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Parallelisms : Classical mechanics - Quantum mechanics -
Classical and non-classical statistics - Knowledge mapping -
Knowledge management - Quantum fields
Classical mechanics - Quantum
mechanics
In reference to the different
cases introduced in the previous section, the figure here below
illustrates that a P-map suggest very accurately the anticipatory
potentials - say like at a demand-stream may correspond
a supply-stream.
The details of the execution paths will usually appeared as quantum
- because of the decision of
the customers between compatible choices and/or because of the
different paths followed by suppliers.
As illustrated on the above
figure, it might be that no one path actually follows a "least
action"
principle and that only the mean of those paths may follow such
this principle.
At the restrictions made by
the remarks in the next paragraph - "Classical and non-classical statistics"
- we showed
that the
mechanisms - hence the statistics - that describe execution paths are essentially non-classical - i.e. the
uncertainty grows with the number of prospective cases considered
or
say that in practice the uncertainty grows with the time period over
which a tentative of prognosis is made.
The fundamental reason is that
a reification does not only depend upon an intrinsic potential
but upon a contextualization. In
principle, at any time a consumer
attitude may change or an external factor may raise and by
changing the context may opt for an alternative reification.
With regards of the time influence,
an important factor to also
consider is the fact that the configuration
of the potentials-space is specified from objects-actors
concentrations - see above - and that obviously those may also move within the
configuration space itself.
In consequence, over time
configuration space may change by the motions of the elements that
were defining it.
Important care must be taken
that the uncertainty might be seen on one hand as a risk but it is
also an opportunity. P-maps eases to find out places on the map
where the crossing of two streams may gender both those risks and
innovations. Those points of bifurcation typically belong to
non-classical statistics.
Classical and non-classical
statistics
In practice, a case is
frequently made of a mix of classical and non-classical
statistics. Say that a set of physical constrains, a certain degree
of loyalty to a decision schema or previously forged conservative
opinions may render given choices with a certain degree of
repeatability.
They correspond to cases on
which contextualization has little influence so that they return
to a behavior define by the internal system components - like in
classical mechanics.
In example of a mix case, we consider a
poll between two candidates where one third is traditionally
devoted to the first candidate, one third to the second and one
third does not have any opinion, the non classical statistics may
only apply for the last third.
Clients and consumers sets are
usually also mix like the above example.
One can say as a trend that
the more open - and the wider - is a system the less classical it
appears and the less open - and wide - is a system the more
classical it appears.
Knowledge mapping - Knowledge management -
Quantum fields
However it was born like a promising concept, KM
(Knowledge Management) has not became yet an obviously defined core of science or of management
practices. It looks like made of thousands of best practices sets
among which one can not actually see the wide acceptance of anyone - say that
one can easily find "anything and its opposite".
At the opposite of being a disease, we think that
simultaneously managing "anything and its opposite" might in fact
be an
essential nature of knowledge management.
It is our personal analysis that the apparent
failure of KM partly lies in the inability of the occidental
rational culture to accept or to conceptualize the simultaneous
co-existence and management of dual opposite trends - while the
oriental culture is reputed for doing so since around four
thousands years.
It is our diagnosis that occidental minds often
see
a door "to be open or closed" and not both. Say that a choice has
to be made when opposite trends may to co-exist.
As an example of this, we can highlight that the
wonderful work of Myers-Briggs (see the parallelisms of
page 2.2) has
often been translated within personality tests where one can not
any more opt for the choice of two opposite trends or for an undefined
option - say none of the proposed options.
It is our understanding that the original tests
allowed "equilibrated" people to display their capability to
handle or own a panel of preferences complying with various -
sometimes opposite - life cases.
By enforcing an obliged and unique choice among
sets of opposite statements, actual tests usually gives trouble to
"equilibrated people" while they may own the advantage to highlight
people with a "non equilibrated" personalities - which in turn may
not invalidate the test when the clients of a head hunter look for
a staff with some exclusive soundly marked trends - i.e. a strong money-focused-mind bias.
We can - non adequately - illustrate actual tests
as being sets of questions like "Make a unique choice between
those two sentences: "While diving a car, - 1. you prefer turning
right - 2. you prefer turning left".
We may not disagree that organizations in some
domains might be more efficient when made of people who prefer
"turning right", but we think that KM may have lost part its sense
at also
looking for unilateral schemas.
The essence of KM may also encompass dealing with
evolving organizations based on the capability to exhibit the
right attitudes and competences in response to variable
environments - say at maintaining a minimum potential to activate
any trends and its opposite, say its ability to turn right of left
when required.
In this view, a key job of KM might be
simplistically expressed as "maintaining-managing potentials
pairs" even though they are not always activated both ways.
A known existing means to deal simultaneously
with dual opposite trends could be a management schema based on
"quantum-like fields" ... but actually we may accept that this
manner has not often been turned out in practical issues - because
of many reasons like certainly its complexity but also - to our
view - because of a wide ignorance of the fundamental concepts of
quantum physics owned by most of the economists,
managers and executive people who are issued from occidental
scholarships.
We found as an accessible alternative that the P-maps - as illustrated at top of this page -
are a means that avoids talking about an irrelevant or unaccepted quantum-like
approaches while it allows to constantly keep
in view dual and opposite potentials sets.
We found several manners to handle those maps in
the frame of knowledge management tasks. One of those is to
consider that there is an inwards trend pushing an organization at
rationalizing - say decreasing - the number of internal processes
she needs to handle - while there is also in the same time an
external trend that possibly increases the diversity of questions
challenging the organization.
Knowledge might be seen as an information or an
internal asset that an organization needs to own - say that the
concept corresponds to the inwards trend - while knowledge can
also be seen in the same time - say on the same map - as being an
"ability of doing" - say at performing and providing solutions and
value at clients or users - say that it corresponds to the
outwards trends.
You may find many debates arguing about knowledge
being either "information" either "ability of doing" while a P-map
may simply show that knowledge may encompass both.
P-maps own so the ability at helping to
define a "knowledge space" - which is already a fair achievement
even if the P-maps does not tell which KM strategy needs
to be followed - i.e. keeping a balance between those opposite trends, making a
choice at a restricted set of the challenges that we like the
organization to answer or keeping an evolving and
eventually anticipative large capacity of cases management.
The P-maps may only be a support to visualize at
which dual opposite trends we care. The implementation of a given strategy will be
better supported by the visual translation of it the P-perspective
format which is introduced at the following page.
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