Discovering the patterns of chaos

Priesmeyer, H. Richard; Baik, Kibok

doi:10.1108/eb054274

Cited by 14 publications

(2 citation statements)

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“…Lemoine 2014b) may make decision contexts seem chaotic and bleak, there are patterns that may be found (Amigó, Kocarev, & Szczepanski 2006;Chatrath, Adrangi, & Dhanda 2002;Davis, Eisenhardt, & Bingham 2009;Priesmeyer & Baik 1989). We suggest building awareness of each of the major decision points, the errors that occur at each and how these may interact.…”

Section: While Volatility Uncertainty Complexity and Ambiguity (Bementioning

confidence: 86%

Decision Errors, Organizational Iatrogenesis, and Errors of the Seventh Kind

Meckler

Boal²

2020

AMP

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This paper offers a framework for understanding how management decision errors may lead to iatrogenic outcomes. Organizational iatrogenesis is the unintentional genesis of qualitatively different problems due to mistakes like unwise intervention strategies, well-intended work on the wrong problems or ignorance of significant correlations. Iatrogenic outcomes sometimes involve black swan (Taleb, Nassim Nicholas 2007) scenarios. Three error types are well documented in the literature. Type I or "Alpha" errors and Type II or "Beta" errors form the foundation of interpreting data in statistics. Mitroff and Betz (1972) introduced Type III "Error of the Third Kind," a meta-error of focusing upon or solving the "wrong" problem(s). We add innovation error (Type IV), action errors (Type V and Type VI), and the cascading iatrogenic (Type VII) error of the 7th kind, a dangerous source of irreversible organizational iatrogenesis. While many undesirable outcomes result from uncontrollable interaction of exogenous black swans with unavoidable endogenous ignorance, many are the result of controllable endogenous factors like poor choices, faulty tactics, poor vision, "gung-ho" attitudes toward action, lack of patience, ignorance, and faulty data analysis. Our framework clarifies for leaders where and why to drill down in the decision process to lower risk of uncontrollable iatrogenic outcomes.

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Section: While Volatility Uncertainty Complexity and Ambiguity (Bementioning

confidence: 86%

Decision Errors, Organizational Iatrogenesis, and Errors of the Seventh Kind

Meckler

Boal²

2020

AMP

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“…They indicated "Company data tend to adhere to an attractor as they collect their quarterly sales and drive their quarterly profits. One can almost hear the organizational heartbeat pounding out 'Quarter 1, Quarter 2, Quarter 3, Quarter 4'" [5]. Furthermore, Ito and Sakamoto shed light on the nature of the relationship between economic development and the velocity history of the typical companies in Japan [6].…”

Section: Measurement and Data Collectionmentioning

confidence: 99%

Momentum and Its Implications in Corporate Management

Ito

Takahashi

Morikawa

et al. 2016

JRNAL

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The current manuscript reviews the literature associated with corporate strategy, and proposes a new approach of acceleration to measure momentum based on limited cycle theory. Thus, this research manuscript makes a contribution to extant thought by: 1) Defining momentum, 2) Discussing the nature of the relationship between momentum to its external environment, and company scale, 3) Ascertaining the momentum period, and 4) Proposing a four-cell model composed of momentum and company scale for judging a firm's position. Additionally, the relationship between momentum and the impact of 2007-2008 financial crises is addressed. Based on the findings, the study limitations are identified and directions for further research are suggested.

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2018

Creative Management of Complex Systems

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Discovering the patterns of chaos

Cited by 14 publications

References 0 publications

Decision Errors, Organizational Iatrogenesis, and Errors of the Seventh Kind

Decision Errors, Organizational Iatrogenesis, and Errors of the Seventh Kind

Momentum and Its Implications in Corporate Management

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