Can biological quantum networks solve NP-hard problems?

There is a widespread view that the human brain is so complex that it cannot be efficiently simulated by universal Turing machines. During the last decades the question has therefore been raised whether we need to consider quantum effects to explain the imagined cognitive power of a conscious mind. This paper presents a personal view of several fields of philosophy and computational neurobiology in an attempt to suggest a realistic picture of how the brain might work as a basis for perception, consciousness and cognition. The purpose is to be able to identify and evaluate instances where quantum effects might play a significant role in cognitive processes. Not surprisingly, the conclusion is that quantum-enhanced cognition and intelligence are very unlikely to be found in biological brains. Quantum effects may certainly influence the functionality of various components and signalling pathways at the molecular level in the brain network, like ion ports, synapses, sensors, and enzymes. This might evidently influence the functionality of some nodes and perhaps even the overall intelligence of the brain network, but hardly give it any dramatically enhanced functionality. So, the conclusion is that biological quantum networks can only approximately solve small instances of NP-hard problems. On the other hand, artificial intelligence and machine learning implemented in complex dynamical systems based on genuine quantum networks can certainly be expected to show enhanced performance and quantum advantage compared with classical networks. Nevertheless, even quantum networks can only be expected to efficiently solve NP-hard problems approximately. In the end it is a question of precision - Nature is approximate.Comment: 38 page

Negotiating reality as an approach to intercultural competence

In an increasingly global business environment, managers must interact effectively with people who have different values, behavioral norms, and ways of perceiving reality. Many jobs now entail an international dimension, so the need to develop intercultural competences has taken on a greater importance for more people in business than ever before. Intercultural competence is the ability to recognize and use cultural differences as a resource for learning and for generating effective responses in specific contexts. We conceive of this as negotiating reality. The approach draws on concepts from international management, sociology, crosscultural psychology, action science and conflict resolution. -- In einer zunehmend globalisierten Umwelt müssen Führungskräfte immer häufiger mit Menschen aus anderen Kulturen zusammenzuarbeiten, die unterschiedliche Wertevorstellungen haben, verschiedene Verhaltensnormen pflegen und ihre jeweils eigene Wahrnehmung der Realität haben. Damit steigt der Bedarf an interkultureller Kompetenz, der Fähigkeit, kulturelle Unterschiede als Lernressourcen zu erkennen und für die jeweilige Situation adäquate Lösungen zu erarbeiten und einzusetzen. Dieser Beitrag beschreibt einen innovativen Ansatz, den wir negotiating reality nennen, der sich aus unterschiedlichen Theoriebereichen, u.a. dem internationalen Management, der Soziologie, der interkulturellen Psychologie, und der Konfliktforschung speist.

Building sustainability on deep values through mindfulness nurturing

To effectively pursue sustainability, companies need to develop an awareness of the importance of social and environmental objectives in addition to economic. To achieve this, they need to promote a set of shared values in their strategy and cultural change which align global sustainability with organisational performance. To assist organisations with this process and thus identify and nurture their members’ underpinning values, we present the Organisational Presence Model including a Real Dialogue Methodology. We draw on Lewin’s participative approach to change and the deep concept of Mindfulness related to Buddhist precepts, while contributing with a way to initiate Mindfulness nurturing in business context, facilitating its acceptance and practice by organizational members. In our study case we find signs of positive effects of the model in sustainability pursuing. The new strategy has been built aligned with resulting values, that are also perceived by organizational members as inspirational, generating motivation and helping the effective communication that integrates the strategic objectives in the economic, social and environmental aspects