Deep Learning the mind of an organization Part 2

Blogs, they are wonderful, they live and they express. The quest for knowledge is not a trivial pursuit and the magnitude of captured thoughts so huge that one can comfortably traverse the variants of their own mental pathways without a regard or concern for already tread paths. But caution must be exercised when venturing into deep forests of imagined realities as what may seem as a discovery of a new universe might have already witnessed visitations by many an earlier interpretations, but none the less the pleasure of following the flows of your own design should be done fearlessly, and maybe even just for fun as this blog.

Not to diminish the complexity of high level abstractions, it is a bit more tedious to predict the required calculations. In part 1 of the deep learning the brain of the organization I simply stated that it is possible to capture the signals and learn from those indicators how the organization can be predicted. If the organizations actions can indeed be interpreted as the manifestations of micro decisions of its people in various functions and their combined efforts as the production of one or many desired outcomes then the information flowing through those synapses has to be an order of magnitude larger than neurons firing in one brain. 

Where do we record such massive information from a single system of immense complexity. The search of that recorded complexity lead me to the black box. The black box, aka the flight recorder records every single input to a flying object for short period of time, including the sounds of the buttons, the chatter of cockpit and whole lot of other data. The BFU regular findings though interesting, I lost my interest pretty quickly. The concept though was the same, every thing must be recorded to understand the incident.

The science of understanding processes is hardly new and it drove me towards the path of DSA. The analysis of complex systems and decision processes, in the context of learning the workings of the organization, is inevitable and I really like the concept of "fuzziness" in human reasoning to summarize ideas by Lotfi. The concept "use of linguistic variables and fuzzy algorithms, .....provides an approximate and yet effective means of describing the behavior of systems which are too complex or too ill-defined to admit quantitative techniques of system analysis", and what systems can we claim are more complex and ill defined then the ones shrouded in idiosyncrasies of human interactions to come up with a "methodological framework which is tolerant of imprecision and partial truths".
My struggles with fuzzy algorithms, universe of discourse, fuzzy feedbacks and fuzzy instructions, in the limitations of time I can allocate to such explorations, are out of scope of this diary, but the ventures indeed will be recurring theme in following posts.