Conference papers by Jolan Velencei
Is it possible to have experience-free expectations? Everywhere we hear that innovations have to ... more Is it possible to have experience-free expectations? Everywhere we hear that innovations have to satisfy consumers' expectations. Will the customers also be the consumers? If we think of the gadgets of the digital age, no one can seriously say that they were created to satisfy consumers' expectations. Early-bird buyers purchase them, and the consumers of these gadgets will be those who are hooked on them; their expectations will be shaped during their use. If we think of business applications, then the customer is also vague. The developers of a new application will negotiate with the Chief Investment Officer or Chief Information Officer of the buyer, because they may have a reason to or benefit from the purchase of a new business application. The consumers, whether they like it or not, will get what the CIO or CITO bargained for, based on their own experience. During my twenty years of experience teaching in higher education and in knowledge engineering, I have often tried to rejuvenate the course descriptions of Decision Making and Decision Support Systems by teaching some business applications. I tried to introduce Knowledge Based Systems and discuss case studies in different ways. In this paper, I will show that the then-and-there expectations of Knowledge Based Systems consumers are not visible in the here-and-now. The result is that only competent lecturers can validate a course description, as one cannot expect twenty-something year old students here-and-now to have expectations that will be the same 5-10 years in the future, when they become the consumers of a business application then-and-there.
Today we still grapple with the classification of reality, for we can only think about what we ha... more Today we still grapple with the classification of reality, for we can only think about what we have a concept of. All observers are the slaves of their disciplines, which force them to see through the lens of their concepts and methods. The big question is, whether it is necessary
for us to stay within the cage of our existing disciplines. Transdisciplinarity examines territories beyond different disciplines. In this study, decisions and their ontology have been observed through the lens of transdisciplinarity. Depending on this approach, a Knowledge-based System, namely the Doctus KBS can be seen as a Decision Support System tool and as Knowledge Representation. During the development of Doctus KBS, used a symbolic logic to visualize knowledge, the process of thinking together was examined
to define ontology of the concepts. This study examines how ontology can be applied to inter-agent (human or machine) communication and the reusing of concepts. The goal of this study is the presentation of a different approach.
In this paper we reflect on our consultancy and research experience involving decision takers in ... more In this paper we reflect on our consultancy and research experience involving decision takers in order to conceptualize a distinction between two types of decisions with regards to the way of supporting them. Therefore, purpose of the study could be described as an attempt of a minimalist decision typology (involving only two types) where the two decision types are achieved by their characteristics and then we argue that two different approaches to decision support can be useful for the two types of decisions.
— This study explores how Concept Mapping helped to develop the content of a Massive Open Online ... more — This study explores how Concept Mapping helped to develop the content of a Massive Open Online Course. This course namely Decision Making is offered by Obuda University. The main objective of this course was to define the key concepts of decision making and helping contextualization of these concepts. A crucial aspect of developing this course was supporting the learning process by different types of materials, for example video lectures, texts and comic strips. Firstly some decision dilemmas were defined and an initial Cmap was created. Secondly some dramas was chosen to understand decision makers' catharsis and the initial Cmap was reconstructed. Thirdly some scenarios were prepared to comic strips. In every steps the reconstruction of Cmap helped to find the connections between the key concepts of decision making.
3rd International OFEL Conference on Governance, Management and Entrepreneurship
After 10 years in teaching a variety of topics in decision making one of the authors decided to d... more After 10 years in teaching a variety of topics in decision making one of the authors decided to develop a tool that can help decision makers to consolidate their knowledge around a particular decision problem. The three remaining authors have joined the R&D team over the next two decades; the work resulted in the Doctus knowledge-based system which is currently 25 years in development. In the most recent incarnation of Doctus we are able to identify relevant patterns from previous decisions by other decision makers, learning from which can be helpful to the
decision makers with the decision situation at hand.
In this paper we introduce the latest incarnation of our Doctus KBS, featuring three distinct ways of reasoning; the newest ‘third way of reasoning’ supports reusing previous decision experience. As far as we know, Doctus is currently the only decision support tool capable of identifying relevant experience as well as learning from it. In this paper we provide a prelude for how the new solution should work in real-life decision support.
This study explores how Concept Mapping helped to develop the content of a Massive Open Online Co... more This study explores how Concept Mapping helped to develop the content of a Massive Open Online Course. This course namely Decision Making is offered by Obuda University. The main objective of this course was to define the key concepts of decision making and helping contextualization of these concepts. A crucial aspect of developing this course was supporting the learning process by different types of materials, for example video lectures, texts and comic strips. Firstly some decision dilemmas were defined and an initial Cmap was created. Secondly some dramas was chosen to understand decision makers' catharsis and the initial Cmap was reconstructed. Thirdly some scenarios were prepared to comic strips. In every steps the reconstruction of Cmap helped to find the connections between the key concepts of decision making.
Concept maps and expert systems are both in the soft toolbar of knowledge modelling. We have spen... more Concept maps and expert systems are both in the soft toolbar of knowledge modelling. We have spent nearly two decades developing our expert system shell "Doctus". Several years ago we have seen the first concept mapping solutions and started using them very soon. Frequently we have found ourselves using both tools in a particular research or consultancy project and started to wander how the two could be combined to achieve synergies. We came up with several ideas, typically when we have faced a situation which called for one of the potential synergies. In this paper we present the first of these ideas in elaborated form of a conceptual model and we also mention few additional ideas as our plans for future research. In this first idea we combine different kinds of concept maps and our expert system in order to map organisational knowledge. The expert system here is used in machine learning mode, i.e. the resulting concept map will be capable of learning -this is our intelligent concept map.
29th International …, Jan 1, 2001
It is impossible to create model of decision process, as we know nothing about the original decis... more It is impossible to create model of decision process, as we know nothing about the original decision process. Although it is possible to build models that can get us to the spaces where our fitness is strong enough. These models can contain hard data and soft information as well.
We know for a long time that expert system (ES) must not know in a different way than how man kno... more We know for a long time that expert system (ES) must not know in a different way than how man knows. We would not expect men to adapt their thinking processes to the machine, would we? Evolution would not let peoples' minds adopt criteria weighting or fuzzy logic. This is why we developed our Doctus 1 knowledge-based expert system based on symbolic logicthat is the easiest to understand artificial knowledge representation to the decision taker. However, this is all history now... Now we perhaps understand decision takers bettermaybe it was worth observing them for nearly two decades. Decision takers, and we mean only the most experienced ones, want to be able to play around a bit with a particular decision and, eventually, they want some help in delegating the decisions they are bored with.
Proceedings of the 4th …, Jan 1, 2005
Our solution -MABE Methodological Frameworkaims to understand Value-Based Learning Organizations.... more Our solution -MABE Methodological Frameworkaims to understand Value-Based Learning Organizations. The e-leaders (decision takers of these organizations) can only communicate using a hazy hierarchy of metaphors as the new ideas cannot be expressed using the old terminology. They and their organizations exist in a business world, in which the functioning is dominated by software; the employees are expected to be skilled searchers. We assume that the decision takers can change their attitude towards the set of expectations and their relations when facing a new solution; thus, they can achieve to get an objectionless solution. This requires a new mode of cognition, which we call the opportunistic browsing. Furthermore, they have to ensure that the decision they have taken is ethically correct, and as there is no single truth they need to adopt pluralistic ethics. The established framework is used to analyze the decisions of the e-leader, who keeps the original decisions to herself/himself and delegates the routine ones, thus achieving increased efficiency and effectiveness resulting in cost reduction and time savings.
VIPSI 2007 Tokyo, Jan 1, 2007
The e-era is obsolete. It is time for a step forward, to the f-era. In this new era the Kuhnian c... more The e-era is obsolete. It is time for a step forward, to the f-era. In this new era the Kuhnian conception of paradigm should be replaced by the new f-paradigm; the e-knowledge-sharing should be replaced by f-knowledge-sharing . In all these «f» stands for «free». In many languages the need for knowledge is expressed by the words of thirst or hunger. This gave us the idea to use metaphors of restaurants to the different types of f-knowledge-sharing; we distinguish four types: the ‘buffet’-type, the ‘à la carte’-type, the ‘recommended by the chef’-type, and the ‘coffee-room’-type knowledge sharing.
… on Applied Business …, Jan 1, 2005
In this paper we present two related results. The first is a model of personal knowledge which is... more In this paper we present two related results. The first is a model of personal knowledge which is based on the number of dots the person can see, and thus the dimensions of knowledge. E.g. one dot indicates dimensionless knowledge, two dots indicate one-dimensional knowledge, then the three dots for two-dimensional knowledge, and the highest knowledge level is the three-dimensional knowledge indicated by four dots. Based on qualitative examination of this model we determine which part of deliverable knowledge is appropriate for e-learning at the different knowledge levels of the teacher. The second result builds on this one; it is architecture of three dimensional knowledges in the discipline of leadership, particularly it covers the part appropriate for e-learning. To present this second result we use our next generation knowledge visualization tool, Knowledge Galaxy 1 .
Making an attempt to develop a curriculum for web-based learning, we have realized that the exist... more Making an attempt to develop a curriculum for web-based learning, we have realized that the existing solutions have adopted the traditional content management principles of printed books. By doing so, these solutions do not make use of benefits of a web-based system, namely the multimedia and the interactivity. Our new solution puts these benefits into the focus. Combining the features of semantic networks, cognitive maps and machine learning, we have developed a new generation knowledge visualization tool called Doctus Knowledge Galaxy shell. In our solution the topics and keywords are not in a sequential order, thus enabling the e-learner to choose her/his own learning route. The monitoring system of Doctus Knowledge Galaxy also allow us to observe how much time the learner spends on particular keywords and which next keyword she/he chooses after concluding a previous one by passing the test. The most important achievement of Doctus Knowledge Galaxy is its clear and transparent structure, which enables the learners into fast navigation and provides the developers with useful information about the learning routes and performance of the learner.
Knowledge Levels: 3-D Model of the Levels of Expertise
AoM 2009, Jan 1, 2009
Abstract In this paper we present a conceptual model of knowledge levels. There are so far two su... more Abstract In this paper we present a conceptual model of knowledge levels. There are so far two such models; the present one does not build on them but, as we have found out later, it is coherent with both of these and even establishes connection between them. Our model ...
learning, Jan 1, 2006
In this paper we take the idea of e-learning a step further, from "e" to "f", in d icatin g th at... more In this paper we take the idea of e-learning a step further, from "e" to "f", in d icatin g th at th e p o st-e-learning is on the doorstep. T h e "f" stan d s fo r freed o m fo cu sin g on th e freed o m o f th e f-learner. As we will show, the demand for the freedom of the f-learner imposes certain boundaries to the freedom of the f-teacherthis is what we propose to handle by adopting the f-learning scenarios. For this quest we have developed a systems-description of the increase of personal knowledge, we analyze the interaction of the individual and organizational value systems, and we examine the possibilities of standardization of the user interfaces to finally be able to offer scenarios for f -learning. More precisely, we do not offer instant scenarios applicable in any situation but a conception of how scenarios can be developed, what they should contain and what should be taken into consideration during the development. The outcome of this research also indicates some new problems regarding the roles identified in f-learning.
viktordorfler.com
The members of e-community are qualified on the partner basis (from whom he/she knows and where h... more The members of e-community are qualified on the partner basis (from whom he/she knows and where he/she passes the found knowledge). The knowledge is divided, not on the basis of organizational forms and standards. The organizational knowledge maps are mostly false inventories, as the stock -taking is possible only within the frameworks of other culture reliance. The Intelligent Portal contains artificial intelligence. First we use Doctus KBS shell to create knowledge-bases for particular decisions. Hard data are retrieved from databases and soft information from knowledge-bases. If we understand the matter of the web then we can use the interactivity to comprehend the new knowledge on the basis of Linux (free software) development conception. The easiest way to understand is to distinguish free pub-talk from free beer. Corporate University does not give away knowledge free, but we can freely talk about it or even modify it. This idea is based on following: everybody is free to access the knowledge shaped on the desk, to customize it, to spread either the customized or the desk-shaped knowledge. In the knowledge factory we realize the cooperation among experts on internet. Knowledge factory is more than a useful blend of newsgroup and forum.
viktordorfler.com
In many languages the need for knowledge is expressed using the words for thirst or hunger. This ... more In many languages the need for knowledge is expressed using the words for thirst or hunger. This gave us the idea to use metaphors of restaurants to describe the different ways of knowledge sharing; we distinguish four types: the 'buffet'-type, the 'à la carte'-type, the 'recommended by the chef'-type, and the 'coffee-room'-type knowledge sharing. To introduce the for restaurants we draw on some knowledge typologies from the literature and we added some new types as well. This paper focuses on the "à-la-carte-knowledge-sharing", where the waiter is the knowledge broker. The environment of the four restaurants for knowledge sharing is the business environment today; here we suggest to take a step further to the next letter after «e» and to start to speak of f-knowledge-sharing ; where the «f» stands for «free».
66th Annual Meeting of …, Jan 1, 2007
Skype innovated the communication and was acquired by eBay for nearly $4 billion altogether. They... more Skype innovated the communication and was acquired by eBay for nearly $4 billion altogether. They did something good and now they also do well. There are companies which reject any kinds of change but also seem to be doing well. How are both possible? In this paper we attempt to answer this question by establishing an evolutionary framework to examine organizations and particularly their approach to creativity and innovation. We re-examine the Neo-Darwinian school of evolution and formulate some objections while accepting some ideas, mostly from the Neo rather than from the Darwinian part; thus establishing our own evolutionary framework. Within this framework we discuss the evolution of ideas and the knowledge increase to understand the educational background of new generation decision takers. We also review the changes of the organizational strategy in the e-age; to get a picture of the organizational context of creativity and innovation we discuss the role of the dynamic and static quality in e-age organizations. Pulling all these together we describe four fitness categories of innovation; we use animal names as metaphors of the categories: the first swallows, the parrots that repeat, the bear awaking form the winter-long hibernation, and the frog that enjoys itself in the changeless swamp. One fitness is not better than another, only your fitness and your habitat (fitness landscape) must be in harmony. That we need for survival.
IABE: Annual Conference of the International Academy of Business and Economics, 2011
It is the fourth time that we create a new management school. Every time it was different and eve... more It is the fourth time that we create a new management school. Every time it was different and every time we have learned a lot from the process of curriculum design in harmony with the voice of the times. In this paper we outline the process of curriculum design through our latest experience in creating the Strategic Partner School in Hungary. Although there are important characteristics of the Middle-East European market for post-experiential business education taken into consideration, the meta-level of the process, i.e. how to identify the relevant characteristics, can be applicable well beyond the area in which this study originated. Naturally, our way is not the only right way of curriculum design but our aim with this study is to stimulate thinking and discussion rather than selling a recipe.
The Tunnel of Doctus KBS: The Deeper You Get the Darker It Is
2nd International OFEL Conference on Corporate Governance
When you are on your way inwards to a tunnel, it is getting darker and darker. You reach the dark... more When you are on your way inwards to a tunnel, it is getting darker and darker. You reach the darkest point when you are in the deepest. Then, as you start your way out, there is gradually more and more light. Over the last quarter century we were getting deeper and deeper in. It seems that it is starting to get lighter now.
As academics and consultants we have been working for, with and on top-level business decision takers involved in loosely structured decision problems. Gradually we have achieved better and better understanding of the models of thinking that can be useful for these decision takers. First we realized that the model of thinking needs to be simple; which is the philosophical commonplace of Occam’s razor. Somewhat later we realized that it is easy to cut our-selves if Occam’s razor is too sharp – the model of thinking must not be too simple as it will fail to provide a usable representation of reality. This is also known from philosophy as Einstein’s extension of Occam’s rule: as simple as possible but not simpler than that. Along these lines we have developed the Doctus knowledge-based system shell, for building our models. This way we started building the bridge of trans-disciplinarity between the knowledge do-mains of various experts. However, this bridge is narrow and difficult to use for crossing the disciplinary divides. Decision takers cannot walk the bridge alone; they need a bridge-guide called the knowledge engineer. The knowledge engineer is not a polymath (expert in multiple domains); the knowledge engineer’s expertise is about knowledge and knowers.
More recently we have realized that it is not sufficient if the model is useful, it also has to be usable. The bridge should be wide, stable and easy to walk. Of course, it is still nice to have the knowledge engineer to guide the decision taker – it provides a fuller experience. What makes for such bridge? Today we think that we need to apply Occam’s razor tempered by Einstein on the user interface the same way as we have previously used it for representing knowledge. The new Doctus is beautiful and as simpler as it can be – but not simpler than that.
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Conference papers by Jolan Velencei
for us to stay within the cage of our existing disciplines. Transdisciplinarity examines territories beyond different disciplines. In this study, decisions and their ontology have been observed through the lens of transdisciplinarity. Depending on this approach, a Knowledge-based System, namely the Doctus KBS can be seen as a Decision Support System tool and as Knowledge Representation. During the development of Doctus KBS, used a symbolic logic to visualize knowledge, the process of thinking together was examined
to define ontology of the concepts. This study examines how ontology can be applied to inter-agent (human or machine) communication and the reusing of concepts. The goal of this study is the presentation of a different approach.
decision makers with the decision situation at hand.
In this paper we introduce the latest incarnation of our Doctus KBS, featuring three distinct ways of reasoning; the newest ‘third way of reasoning’ supports reusing previous decision experience. As far as we know, Doctus is currently the only decision support tool capable of identifying relevant experience as well as learning from it. In this paper we provide a prelude for how the new solution should work in real-life decision support.
As academics and consultants we have been working for, with and on top-level business decision takers involved in loosely structured decision problems. Gradually we have achieved better and better understanding of the models of thinking that can be useful for these decision takers. First we realized that the model of thinking needs to be simple; which is the philosophical commonplace of Occam’s razor. Somewhat later we realized that it is easy to cut our-selves if Occam’s razor is too sharp – the model of thinking must not be too simple as it will fail to provide a usable representation of reality. This is also known from philosophy as Einstein’s extension of Occam’s rule: as simple as possible but not simpler than that. Along these lines we have developed the Doctus knowledge-based system shell, for building our models. This way we started building the bridge of trans-disciplinarity between the knowledge do-mains of various experts. However, this bridge is narrow and difficult to use for crossing the disciplinary divides. Decision takers cannot walk the bridge alone; they need a bridge-guide called the knowledge engineer. The knowledge engineer is not a polymath (expert in multiple domains); the knowledge engineer’s expertise is about knowledge and knowers.
More recently we have realized that it is not sufficient if the model is useful, it also has to be usable. The bridge should be wide, stable and easy to walk. Of course, it is still nice to have the knowledge engineer to guide the decision taker – it provides a fuller experience. What makes for such bridge? Today we think that we need to apply Occam’s razor tempered by Einstein on the user interface the same way as we have previously used it for representing knowledge. The new Doctus is beautiful and as simpler as it can be – but not simpler than that.