cybernetics reviewed Gordon Pask double-loop architectures conversation theory applications

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1 CYBERNETICS CONVERSATION DESIGN `

2 !! cybernetics reviewed Gordon Pask double-loop architectures conversation theory applications

5 all from! soft sciences

6 communication and regulation in goal-directed systems, organic or constructed first-order cybernetics

7 communication and regulation in goal-directed systems, organic or constructed first-order cybernetics

8 becomes communication and regulation in becomes goal-directed systems, organic or constructed first-order cybernetics

9 becomes communication and regulation language and agreement in becomes in goal-directed systems, organic or constructed linguistic, goal-directed systems organic or constructed first-order cybernetics

10 communication and regulation in goal-directed systems, organic or constructed language and agreement in linguistic, goal-directed systems organic or constructed first-order cybernetics second-order cybernetics

11 communication and regulation in goal-directed systems, organic or constructed language and agreement in linguistic, goal-directed systems organic or constructed science of observed systems science of observing systems

12 system has goal system aims toward goal environment affects aim information returns to system feedback system measures difference between state and goal detects error system acts to correct the error, to achieve its goal

13 first-order cybernetics cybernetics explains how circular causal systems work single loop

14 double-loop systems cybernetics explains how circular causal systems work even when they self-regulate and modify their goals.

15 !! cybernetics reviewed Gordon Pask double-loop architectures conversation theory applications

18 concepts double-loop interaction uncertainty regulation in learning conceptual learning style coherence & the kinetics of thinking entailment meshes architecture of conversation consciousness is conserved

20 some major collaborators Dionysius Kallikourdis Bernard C. E. Scott

21 reliable reporters Bernard C. E. Scott Diana Laurillard Usman Haque Ranulph Glanville

23 !! cybernetics reviewed Gordon Pask double-loop architectures conversation theory applications

32 Second-order Feedback: Formal Mechanism An automatic feedback system (first-order) is controlled by another automatic feedback system (second-order). The first system is nested inside the second. Goal is embodied in... describes a relationship that a system desires to have with its environment output input is measured by a Sensor passes the current state value to a Comparator responds by driving an Actuator... has resolution (Accuracy) frequency (Latency) range (Capacity) subtracts the current state value from the desired state value to determine the error Observing System... has resolution frequency range affects the Goal is embodied ed in... describes a relationship that a system desires to have with its environment output input is measured by a Sensor passes the current state value to a Comparator responds by driving an Actuator... has resolution (Accuracy) frequency (Latency) range (Capacity) subtracts the current state value from the desired state value to determine the error ```` Observed System Environment... has resolution frequency range affects the can affect the Disturbances February 21, 2006 Developed by Paul Pangaro and Dubberly Design Office 93

33 bio-cost reduction strategy

34 Du Pont Goal Structure Snapshot 1910 to 1940 Laid the foundation for a new business invention phase.

37 Du Pont Goal Structure Snapshot 1940 to 1975 Built on the foundation discovery phase. February 21, 2006 Developed by Paul Pangaro and Dubberly Design Office 161

38 tructure to 1975

39 ngaro and Dubberly Design Office

40 Du Pont Goal Structure Snapshot of 1980 s Milked the existing structure efficiency phase. February 21, 2006 Developed by Paul Pangaro and Dubberly Design Office 163

41 ucture s e

42 ro and Dubberly Design Office

43 bio-cost reduction strategy

46 !! cybernetics reviewed Gordon Pask double-loop architectures conversation theory application

48 how does conversation work? goal participant A participant B after Dubberly Design Office

49 a participant has a goal goal participant A participant B 51

50 chooses a context goal participant A participant B context 52

51 chooses a language goal shared language interface participant A participant B context 53

52 begins an exchange goal shared language learning evaluating interface participant A participant B action context 54

53 evokes a reaction... goal shared language goal OMG! f!*&% WOW! yes!! kewl! no!!??? learning evaluating interface participant A participant B action context 55

54 ...that evokes a reaction goal shared language goal learning evaluating interface participant A participant B exchange action action exchange context 56

55 the exchange may continue goal shared language goal learning evaluating interface participant A participant B exchange action action exchange context 57

56 agreement may be reached goal learning shared language agreement goal evaluating interface participant A participant B exchange action action exchange context 58

57 a transaction may occur goal learning shared language agreement goal evaluating interface participant A participant B exchange action (trans)action transaction exchange context after Dubberly Design Office

58 CONVERSATION REDUX goal learning shared language agreement goal evaluating interface participant A participant B exchange action (trans)action exchange context 60

59 CONVERSATION = C-L-E-A-T goal learning shared language agreement goal evaluating interface participant A participant B exchange action (trans)action exchange context

60 CONVERSATION = C-L-E-A-T! language shared CONTEXT ESTABLISHED goal LANGUAGE SHARED agreement learning EXCHANGE ENGAGED interface AGREEMENT LIMITED participant A participant B action (trans)action goal evaluating (TRANS)ACTION COORDINATED exchange exchange context

61 communication vs. conversation communication conversation theory information theory conversation theory focus reliability of channel reliability of understanding frame episodic / fixed repertoire continuous / unbounded type of uncertainty probabilistic modal atom message difference molecule message repertoire coherence objective + metric correctness of message degree of agreement strength disambiguating evolving knowledge limitation not about new messages takes effort to quantify

63 1 Aspects of Machine Intel I igence Introduction by Gordon Pask

64 Pask s hand rendering from Soft Architecture Machines

65 architecture solitary action individuals A B

66 architecture conversation participants A B

67 architecture conversation participants A B goals goals means means

68 architecture levels conversation A B

69 gordon pask circular interactions modeling

70 gordon pask circular interactions modeling

71 gordon pask circular interactions modeling

72 dance contention shared outcomes

73 !! cybernetics reviewed Gordon Pask double-loop architectures conversation theory applications

74 bio-cost reduction strategy

75 bio-cost

76 coöperation as coordination

77 coöperation as collaboration

78 user interfaces / conversing with myself

82 requisite variety cybernetics has a rigorous definition of the limitations of a system to achieve its goal... which can be applied to social systems variety is defined as capacity for conversation local truth controls the essential variables that determine the viability system

83 1. Bottom-up approach: Keep asking the important questions that ensure the right participants and the right information in every conversation. What did we learn? CONVERSATION e,e,e... PARTICIPANTS BECOME e,e,e e,e,e e,e,e e,e,e POSSIBLE PARTICIPANTS Who can we continue to use who are still essential? What expertise do we need to answer those questions? BUILDS NEW KNOWLEDGE DETERMINES CRITERIA FOR SELECTION MECHANISM EXTERNAL INFORMATION FEEDS What information do we need to answer those questions? ESTABLISHES GOAL FOR What questions do we answer next? NEXT CONVERSATION e,e,e... Given the conversation we ve just had, focus on the questions above to make the next conversation successful. In short, given where we want to go: Who are the necessary and sufficient participants? What is the necessary and sufficient information?

84 1. Bottom-up approach: Keep asking the important questions that ensure the right participants and the right information in every conversation. What did we learn? CONVERSATION e,e,e... PARTICIPANTS BECOME e,e,e e,e,e e,e,e e,e,e POSSIBLE PARTICIPANTS Who can we continue to use who are still essential? What expertise do we need to answer those questions? BUILDS NEW KNOWLEDGE DETERMINES CRITERIA FOR SELECTION MECHANISM EXTERNAL INFORMATION FEEDS What information do we need to answer those questions? ESTABLISHES GOAL FOR What questions do we answer next? NEXT CONVERSATION e,e,e... Given the conversation we ve just had, focus on the questions above to make the next conversation successful. In short, given where we want to go: Who are the necessary and sufficient participants? What is the necessary and sufficient information?

85 1. Bottom-up approach: Keep asking the important questions that ensure the right participants and the right information in every conversation. What did we learn? CONVERSATION e,e,e... PARTICIPANTS BECOME e,e,e e,e,e e,e,e e,e,e POSSIBLE PARTICIPANTS Who can we continue to use who are still essential? What expertise do we need to answer those questions? BUILDS NEW KNOWLEDGE DETERMINES CRITERIA FOR SELECTION MECHANISM EXTERNAL INFORMATION FEEDS What information do we need to answer those questions? ESTABLISHES GOAL FOR What questions do we answer next? NEXT CONVERSATION e,e,e... Given the conversation we ve just had, focus on the questions above to make the next conversation successful. In short, given where we want to go: Who are the necessary and sufficient participants? What is the necessary and sufficient information?

86 1. Bottom-up approach: Keep asking the important questions that ensure the right participants and the right information in every conversation. What did we learn? CONVERSATION e,e,e... PARTICIPANTS BECOME e,e,e e,e,e e,e,e e,e,e POSSIBLE PARTICIPANTS Who can we continue to use who are still essential? What expertise do we need to answer those questions? BUILDS NEW KNOWLEDGE DETERMINES CRITERIA FOR SELECTION MECHANISM EXTERNAL INFORMATION FEEDS What information do we need to answer those questions? ESTABLISHES GOAL FOR What questions do we answer next? NEXT CONVERSATION e,e,e... Given the conversation we ve just had, focus on the questions above to make the next conversation successful. In short, given where we want to go: Who are the necessary and sufficient participants? What is the necessary and sufficient information?

87 1. Bottom-up approach: Keep asking the important questions that ensure the right participants and the right information in every conversation. What did we learn? CONVERSATION e,e,e... PARTICIPANTS BECOME e,e,e e,e,e e,e,e e,e,e POSSIBLE PARTICIPANTS Who can we continue to use who are still essential? What expertise do we need to answer those questions? BUILDS NEW KNOWLEDGE DETERMINES CRITERIA FOR SELECTION MECHANISM EXTERNAL INFORMATION FEEDS What information do we need to answer those questions? ESTABLISHES GOAL FOR What questions do we answer next? NEXT CONVERSATION e,e,e... Given the conversation we ve just had, focus on the questions above to make the next conversation successful. In short, given where we want to go: Who are the necessary and sufficient participants? What is the necessary and sufficient information?

88 1. Bottom-up approach: Keep asking the important questions that ensure the right participants and the right information in every conversation. What did we learn? CONVERSATION e,e,e... PARTICIPANTS BECOME e,e,e e,e,e e,e,e e,e,e POSSIBLE PARTICIPANTS Who can we continue to use who are still essential? What expertise do we need to answer those questions? BUILDS NEW KNOWLEDGE DETERMINES CRITERIA FOR SELECTION MECHANISM EXTERNAL INFORMATION FEEDS What information do we need to answer those questions? ESTABLISHES GOAL FOR What questions do we answer next? NEXT CONVERSATION e,e,e... Given the conversation we ve just had, focus on the questions above to make the next conversation successful. In short, given where we want to go: Who are the necessary and sufficient participants? What is the necessary and sufficient information?

89 designing the cadence of conversations 1. Bottom-up approach: Keep asking the important questions that ensure the right participants and the right information in every conversation. What did we learn? CONVERSATION e,e,e... PARTICIPANTS BECOME e,e,e e,e,e e,e,e e,e,e POSSIBLE PARTICIPANTS Who can we continue to use who are still essential? What expertise do we need to answer those questions? BUILDS NEW KNOWLEDGE DETERMINES CRITERIA FOR SELECTION MECHANISM EXTERNAL INFORMATION FEEDS What information do we need to answer those questions? ESTABLISHES GOAL FOR What questions do we answer next? NEXT CONVERSATION e,e,e... Given the conversation we ve just had, focus on the questions above to make the next conversation successful. In short, given where we want to go: Who are the necessary and sufficient participants? What is the necessary and sufficient information?

90 Client Engagement can be modeled as a series of stages catalyst, ideation, solution, delivery, and evaluation each with specific goals, and therefore specific requirements for participants and information to feed the next conversation. 1. Bottom-up approach: Keep asking the important questions that ensure the right participants and the right information in every conversation. catalyst ideation solution delivery evaluation AGENCY CLIENT e,... CONVERSATION e,e,e... UNPREDICTABLE PARTICIPANTS BECOME CONTACT WITH AGENCY Who can we continue to use who are still essential? e,e,e e,e,e IDENTIFY NECESSARY ROLES e,e,e What expertise do we need AND EXPERTISE e,e,e to answer those questions? POSSIBLE PARTICIPANTS CORE ROLES BUILDS INITIAL GOALS What did we learn? SELECT NEW KNOWLEDGE DETERMINES CRITERIA FOR NECESSARY SELECTION MECHANISM PARTICIPANTS FEEDS NEXT CONVERSATION e,e,e... EXTERNAL NECESSARY INFORMATION INFORMATION AGENCY e,e,e... What information do we need to answer those questions? ESTABLISHES GOAL FOR What questions do we answer next? CLIENT BEFORE & AFTER FEEDBACK ADJUSTMENT Given the conversation we ve just had, focus on the questions above to make the next conversation successful. In short, given where we want to go: Who are the necessary and sufficient participants? What is the necessary and sufficient information? CORE ROLES SELECT AGENCY e,e,e,e... CLIENT 360 SOLUTION PLAN OPTIMIZATION CORE ROLES SELECT AGENCY e,e,e,e,e... CLIENT 360 DEPLOYMENT PARTICIPANTS CORE ROLES SELECT AGENCY CLIENT e,e,e,... MEASURING IMPACT The engagement lifecycle moves through a series of stages, albeit not always smoothly. Core roles often the triumvirate of account, planning, and creative, but increasingly specialized to a given 360 engagement are responsible for driving to results, and for communicating across stages and across agency and client groups. Useful stages that apply across most engagement types are: - catalyst stage (first interaction): initial contact with client - ideation: building a model of desired outcomes - solution: creating a plan to achieve the outcomes - delivery: executing the plan, deploying the solution - evaluation: measuring against goals, then adjusting. OUTCOMES 14

91 3. Radical approach: Attract participation with new incentives. TION NEW KNOWLEDGE OUTCOMES CURRENT PARTICIPANTS STIMULATES ESTABLISHES GOAL FOR e,e,e e,e,e e,e,e e,e,e POSSIBLE PARTICIPANTS PROPOSALS DETERMINE CRITERIA FOR SELECTION MECHANISM NEXT PARTICIPANTS NEXT CONVERSATION e,e,e... REWARDS OUTCOMES SELECTION MECHANISM Allowing current participants, including the core roles, to choose participants and information for the next conversation will likely lead to success but less often will it lead to innovation. Current participants have limited variety. And their viewpoint may be constrained by their pre-existing model of the problem. What if the core roles made the outcomes of engagement conversations new knowledge and goals available via the intranet? Individuals inside the agency could review these and propose their own participation, bringing their skillsets and ideas. Current participants, including but not The process would open up possibilities to the broadest variety of agency expertise and likely produce unexpected, innovative solutions. After any engagement, recognition ought to be given by the core roles to participants who contribute to successful outcomes. But there is a more powerful incentive when the participants are given a small bonus pool to distribute among themselves, based on their judgment of success for client both and for agency. In addition to providing genuine incentive to propose their own participation, those who are most rewarded are identified as most valuable. This

92 co-evolution cybernetics models the subjective and objective interactions inherent in any complex system that includes social / linguistic components

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108 Managers reaction to Entrepreneurs language: Don t distract me with future problems. That s a waste of time. Stop taking resources away from what s important.

109 Entrepreneurs reaction to Managers language: You are stuck in the past. What you want to do is no longer relevant.! Stop taking resources away from what s important.

110 But... Managers and Entrepreneurs are both necessary for the long-term viability of an organization. Managers language improves quality, brings about efficiencies, and focuses on today. Entrepreneurs language increases variety, fosters insight, and focuses on tomorrow.

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112 !! cybernetics reviewed Gordon Pask double-loop architectures conversation theory applications

113 CYBERNETICS CUSO SEMINAR University of Fribourg Dr Paul Pangaro New York City November 2014! CONVERSATION DESIGN

Higher education is becoming a major driver of economic competitiveness

Executive Summary Higher education is becoming a major driver of economic competitiveness in an increasingly knowledge-driven global economy. The imperative for countries to improve employment skills calls