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Some of these papers attempt to attach elements of economic reasoning based on rational action assumptions onto the model. [15] Many of the volume's chapters address the problem of agency, to which the garbage can model offered a solution based on a temporal, instead of a consequential, ordering of organizational events. [15]
In this scenario, formal planning systems are criticized by a number of academics, who argue that conventional methods, based on classic analytical tools (market research, value chain analysis, assessment of rivals), [2] fail to shape a strategy that can adjust to the changing market [3] and enhance the competitiveness of each business unit ...
[1] [2] A random sequence of events, symbols or steps often has no order and does not follow an intelligible pattern or combination. Individual random events are, by definition, unpredictable, but if there is a known probability distribution, the frequency of different outcomes over repeated events (or "trials") is predictable.
Even seemingly trivial social phenomena are ordered in highly predictable ways. [40] This idea serves as an implicit motivation behind social sequence analysts' use of optimal matching, clustering, and related methods to identify common "classes" of sequences at all levels of social organization, a form of pattern search.
Economic trends and patterns which emerge are studied intensively by economists. [31] Within the field of group facilitation and organization development, there have been a number of new group processes that are designed to maximize emergence and self-organization, by offering a minimal set of effective initial conditions.
Animals have significantly more predictable behavior than humans. Driven by natural selection, animals develop mating calls, predator warnings, and communicative dances. One example of these engrained behaviors is the Belding's ground squirrel, which developed a specific set of calls that warn nearby squirrels about predators.
Other critics posit that organizational information theory views the organization as a static entity, rather than one that changes over time. Dynamic adjustments, such as downsizing, outsourcing and even advancements in technology should be taken into consideration when examining an organization—and organizational information theory does not ...
Based on the author's criteria: The event is a surprise (to the observer). The event has a major effect. After the first recorded instance of the event, it is rationalized by hindsight, as if it could have been expected; that is, the relevant data were available but unaccounted for in risk mitigation programs. The same is true for the personal ...