[From Bob Clark (930523.1610 EDT)]
Bill Powers (930515.0930)
Generally I agree with your remarks about "Ordinary Language" in this
post. I think it will be very helpful to build on these approaches
for several reasons. I have been struck recently by the parallel
between the individual's hierarchy and the hierarchy of the
interacting group (organization, etc). I'm tempted to suggest that
one implies the other: isn't it likely that individuals will
construct such groups in ways that resemble those with which they are
already familiar? At any rate, I find extensive, and rather
detailed, parallelism between the two. Perhaps this (parallelism)
can be helpful by making the structure more visible, and externally
accessible for observation, discussion and experimentation.
Likewise, as the people involved discuss each other, I find that they
are concerned with such items as: motives, emotions, personality, and
character. These terms (and corresponding concepts) seem to
communicate easily and quickly. There are disagreements, of course,
with respect to specific individuals, but these concepts are used
routinely.
In the long run, I think it highly desirable to establish the formal
language for HPCT in order to refine and standardize definitions,
postulates, theorems, etc. To some degree there is a parallel
between this and engineering -- especially mechanical. People were
throwing stones, rolling wheels, building pyramids, etc long before
geometry and algebra were invented -- much less Galileo, Copernicus,
Newton, Bohr, Einstein and their contributions. But the formal
definitions, mathematics and logic contributed by these and others
not listed here, permitted much more complete and accurate
communications and interactions. So too, for HPCT -- although, as
you know, I feel some revisions and additions are needed. It now
seems to me that some of these questions can be resolved by careful
attention to the way groups of people operate. (And, for that
matter, groups of other living entities, etc.)
One item that has increasingly caught my attention is the prevalence
of conflicts throughout these systems. Often subdued, sometimes
subtle, potentially very destructive. Occasionally a situation
develops in which some such conflict approaches physical expression.
Using concepts of HPCT -- without stating any of them -- I played a
significant role in turning an existing situation around -- from a
Council vote 4 to 3 the "wrong" way to 6 to 1 the "right" way.
A further remark from your post (930515.0930), you refer to:
the principle being that you can't be aware OF a level of perception
while still operating IN it.
Yes, Bill, we observed this principle "back when." I agree with it,
but with a warning: Attention, with its corresponding level, can
shift with incredible rapidity. Likewise, memories become available
very soon indeed after the event occurs. These relations can make it
very tricky to keep track of exactly where an associate's attention
and control are directed at any particular time.
Enough for now. I've been tied up since the 16th with committees,
home chores, etc. More when I've reviewed the last xxx posts.
Regards, Bob Clark