Explicit learning in ACT-R

A popular distinction in the learning literature is the distinction between implicit and explicit learning. Although many studies elaborate on the nature of implicit learning, little attention is left for explicit learning. The unintentional aspect of implicit learning corresponds well to the mechanistic view of learning employed in architectures of cognition. But how to account for deliberate, intentional, explicit learning? This chapter argues that explicit learning can be explained by strategies that exploit implicit learning mechanisms. This idea is explored and modelled using the ACT-R theory (Anderson, 1993). An explicit strategy for learning facts in ACT-R’s declarative memory is rehearsal, a strategy that uses ACT-R’s activation learning mechanisms to gain deliberate control over what is learned. In the same sense, strategies for explicit procedural learning are proposed. Procedural learning in ACT-R involves generalisation of examples. Explicit learning rules can create and manipulate these examples. An example of these explicit rules will be discussed. These rules are general enough to be able to model the learning of three different tasks. Furthermore, the last of these models can explain the difference between adults and children in the discrimination-shift task

Layers in the Fabric of Mind: A Critical Review of Cognitive Ontogeny

The essay is critically examines the conceptual problems with the influential modularity model of mind. We shall see that one of the essential characters of modules, namely informational encapsulation, is not only inessential, it ties a knot at a crucial place blocking the solution to the problem of understanding the formation of concepts from percepts (nodes of procedural knowledge). Subsequently I propose that concept formation takes place by modulation of modules leading to cross-representations, which were otherwise prevented by encapsulation. It must be noted that the argument is not against modular architecture, but a variety of an architecture that prevents interaction among modules. This is followed by a brief argument demonstrating that module without modularization, i.e. without developmental history, is impossible. Finally the emerging picture of cognitive development is drawn in the form of the layers in the fabric of mind, with a brief statement of the possible implications

Shopping for new glasses: looking beyond jazz in the study of organization improvisation

This article calls for research on organizational improvisation to go beyond the currently dominant jazz metaphor in theory development. We recognize the important contribution that jazz improvisation has made and will no doubt continue to make in understanding the nature and complexity of organizational improvisation. This article therefore presents some key lessons from the jazz metaphor and then proceeds to identify the possible dangers of building scientific inquiry upon a single metaphor. We then present three alternative metaphors Indian music, therapy and role theory. We explore the nature of these metaphors and seek to identify ways in which they differ from the jazz metaphor. This analysis leads us to identify not merely how these alternative metaphors fill the gaps left by the jazz metaphor but also how they complement the contribution from the jazz metaphor thus further strengthening theory-building in this genre. Ultimately, our understanding of organizational improvisation will be sharpened by more incisive theoretical analysis and empirical research.

Ontology-based explanation of classifiers

The rise of data mining and machine learning use in many applications has brought new challenges related to classification. Here, we deal with the following challenge: how to interpret and understand the reason behind a classifier's prediction. Indeed, understanding the behaviour of a classifier is widely recognized as a very important task for wide and safe adoption of machine learning and data mining technologies, especially in high-risk domains, and in dealing with bias.We present a preliminary work on a proposal of using the Ontology-Based Data Management paradigm for explaining the behavior of a classifier in terms of the concepts and the relations that are meaningful in the domain that is relevant for the classifier

Integrating supply chains: An investigation of collaborative knowledge transfers

This paper aims to empirically investigate the impact upon performance of explicit knowledge transfer in the integrated supply chain between a manufacturer and its external suppliers and customers. Literature derived hypotheses were evaluated using International Manufacturing Strategy Survey data from 338 companies. Valid and reliable scales were created via confirmatory factor analysis, and effects upon inventory performance tested via regression techniques. Whilst knowledge transfers from upstream and downstream directions were positively related to a manufacturer's performance, knowledge derived from customers was more powerful. Furthermore, integrated knowledge transfer- the combination of knowledge emanating from both suppliers and customers- had the strongest link to performance. The implications for practioners are that integrating knowledge across supply chains could be more far reaching than the exchange of assets, data and information usually considered in supply chain literature. Furthermore the current generalized approach to managing external knowledge is inadequate. This study expands upon existing literature by including directional implications as to which knowledge inflows are most valuable. For academics, this paper supports and extends existing literature by considering the supplier-manufacturer-customer triad in unison. The focus goes beyond asset, data and information exchange towards the leveraging of external knowledge. Relevant perspectives and dimensions were adopted from the knowledge management stream in order to add conceptual depth. Several areas of knowledge-based supply chain research have been identified as potential opportunities for further investigation.Supply Chain; Knowledge Management; Empirical Research: