit. Managers can sustain and empower employees by sharing power and by holding employees responsible for output and for their security.
In this way, technology is the tool, and the organization is the environment in which employees seek satisfaction. As a result, the organization prospers.
WHO MUST BE RE-SKILLED?
If managers perceive technology as enhancing only the organization, the degree of change within tasks determines the extensiveness of re-skilling training. However, if their goal includes renewal of the human resource, training involves attitudinal, relational, and intra-organizational adjustment.
A comprehensive approach to training for technological change requires that managers perceive change as a process consisting of interdependent factors rather than merely training workers how to use new technology without considering behavioural, social, and contextual factors [Soft-Skills].
In addition to enhancing skills, managers must permit workers to express how they feel about their tasks as well as their changing roles and relationships with other employees. By doing so, managers learn how to interact with employees in the technologically changed environment to create a synergy of experience, power, and knowledge.
Some employees, however, know ho to play the organization, to impede interaction and, ultimately, curtail growth.
Responsible managers, committed to the integrity of the organization and its employees, must identify these manipulative employees, confront and challenge them to change, and, if necessary, remove them. Training for technological change requires courage as well as re-skilling.
Technological change involves people, not profits; therefore, the key to preparing for change is to understand how people react to technology. Managers must ask how values and responsibilities shift within their own organizations. They cannot mimic the strategies of other firms or rely on the tactics of consultants.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
mailto:vikramkarve@sify.com
vikramkarve@hotmail.com
http://vikramkarve.sulekha.com/
http://www.linkedin.com/in/karve
by
VIKRAM KARVE
The critical issues of technological change involve people, before profits. To anticipate signs of change when planning and implementing new technology, managers must ask questions such as the following:
• What individual and organizational values are shifting?
• How will working conditions change?
• How will the change affect organizational and/or individual responsibility?
• Who must be re-skilled?
Seeking answers to these questions will enable managers to shift their focus from profit maximization to a concern about the integrated organization.
WHAT INDIVIDUAL AND ORGANIZATIONAL VALUES ARE SHIFTING?
Traditionally, people chose to use new technology to perform dangerous, difficult or dirty tasks [3D’s], to meet a perceived need or because of a preference for a specific value.
Today, technology fosters value.
An unintended result is that it is technology, rather than human personnel, which drives and grows the organization; employees facilitate the objectives of technology.
Therefore, managers within technology-driven organizations must consider three questions:
• What individual and organizational values are shifting?
• Will the adoption of new technology devalue individuals?
• How can the new technology assist in the attainment of individual and organizational objectives simultaneously?
HOW WILL TECHNOLOGY CHANGE WORKING CONDITIONS?
Managers often exploit employees to work long hours under technology driven working conditions and endure undue stress. When profits are pre-eminent, managers use technology to control and monitor employers with the aim of maximizing output.
Employees tolerate managerial manipulation because they want rewards and job security. With fear and insecurity as the prime motivators, employees tolerate stress, invasion of privacy, and expanded job descriptions in exchange for job security.
Before implementing technological change, managers must seek the balance between control and dignity, to enrich rather than degrade employees, and prevent new technology from demoralizing the workforce.
HOW WILL TECHNOLOGICAL CHANGE AFFECT ORGANIZATIONAL AND INDIVIDUAL RESPONSIBILITY?
Technology brings with it the penalty of dependence. When employees rely solely or to a great extent on technology in their tasks, they can soon believe themselves incapable of responding without technology.
Therefore, if technology can replace individuals, technology can displace responsibility.
In the technology-driven organizations, employees run computers and operate machinery. With the computer as the brain and the machinery as the backbone of the organization, employees no longer assume responsibility for production.
Because work is an extension of self, workers who do not feel good about their work do not feel good about themselves. To deal with their depression and dissatisfaction, people look for solutions in self-defeating avenues and sources. Never finding the answer, they return to work and find their feelings of worthlessness reinforced.
In order to help indibiduals cast off this vision of themselves as inadequate and accept responsibility, managers can collaborate with employees to define and align goals with appropriate standards for mutual benefit. Managers can sustain and empower employees by sharing power and by holding employees responsible for output and for their security.
In this way, technology is the tool, and the organization is the environment in which employees seek satisfaction. As a result, the organization prospers.
WHO MUST BE RE-SKILLED?
If managers perceive technology as enhancing only the organization, the degree of change within tasks determines the extensiveness of re-skilling training. However, if their goal includes renewal of the human resource, training involves attitudinal, relational, and intra-organizational adjustment.
A comprehensive approach to training for technological change requires that managers perceive change as a process consisting of interdependent factors rather than merely training workers how to use new technology without considering behavioural, social, and contextual factors [Soft-Skills].
In addition to enhancing skills, managers must permit workers to express how they feel about their tasks as well as their changing roles and relationships with other employees. By doing so, managers learn how to interact with employees in the technologically changed environment to create a synergy of experience, power, and knowledge.
Some employees, however, know ho to play the organization, to impede interaction and, ultimately, curtail growth.
Responsible managers, committed to the integrity of the organization and its employees, must identify these manipulative employees, confront and challenge them to change, and, if necessary, remove them. Training for technological change requires courage as well as re-skilling.
Technological change involves people, not profits; therefore, the key to preparing for change is to understand how people react to technology. Managers must ask how values and responsibilities shift within their own organizations. They cannot mimic the strategies of other firms or rely on the tactics of consultants.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
mailto:vikramkarve@sify.com
vikramkarve@hotmail.com
http://vikramkarve.sulekha.com/
http://www.linkedin.com/in/karve
Monday, November 3, 2008
Information Technology - Concepts
Book Review by Vikram Karve
Title: Information, Systems and Information Systems – making sense of the field
Authors: Peter Checkland and Sue Howell
John Wiley & Sons (1988)
ISBN 0-471-95820-4
Information Technology [IT] is the buzzword of today. IT is ubiquitous; today you are connected with IT in some way or the other, and everyone seems to be rushing to join the IT bandwagon. A few years ago, till the nineteen eighties, there were courses in Electrical, Electronics, Communications and Telecommunications Engineering and later in Computer Science and Engineering, but now there are dedicated courses specifically in Information Technology, and almost all Engineers, and even pure scientists and others, irrespective of their specializations, are rushing to take up jobs in IT and IT Enabled Services. The Management guys have also joined the fray and added a “management” dimension to IT by offering MBA courses in “IT Management”.
What exactly is IT? Maybe the phrase Information Technology or “IT” was coined to mark the convergence of two technologies that had been traditionally separate: “Computing” and “Communications” and the confluence of several streams of development including electronics, microelectronics, computer science, telecommunications, software engineering and systems analysis.
There are a large number of books and extensive literature on the content of Information Technology. This book is a significant treatise on the context of Information Technology. The principal author Peter Checkland is a pioneering researcher in the field of Systems Engineering and Management and has developed breakthrough concepts like Soft Systems Methodology [SSM] and written the seminal classic “Systems Thinking, Systems Practice”. The co-author Sue Holwell has a rich and varied professional experience in systems design and implementation, information strategy and communication networks.
This book has eight chapters arranged in four parts. In the first part on “The Field of Information Systems and its Problems” the authors deliberate on the basic concepts pertaining to Information Systems [IS] and Information Technology [IT], distinguish between the “Hard” (objective positivistic scientific) and “Soft” (subjective interpretative) schools of thought in the context of Management Information Systems [MIS], and introduce the reader to the fundamentals of Soft System Methodologies [SSM].
The “meat” of the book is in Part Two whose two chapters elucidate on the application of the developed Information System Management concepts to organizations and describe the “information continuum” – the linkages between data, information and knowledge. Parts Three and Four of the book substantiate these hypotheses with experiential examples from as early as World War II and drives home the point that the evolution and development of the science of Information Systems [IS] owes nothing to computers which did not exist in 1940, makes it clear that IS is not the same as IT, reminds us that computers are a mere means of IS, and cautions us against falling into the trap of “technological determinism” resulting from the prevalent propensity to overly focus on computer-based IT and allow technology to take charge of our actions.
The book is aptly adorned with simple illustrations which facilitate ease of understanding. As the dust jacket says, the book is a work of conceptual cleansing and presents a well-argued account of IS and IT which is both holistic and coherent. I recommend this remarkable book to Information Technology, Engineering and Management Students and Professionals – reading it will certainly enhance their conceptual understanding of Information Systems and Technology.
[Book Review by Vikram Karve]
http://www.linkedin.com/in/karve
http://vikramkarve.sulekha.com/
vikramkarve@hotmail.com
vikramkarve@sify.com
Title: Information, Systems and Information Systems – making sense of the field
Authors: Peter Checkland and Sue Howell
John Wiley & Sons (1988)
ISBN 0-471-95820-4
Information Technology [IT] is the buzzword of today. IT is ubiquitous; today you are connected with IT in some way or the other, and everyone seems to be rushing to join the IT bandwagon. A few years ago, till the nineteen eighties, there were courses in Electrical, Electronics, Communications and Telecommunications Engineering and later in Computer Science and Engineering, but now there are dedicated courses specifically in Information Technology, and almost all Engineers, and even pure scientists and others, irrespective of their specializations, are rushing to take up jobs in IT and IT Enabled Services. The Management guys have also joined the fray and added a “management” dimension to IT by offering MBA courses in “IT Management”.
What exactly is IT? Maybe the phrase Information Technology or “IT” was coined to mark the convergence of two technologies that had been traditionally separate: “Computing” and “Communications” and the confluence of several streams of development including electronics, microelectronics, computer science, telecommunications, software engineering and systems analysis.
There are a large number of books and extensive literature on the content of Information Technology. This book is a significant treatise on the context of Information Technology. The principal author Peter Checkland is a pioneering researcher in the field of Systems Engineering and Management and has developed breakthrough concepts like Soft Systems Methodology [SSM] and written the seminal classic “Systems Thinking, Systems Practice”. The co-author Sue Holwell has a rich and varied professional experience in systems design and implementation, information strategy and communication networks.
This book has eight chapters arranged in four parts. In the first part on “The Field of Information Systems and its Problems” the authors deliberate on the basic concepts pertaining to Information Systems [IS] and Information Technology [IT], distinguish between the “Hard” (objective positivistic scientific) and “Soft” (subjective interpretative) schools of thought in the context of Management Information Systems [MIS], and introduce the reader to the fundamentals of Soft System Methodologies [SSM].
The “meat” of the book is in Part Two whose two chapters elucidate on the application of the developed Information System Management concepts to organizations and describe the “information continuum” – the linkages between data, information and knowledge. Parts Three and Four of the book substantiate these hypotheses with experiential examples from as early as World War II and drives home the point that the evolution and development of the science of Information Systems [IS] owes nothing to computers which did not exist in 1940, makes it clear that IS is not the same as IT, reminds us that computers are a mere means of IS, and cautions us against falling into the trap of “technological determinism” resulting from the prevalent propensity to overly focus on computer-based IT and allow technology to take charge of our actions.
The book is aptly adorned with simple illustrations which facilitate ease of understanding. As the dust jacket says, the book is a work of conceptual cleansing and presents a well-argued account of IS and IT which is both holistic and coherent. I recommend this remarkable book to Information Technology, Engineering and Management Students and Professionals – reading it will certainly enhance their conceptual understanding of Information Systems and Technology.
[Book Review by Vikram Karve]
http://www.linkedin.com/in/karve
http://vikramkarve.sulekha.com/
vikramkarve@hotmail.com
vikramkarve@sify.com
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