Unorthodox roles of formal models

Ernest N. Prabhakar (ernest@alumni.caltech.edu)
Tue, 2 Sep 1997 12:45:54 -0700 (PDT)

This is very Dilbert, but is actually from a dry business article I
was studyingL "Game theory and the evolution of strategic thinking.",
by A.E. Singer. Since we have so many model-builders here, I thought
it would be a good reality to check for us to realize how models are
actually used. He doesn't claim this is a complete list, but it is
pretty funny/impressive. That this is not meant to be critical,
merely descriptive, merely heightens the mockery.

Note how the last sentence makes it sounds like they are finally
rediscovering Kuhnian thought. Sheesh, businesspeople. I am *so*
glad I'm not going to B-school.

-- Ernie P.

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Some unorthodox roles of formal models




Several studies have identified unorthodox roles of formal
(quantitative or mathematical) models in organziations...  Each of
these roles is quite plainly social, as well as analytical and
cognitive.  Indeed, it has increasingly become recognized by
management scientists that the building and validationg of all formal
mathematical models are "not only cognitive activities, but also
social activities."


(i) Political roles


  a. status-symbols
	When managers who understand and operate the model acquire
	status and power based upon this experise


  b. pliers
	When the need to estimate model parameters enables managers to
	extract confessions, or assumptions, from subordinates, or
	squeeze them into line


 c. batteries
	When the participants in a detailed analysis tend to increase
	their psychological coimmitment to any resulting prescriptions
	(i.e., the illusion of control)


(ii) Soft roles


 a. platforms
	When models become an arena or platform for an organized
	discussion, or reflection


 b. Socratic tutors
	When models enable thier users to learn, or to educate
	themselves, by means of structure inquiry.  For example,
	presentations of the Prisoners' Dilemma Game sometimes evokes
	questions about possibilities for cooperation


 c. keys
	When models become like a set of keys which will "open doors
	for the actors and allow them to procede"


(iii) Ideological roles


 a. rituals
	When the process of model-building serves to reinforce a
culture of profit-maximazation in an orgnaization


 b. glue
	When models bind or unite managers (or team members) together,
behind a common set of goals, concepts and vocabulary


 c. filters and switches
	When a model serves to direct (or re-direct) attention towards
(or away from) particular aspects of a managerial problem, such as the
social and moral aspects


d. memes
	When models functions as units of cultural transmission.  Like
popular tunes, they leap from mind to mind and affect the behavior of
the "infected" entities