[MD] frogs into PRINCES

[MarshaV]

mel,

I didn't look into the Law Requisite Variety that closely.  It seemed 
to represent a dynamic state so would be fundamental for a creative 
Intellectual level process.

Marsha

At 11:11 AM 11/13/2008, you wrote:
>morning, Marsha and KO,
>
>These both seem correct 'laws' or rules, but at
>different levels.
>
>Requisite Variety seems a statement of  Social
>Level competence.  Specialization seems to
>give a picture of the Intellectual Level where a
>depth of knowledge is needed.
>
>If you look at two dfferent types of jobs in a
>company, a manager and a subject-matter
>expert, you can see how each will apply one
>of the laws more intensively than the other.
>
>
>KO
> > Almost the opposite - specialisation is the winning way - Ricardo's theory
> > of Comparative Advantage http://en.wikipedia.org/wiki/David_Ricardo shows
> > how we are most of service when we specialise.
>
>mel:
>For short-hand well name this CAS for
>Comparative Advantage of Specialization
>
> >
>MarshaV
> > > I like this...
> > >
> > >   "In cybernetics there's a law called the Law of Requisite Variety.  It
> > > says that in any system of human beings or machines, the element in that
> > > system with the widest range of variability will be the controlling
>element.
> > >  And if you restrict your behavior, you lose on requisite variety."
> > >     (Bandler and Grinder, frogs into PRINCES', 1979, P.74)
> > >
>
>mel:
>For this we'll use LRV as a short tag.
>
>The manager, ignoring the build-a-self-serving-empire type,
>works to support the subject matter experts by providing
>all they need to get their jobs done and clears obstacles
>from their paths.  She helps obtain resources for unforseen
>emergencies.  She coordinates people who have serial
>dependencies such that efficiency is maximized and she
>reduces loss of effort and turbulance to maximize effectiveness.
>
>These are all social level, organizational tasks.  Her limit
>on the subject matter is simply to know enough to understand
>why the subject matter experts need what they do, when.
>(a little over simplified, but generally in the right direction.)
>
>She is valuable as a manager to the extent she can draw
>from the breadth of the enterprise and coordinate the
>maximum variety of leveraged cooperation to maintain the
>focus of the overall 'management unit' on achieving its goals.
>She is a creature of LRV in her job.  (We'll say her degree was
>an MBA, which if you don't have one is a 'broad knowledge'
>degree to teach the student a huge flexible picture of the
>entire theoretical business enterprize.)
>
>The subject matter expert we will assume is a PhD with a
>depth of knowledge in the subject he studied and enough
>lab and applied work to have built actual competence
>beyond simple theoretical knowledge.  He was hired to help
>halve the size of a 'piece of technology'  by applying his
>competence and depth of specialized knowledge.  He
>works as part of a team to achieve this goal.
>(specialization that got him a degree in the first place)
>
>He spends his days alternating between the arcana
>of building to design, by hypothesis, testing the result
>using those pesky things called numbers.  And starting
>a new cycle of change on the design vestors of their
>project.  Occasionally he has meetings and reports
>that interrupt his INTELLECTUAL work for SOCIAL.
>So, he is a creature of CAS.
>
>Both the manager and the subject matter expert exist
>as humans subject to the same levels of evolutons
>as the rest of us, but each specialises in skills that
>are more LRV or more CAS centric.
>
>Okay, way more ANALysis thatn most folks need but
>my inner geek slipped out to play.  Many bits of
>over-generalization were used here and only a few animals
>were killed in the effort.
>
>thanks--mel
>
>
>
>
>
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The Universe is uncaused, like a net of jewels in which each is a 
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