Self-Configuring Socio-Technical Systems: Redesign at Runtime

Modern information systems are becoming more and more socio-technical systems, namely systems composed of human (social) agents and software (technical) systems operating together in a common environment. The structure of such systems has to evolve dynamically in response to the changes of the environment. When new requirements are introduced, when an actor leaves the system or when a new actor comes, the socio-technical structure needs to be redesigned and revised. In this paper, an approach to dynamic reconfiguration of a socio-technical system structure in response to internal or external changes is proposed. The approach is based on planning techniques for generating possible alternative configurations, and local strategies for their evaluation. The reconfiguration mechanism is presented, which makes the socio-technical system self-configuring, and the approach is discussed and analyzed on a simple case study

An Ontological formalization of the planning task

In this paper we propose a generic task ontology, which formalizes the space of planning problems. Although planning is one of the oldest researched areas in Artificial Intelligence and attempts have been made in the past at developing task ontologies for planning, these formalizations suffer from serious limitations: they do not exhibit the required level of formalization and precision and they usually fail to include some of the key concepts required for specifying planning problems. In con-trast with earlier proposals, our task ontology formalizes the nature of the planning task independently of any planning paradigm, specific domains, or applications and provides a fine-grained, precise and comprehensive characterization of the space of planning problems. Finally, in addition to producing a formal specification we have also operationalized the ontology into a set of executable definitions, which provide a concrete reusable resource for knowledge acquisition and system development in planning applications

Social Continual Planning in Open Multiagent Systems: a First Study

Abstract. We describe a Multiagent Planning approach, named Social Continual Planning, that tackles open scenarios, where agents can join and leave the system dynamically. The planning task is not defined from a global point of view, setting a global objective, but we allow each agent to pursue its own subset of goals. We take a social perspective where, although each agent has its own planning task and planning algorithm, it needs to get engaged with others for accomplishing its own goals. Cooperation is not forced but, thanks to the abstraction of social commitment, stems from the needs of the agents

FLECS: Planning with a Flexible Commitment Strategy

There has been evidence that least-commitment planners can efficiently handle planning problems that involve difficult goal interactions. This evidence has led to the common belief that delayed-commitment is the "best" possible planning strategy. However, we recently found evidence that eager-commitment planners can handle a variety of planning problems more efficiently, in particular those with difficult operator choices. Resigned to the futility of trying to find a universally successful planning strategy, we devised a planner that can be used to study which domains and problems are best for which planning strategies. In this article we introduce this new planning algorithm, FLECS, which uses a FLExible Commitment Strategy with respect to plan-step orderings. It is able to use any strategy from delayed-commitment to eager-commitment. The combination of delayed and eager operator-ordering commitments allows FLECS to take advantage of the benefits of explicitly using a simulated execution state and reasoning about planning constraints. FLECS can vary its commitment strategy across different problems and domains, and also during the course of a single planning problem. FLECS represents a novel contribution to planning in that it explicitly provides the choice of which commitment strategy to use while planning. FLECS provides a framework to investigate the mapping from planning domains and problems to efficient planning strategies.Comment: See http://www.jair.org/ for an online appendix and other files accompanying this articl

On the metaphysics of management

The question about the metaphysics of management is considered especially from the point of view of the subject, acts and object of management. Management is understood holistically, in connection to production, rather than as an independent domain in itself. In terms of metaphysics, the time-honoured question about the superiority of thing (substance, matter) ontology or process ontology is addressed. The determination of metaphysical commitments is discussed. Empirical evidence on the appropriateness of alternative metaphysical assumptions inmanagement is forwarded. It is concluded that Western management thinking has been dominated by thing metaphysics. This has led to deficient conceptualizations and counterproductive methods, present in the 20th century. There have been process metaphysics based correctives, which include Japanese-originated methods and out-of-the box methods developed by Western parties. These correctives have often outperformed their substance based counterparts, but their adoption in the West has been slow. It is concluded that the Western metaphysical assumptions, especially when implicit, hinder learning, understanding and implementation of the process based correctives in the realm of management. However, even if the dominant Western metaphysics constrains our thinking, it might be possible to break out of it, through appropriate ontology training

Atlanta Consultation II: On the Future of the NPT

The Middle Powers Initiative, a program of the Global Security Institute, organized an Extraordinary Strategy Consultation on the Nuclear Non-proliferation Treaty (NPT) 2005 Review Conference in cooperation with former U.S. President Jimmy Carter at The Carter Center in Atlanta, Georgia, January 26-28, 2005.Entitled Atlanta Consultation II: On the Future of the NPT, the gathering involved high-level representatives of key governments and was modeled after the successful Atlanta Consultation I held at The Carter Center in 2000. This report helped identify workable proposals for governments to consider as they prepared for the 2005 Review

Text and artefacts for creating a "World of Investment Decision-Making" : an empirical study into investment procedures

The investment procedure prescribes the stages and tests through which all investment projects must pass before being accepted or not. It governs the conditions of acceptability and constitutes a powerful device of a priori control. In this paper, we intend to understand how investment procedures enable grand ideals regarding investment to be institutionalised. In particular, over and above the assumed effectiveness and rationale of these procedures, we identify the mechanisms through which these procedures construct social roles. In this respect, this research goes beyond the procedures’ technical functions and focuses on the very form of procedures. Indeed, the form of a procedure presents two features: it is written, generally consigned to a “manual”; and it relies on “cognitive artefacts” (Norman, 1991) or “technologies of the intellect” (Goody, 1977) such as lists, tables and formulae like Discounted Cash Flow. This paper shows how this specific form takes effect during the process of institutionalisation, through which grand investment ideals (e.g. competitiveness, value creation) are transformed into concrete devices and into roles (Miller, 1991). Thanks to an enquiry conducted in 2003 and 2004, investment procedures in six large companies in a French context are analysed. It is argued that (1) the formalisation of the objectives of the procedures, as well as the definitions of investment through typologies shape the actors’ boundaries of action; (2) valuation methods based on the domination of economic-mathematical formula favour short-term over long-term reflection; (3) the setting of decision-making thresholds formalise individuals’ tasks and responsibilities. Therefore, the very form of procedures shape each phase of the institutionalisation process as defined by Hasselbladh and Kallinikos (2000) and contribute to creates a singular world – that of investment decisions.procedure; investment; written text; artefacts; technologies of the intellect; institutionalisation