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Title: Why is it so hard to get things done right?
Discuss problem: The problem of getting employees to commit to their job and
maintain their motivation when you walk away.
A reason:
We have a confusing co-existence of (at least) three incompatible concepts
of human behavior:
A) A scientific/academic tradition (started in the 1920's) called
behaviorism, based on the study of Cause - Effect, better known as Stimulus
Response, with accessory explanations of reinforcement, reward and punishment
etc. This is what most of us have learned in school.
B) A second scientific/academic tradition (started in the 1960's) is called
cognitive psychology, which studies how people perceive things and make plans
for action based on internal stimuli.
The scientific method of psychology is based on this concept:
_________ __________ __________
> > > > > >
> Cause | --> | Organism | --> | Effect |
>_________| |__________| |__________|
The terms Cause - Effect have several equivalents: Stimulus - Response, Plan
- Action, Input - Output, Independent Variable - Dependent Variable or IV -
DV.
The scientific community generates large numbers of studies reporting
statistical correlations between IV - DV, which infers guesses about
functional relationships within the organism.
There is nothing per se wrong with studies correlating IV - DV. But a problem
arises when such studies with poor correlations are published because:
"That's the best we can do." Such studies even with poor correlations are
often quickly elevated to the status of scientific fact, when they get quoted
without all the caveats that were reported (or should have been reported) in
the initial publication.
A) and B) are both partially correct. That is why they are so seductive. But
being partially correct, they are totally wrong. That is why neither works.
In the absence of valid theory, contemporary psychology offers a hodgepodge
mix of observations and prescriptions for how to deal with people.
Even the best contemporary leadership programs, such as Dr. Stephen R.
Covey's 7 Habits of Highly Effective People or Dr. W. Edwards Deming's The
Deming Management Philosophy can only offer a set of suggested principles =
rules of conduct. Without in-depth explanations of how people function, these
rules will be interpreted differently by different individuals based on their
own personal experiences. Consistent understanding is hard to attain.
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Contrasting the scientific/academic teachings is the intuitive recognition
lay people often hold that:
C) People are control systems.
First ask any manager: "What does control mean to you?" You will probably get
the answer: "Oh, power." "Fine," you say, "you can't control anything if you
don't have the necessary power."
Next you ask: "You've got the power, you are trying to control something.
What are you trying to control?" "Why, I have to have a purpose, a goal."
Now you suggest: "If you are going to control-achieve your goal-you can only
do that if you know what is happening right now." - "Of course."
"So you have to have a goal and you have to know what is happening." Now you
point out: "Well, look, you have to make some kind of comparison between your
goal and where you are now. On the basis of that comparison, you can use your
power. What for?" Likely answer: "To make what you are working on more like
what your goal calls for."
Now you have a complete control system described. (Let us avoid the term
feedback, because it is routinely misunderstood and misapplied). Thanks, Bob
Clark.
What is missing from this intuitive understanding of control is
a) clarity and formalization of the process
b) a clear understanding of how control works including such things as
- speed of response to changing requirements
- sensitivity, amplification
c) recognition that understanding the phenomenon of control explains the
appearance of stimulus - response in behaviorism as well as the
appearance of plan - action (control of output) in cognitive science.
d) understanding of how control systems can form stable hierarchical
networks.
e) understanding that it is "control all the way down." Control is not an
occasional activity but a pervasive, continuous fact of life.
This article is a brief introduction to control and the understanding of
humans as control systems, called Perceptual Control Theory.
Illustrate control:
To introduce a simple yet clear and formal example of control, let us
introduce a diagram of the familiar cruise control in a car. The cruise
control is designed to replicate control action normally performed by a
human.
The driver sets the speed by pressing a button at the speed or dialing in a
number. This establishes a minimum for the mechanism.
The mechanism takes over from there and performs its magic.
(A few "business" terms are shown in paranthesis.)
_______________
note: human has | |
direct access to | speed set by |
speed setting of | human control | HUMAN
machine control | system | CONTROL
system. |_______________| SYSTEM
>
-------------------------------|------------------------------------------
______v______
> >
> Minimum speed |
> setting |
>_______________|
>
> + speed reference signal (goal)
______v______
speedometer signal - | | = difference signal (variance)
(report) o--->| Compare |----o
> >_____________| | arrows
______|______ ______v_____ signify
> Input: | | Output: | signals
> speedometer | | convert |
> reading | | difference | MACHINE
>____________ | |____________| CONTROL
^ / SYSTEM
Input signal --| / ----output signal
(raw data) | / (instruction)
=================|==============/=====================================
______|___ ____v____ __________
> PHYSICAL | | ACTION: | | OTHER | PHYSICAL
> VARIABLE:|<--| |-->| EFFECTS: | ENVIRONMENT
> CAR | | PRESS | | GAS |
> SPEED | | PEDAL | | USE | arrows
>__________| |_________| |__________| signify
^ physical
_____|_________________________________ influences
> >
> DISTURBANCE |
> rolling resistance, hill, wind |
>_______________________________________|
( | = down ^ = up o--> = connection and
v arrow | arrow | side arrow )
The dominant feature of the control system is the reference signal, the
specification of a desired condition. In our daily language, it has many
names: Purpose, goal, target, budget, desire, wish, hope, aspiration,
intention, anticipation, prediction, intention, expectation.
So, let us represent each complete control system with one box, labeled by
the reference alone. The Physical Variable in the environment is another box:
_______________
> > HUMAN
> Speed wanted | CONTROL
>_______________| SYSTEM
-------------------------------|------------------------------------------
_______|_______
> > MACHINE
> Minimum speed | CONTROL
>_______________| SYSTEM
>
> ---- both input and output signals
===============================|======================================
_______|________
> > ENVIRONMENT
> Physical speed |
>________________|
We take for granted that the control system functions to compare its
perceptions with the reference, creates an output signal specifying action
by some effector in the environment of the control system which in turn
influences the physical variable such that the perception inside the control
system conforms to the specified reference.
The typical cruise control does not control speed fully. Just like the
thermostat and heater in your home, it controls in one direction only. Going
downhill it coasts. It does not brake. To design a speed control system which
does that too, we can establish a simple hierarchy of control systems:
_______________
> > HUMAN
> Speed wanted | CONTROL
>_______________| SYSTEM
-------------------------------|------------------------------------------
_______|________
> 1 |
> set speed |
>________________|
/ \
_____________/_ _\_____________
> 2 | | 3 |
> Brake | | Accelerator |
> pedal | | pedal | MACHINE
> control | | control | CONTROL
>_______________| |_______________| SYSTEM
\ /
========================\==============/==============================
__\__________/__
> > ENVIRONMENT
> Physical speed |
>________________|
Here, control system 1 compares the specified, set speed with what it knows
about the physical speed, and sends signals to the subordinated control
systems 2 and 3 as appropriate.
Two equivalent, perhaps superfluous paragraphs:
(If the comparison (+reference -perception = difference signal) yields a
positive signal, the speed is to small and the accelerator control system
responds by increasing the pressure on the gas pedal. Conversely, if the
comparison yields a negative signal, the brake control system responds by
increasing the pressure on the brake pedal.)
The coasting cruise control has been expanded to 1) a speed control
system with two parallell comparators. The zero to negative (excessive
speed) difference signal goes to a braking pedal control system which
controls (and knows about) braking only. The zero to positive difference
signal goes to an accelerator pedal control system which controls (and
knows about) acceleration only.
The accelerator control adjusts the pedal only, but influences the physical
speed by way of the fuel control, engine, transmission, tires etc. The brake
control adjusts the pedal only, but influences the physical speed by way of
the brakes. This is quite obvious and is mentioned only to illustrate how
simplified the above diagram actually is.
The set speed can be adjusted up or down rapidly by the driver, resulting in
lively acceleration and braking by the car.
We can see that this example may be expanded to a hierarchical network of
control systems where the purposes of the higher-level control systems
compared with their perceptions create purposive reference signals for the
lower-level control systems. While no cruise control presently exists that
performs like this, the reader will recognize that this is a fair portrayal
of how the human driver performs.
_______________ _______________
> > > >
> destination | | schedule |
> > > (tight) |
>_______________| |_______________|
\ /
_\____________/_
> >
> pass! |
>________________|
/ \
_____________/_ _\_____________
> > > >
> Speed | | Lane |
>_______________| |_______________|
/ \ / \
__/____ ____\__ __/____ _____\__
> > > > > > > > HUMAN
> Brake | | Accel | | Left | | Right | CONTROL
>_______| |_______| |_______| |_______| SYSTEM
\ \ / /
===============\========\=============/========/==========================
\ \ / /
______\________\_____/________/____ ENVIRONMENT
> >
> SEVERAL PHYSICAL VARIABLES |
> speed, position, relationships |
>___________________________________|
We note that higher level control systems control more complex variables. The
perceptions of the higher-level systems may be developed from perceptions of
lower-level systems (indirect, filtered or composite reports) or developed
directly from unfiltered, raw data passed through directly from environment
sensors.
Stability of the system requires a faster response in the lower-level
systems. If the lower-level systems cannot stay ahead of the upper-level
systems, the aggregate system becomes unstable (begins to oscillate).
PCT demonstrates with compelling tests that human beings function like one
control system when focused on a single control task. When a person focuses
on one high level task (such as keeping a rubber band knot over a target),
lower-levels automatically control many different variables (such as multiple
muscles) so that the selected perception and corresponding physical variable
is controlled.
Hierarchical Perceptual Control Theory (HPCT) suggests a construct of a human
as a system of control systems, in many ways resembling the above diagram.
See fig XX (Figure of all eleven levels with ears and hair, as shared in
Durango.
HPCT offers explanations of how we think imagine and dream, observe
passively, control body functions without paying attention and control
selected things with full attention.
Some evidence for this organization is easy to demonstrate for the lowest 4-5
levels of vision-muscle coordination. Sure enough--the lower level control
systems show a faster response than the higher--level systems.
Once you accept the concept of people as autonomous hierarchical systems of
control systems, with a system of internal understandings and purposes, you
gain a different outlook.
You see conflict and cooperation in terms of purposes and perceptions.
You recognize external as well as internal conflict as the source of many
problems.
You see how you can support others and resolve conflicts by discussing their
understanding and purposes, NOT their actions.
People often talk of "social control systems." Indeed, a corporation can be
portrayed as a system of control systems:
____________ ____________ ____________
CEO | | | | | |
level | return | | market | | cash, |
sets | on | | share | | profit |
goals | investment | | | | flow |
>____________| |____________| |____________|
/ \
/ \
/ \
____________ ____/_______ ____\_______ ____________
V.P. | | | | | | | |
level | | | | | new | | manu- |
sets | investment | | sales | | product | | facturing |
goals | | | | | | | |
>____________| |____________| |____________| |____________|
/ / | \
/ / | \
/ / | \
__________/_ __________/_ _____|______ _\__________
DIR | | | | | | | |
level | R & D | | R & D | | product | | market |
sets | project | | project | | improvement| | research |
goals | 1 | | 2 | | project | | project |
>____________| |____________| |____________| |____________|
/ / | \
/ / | \
/ / | \
__________/_ __________/_ _____|______ _\__________
MGR | | | | | | | |
level | review | | update | | redesign | | design |
sets | product | | product | | service | | invention |
goals | A | | B | | C | | D |
>____________| |____________| |____________| |____________|
/ | \ \
/ | \ \
/ | \ \
____________/ ____|_______ \___________ \____________
Team | | | | | competi- | | document- |
level | value | | quality | | tive | | ation |
sets | engineering| | review | | features | | of |
goals | B | | B | | B | | B |
>____________| |____________| |____________| |____________|
/ | \ \
/ | \ \
/ | \ \
____________/ ____|_______ \___________ \____________
Indi- | | | | | | | |
viduals | manuf. | | design | | customer | | sales |
set | engineer | | engineer | | service | | engineer |
personal> > > > > engineer | | |
goals |____________| |____________| |____________| |____________|
> > > >
inside |"company's brain"| | |
> > > >
================|=================|==============|================|===
outside |"company's brain"| | |
______|_________________|______________|________________|______
> >
> COMPANY'S PHYSICAL AND OUTSIDE WORLD |
> production, service activity, handling of goods |
> customers, vendors, families, associates, community |
>_______________________________________________________________|
At the top level, the CEO sets goals (references) for ROI, sales growth,
profits and cash flow. At the next level down, the V.P. of Marketing may
translate these specifications from above into references for sales and new
product development. Further down, the Director of R & D may translate his
part into references for several R & D programs, which are further broken
down at the manager level, team level and individual level.
While in many ways this is a useful portrayal, there are several reasons why
it is misleading to think of a corporation or any other social system as a
"control system."
Unlike an engineered control system or the human nervous system, the
components of the social system are not dedicated components which will react
with predictable outputs to given inputs. They are not connected all the
time, their capabilities are not predictable, the signals (reporting) between
components are subject to large variations in interpretation. False
assumptions about how the components (people) function are made. --- refer
to initial discussion of psychology.
What you can learn from PCT: listing
Results from application of PCT. discussion
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Reactive vs. Proactive (separate musing)
The ONLY thing that drives us is the error signal. What then might be the
difference?
PROACTIVE:
Select reference ==> examine related perception ==> error signal ==> action.
REACTIVE:
Insistent perception ==> examine reference ==> error signal ==> action.
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Revised sequence for next draft:
1) Corporate concerns about projects and such. Use selected top part of one-
page corporate diagram above. (concerns of our target audience MUST come
first)
2) Corporate organization is NOT a control system.
3) What IS a control system? Cruise control example.
4) People ARE control systems. How to deal with people. What you can learn
from PCT. Results of an application.
Again, any immediate comment or correction will be most helpful.
Best, Dagsc