Social Constructs and Boundedly Rational Actors

Helmhout, Martin; Gazendam, H.W.M.; Jorna, R.J.J.M.

doi:10.1007/1-4020-2162-3_9

Cited by 4 publications

(7 citation statements)

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“…Individual behaviour, we found, is bound by contextual constraints and ethics, therefore, essentially it is a methodological attempt to make sense of our individual and social moral experience, such that rules for governing (constraining) human conduct, rules identifying the societal values worth pursuing (constraint), and the character traits deserving development (constraint) are highlighted and made to be the norm. Social constructs can be seen as representations of cooperation and coordination, based on intertwined habits and mutual commitments, which are often expressed in sign structures such as agreements and plans (Helmhout et al , 2003). Social constructs guide the formation and reinforcement of habits of individual actors that are aimed at cooperation, coordination and socially accepted behaviour, and can be modelled based on concepts and methods used in organizational semiotics (Helmhout et al , 2003).…”

Section: Resultsmentioning

confidence: 99%

Ethics and leadership: Enablers and stumbling blocks

April

Peters²,

Locke

et al. 2010

Journal of Public Affairs

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Many of the scandals, indiscretions and collapses, over the last few years, at formerly venerated organizations were the results of toxic relationships, dubious economic models, opaque workplace paradigms, as well as questionable collective and individual actions and behaviours of people who, ordinarily, would not be considered ‘typically criminal’. The individuals involved have typically been people with good education, caring parents, were community contributors and, by all accounts, appeared to be upstanding members of society. Their involvement, therefore, in corrupt acts and relationships thus brings a numbers of issues under question—an important one of which is their ethical maturity, and the forming of that ethical development through important societal institutions such as: religion, education and the family. We set out to understand what some of the stumbling blocks were that prevent individuals from courageously acting on their sometimes vast bases of theoretical/common knowledge with respect to ethics and morals, but which has not yet become common practice. Additionally, we also sought to understand what the various enablers were for individuals who were able to live and act ethically, to further enhance such ethical and moral living and working. Our research sample was 646 middle managers who were all enrolled on the MBA programs of the University of Cape Town (South Africa) and Erasmus University (Netherlands). The research respondents self‐reported on both the stumbling blocks and enablers, through writing up their personal experiences for our research. They also reported on what some of the practical actions were that they employed to live and work ethically. Copyright © 2010 John Wiley & Sons, Ltd.

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Section: Resultsmentioning

confidence: 99%

Ethics and leadership: Enablers and stumbling blocks

April

Peters²,

Locke

et al. 2010

Journal of Public Affairs

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“…We aim at the development of a multi-actor simulation environment based on ACT-R that can be used for experimentation with concepts from organizational semiotics and organization theory [1] [2][3] [4]. However, at the beginning of our project, ACT-R did know only a singleactor implementation that could not be used for multi-actor simulations.…”

Section: Introductionmentioning

confidence: 99%

“…In the declarative memory, there are declarative chunks, while in the production memory there are productions. Declarative memory is very flexible, while proceduralized knowledge has abandoned flexibility on favour of efficiency in access 2 . Soar does not have a long-term declarative memory, which means that Soar can only learn declarative facts by a very complicated mechanism called data chunking.…”

Section: Act-r and Soar As Cognitive Architecturesmentioning

confidence: 99%

“…Thus far, we have succeeded in rebuilding ACT-R as a Java program, and have realized several enhancements that enable actors to interact in a multi-actor environment [1] [2][3] [4]. The single-actor ACT-R program has been replaced by a client-server system in which each actor is a client running on some machine, and the simulated physical environment is the server running one some (maybe other) machine.…”

Section: Introductionmentioning

confidence: 99%

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Interaction of Simulated Actors with the Environment

Gazendam

2007

Project Management and Risk Management in Complex Projects

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The current paper explores the possibilities of an improvement of the interaction of an ACT-R actor with its environment including other actors. This is done in the framework of a project aiming at a multi-actor simulation environment based on the ACT-R architecture. Two objections against traditional cognitive architectures like Soar and ACT-R, namely the lack of physical grounding and the lack of symbol grounding, are explained. For a possible improvement of this situation, organizational semiotics and simulation of emotion seem to offer promising perspectives. Organizational semiotics offers us concepts for the encoding of the environment in the form of affordance signs, social constructs and social norms. This leads to new declarative chunk types in ACT-R. An emotion subsystem can maintain an emotional state that encourages task performance, learning, and social behaviour. An awareness subsystem enables task switching based on the emotional state and the selection of those social constructs and norms that are applicable to the current situation.

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“…We aim at the development of a multi-actor simulation environment based on ACT-R that can be used for experimentation with concepts from organizational semiotics and organization theory (Roest 2004;Helmhout et al 2004Helmhout et al , 2005a. However, at the beginning of our project, ACT-R knew only a single-actor implementation that could not be used for multi-actor simulations.…”

Section: Introductionmentioning

confidence: 99%

Project Management and Risk Management in Complex Projects

Charrel¹,

Galarreta²

2007

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Social Constructs and Boundedly Rational Actors

Cited by 4 publications

References 12 publications

Ethics and leadership: Enablers and stumbling blocks

Ethics and leadership: Enablers and stumbling blocks

Interaction of Simulated Actors with the Environment

Project Management and Risk Management in Complex Projects

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