Frases de Herbert Alexander Simon (58 citas)

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Herbert Alexander Simon: Frases en inglés

“For almost every principle one can find an equally plausible and acceptable contradictory principle.”

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Herbert A. Simon

Simon, Herbert A. "The proverbs of administration." Public Administration Review 6.1 (1946): 53-67.
1940s-1950s
Contexto: Most of the propositions that make up the body of administrative theory today share, unfortunately, this defect of proverbs. For almost every principle one can find an equally plausible and acceptable contradictory principle.

“Rationality requires a complete knowledge and anticipation of the consequences that will follow on each choice. In fact, knowledge of consequences is always fragmentary”

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Herbert A. Simon libro Administrative Behavior

1940s-1950s, Administrative Behavior, 1947

“In an information-rich world, the wealth of information means a dearth of something else: a scarcity of whatever it is that information consumes. What information consumes is rather obvious: it consumes the attention of its recipients. Hence a wealth of information creates a poverty of attention and a need to allocate that attention efficiently among the overabundance of information sources that might consume it.”

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Herbert A. Simon

“Human beings, viewed as behaving systems, are quite simple. The apparent complexity of our behavior over time is largely a reflection of the complexity of the environment in which we find ourselves.”

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Herbert A. Simon

Fuente: 1960s-1970s, The Sciences of the Artificial, 1969, p. 53.

“… a wealth of information creates a poverty of attention…”

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Herbert A. Simon

Simon, H. A. (1971) "Designing Organizations for an Information-Rich World" in: Martin Greenberger, Computers, Communication, and the Public Interest, Baltimore. MD: The Johns Hopkins Press. pp. 40–41.
1960s-1970s
Contexto: In an information-rich world, the wealth of information means a dearth of something else: a scarcity of whatever it is that information consumes. What information consumes is rather obvious: it consumes the attention of its recipients. Hence a wealth of information creates a poverty of attention and a need to allocate that attention efficiently among the overabundance of information sources that might consume it.

“The function of knowledge in the decision-making process is to determine which consequences follow upon which of the alternative strategies. It is the task of knowledge to select from the whole class of possible consequences a more limited subclass, or even (ideally) a single set of consequences correlated with each strategy.”

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Herbert A. Simon libro Administrative Behavior

Fuente: 1940s-1950s, Administrative Behavior, 1947, p. 78.

“Before a science can develop principles, it must possess concepts. Before a law of gravitation could be formulated, it was necessary to have the notions of “acceleration” and “weight.””

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Herbert A. Simon libro Administrative Behavior

Fuente: 1940s-1950s, Administrative Behavior, 1947, p. 43.

“A number of proposals have been advanced in recent years for the development of ‘general systems theory’ which, abstracting from properties peculiar to physical, biological, or social systems, would be applicable to all of them. We might well feel that, while the goal is laudable, systems of such diverse kinds could hardly be expected to have any nontrivial properties in common. Metaphor and analogy can be helpful, or they can be misleading. All depends on whether the similarities the metaphor captures are significant or superficial.
It may not be entirely vain, however, to search for common properties among diverse kinds of complex systems… The ideas of feedback and information provide a frame of reference for viewing a wide range of situations, just as do the ideas of evolution, of relativism, of axiomatic method, and of operationalism… hierarchic systems have some common properties that are independent of their specific content…”

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Herbert A. Simon

H.A. Simon (1962) "The Architecture of complexity." in: Proceedings of the American Philosophical Society. Vol 106, pp. 467-468. as cited in: "James Grier Miller (1916-)" at isss.org retrieved Nov 16, 2012.
1960s-1970s

“The first consequence of the principle of bounded rationality is that the intended rationality of an actor requires him to construct a simplified model of the real situation in order to deal with it. He behaves rationally with respect to this model, and such behavior is not even approximately optimal with respect to the real world. To predict his behavior we must understand the way in which this simplified model is constructed, and its construction will certainly be related to his psychological properties as a perceiving, thinking, and learning animal.”

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Herbert A. Simon

Fuente: 1940s-1950s, Models of Man, 1957, p. 198; Cited in P. Slovic (1972, p. 2).

“Before we can establish any immutable 'principles' of administration, we must be able to describe, in words, exactly how an administrative organization looks and exactly how it works.”

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Herbert A. Simon libro Administrative Behavior

Fuente: 1940s-1950s, Administrative Behavior, 1947, p. xiv.

“The principle of bounded rationality [is] the capacity of the human mind for formulating and solving complex problems is very small compared with the size of the problems whose solution is required for objectively rational behavior in the real world — or even for a reasonable approximation to such objective rationality.”

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Herbert A. Simon libro Administrative Behavior

Variante: The principle of bounded rationality [is] the capacity of the human mind for formulating and solving complex problems is very small compared with the size of the problems whose solution is required for objectively rational behavior in the real world — or even for a reasonable approximation to such objective rationality.
Fuente: 1940s-1950s, Administrative Behavior, 1947, p. 198.

“The world you perceive is drastically simplified model of the real world.”

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Herbert A. Simon libro Administrative Behavior

Fuente: 1940s-1950s, Administrative Behavior, 1947, p. xxvi.

“It is impossible for the behavior of a single, isolated individual to reach a high degree of rationality. The number of alternatives he must explore is so great, the information he would need to evaluate them so vast that even an approximation to objective rationality is hard to conceive. Individual choice takes place in rationality is hard to conceive… Actual behavior falls short in at least three ways, of objective rationality:”

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Herbert A. Simon libro Administrative Behavior

1940s-1950s, Administrative Behavior, 1947

“Computers were within my sphere of attention, but only computers used as number crunchers. In spite of the "giant brain" metaphor, there is little suggestion in this 1950 talk that the most important application of computers might lie in imitating intelligence symbolically, not numerically.”

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Herbert A. Simon

Fuente: 1980s and later, Models of my life, 1991, p. 199.

“Over Christmas, Allen Newell and I created a thinking machine.”

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Herbert A. Simon

Simon (1956) quoted on CMU Libraries: Problem Solving Research http://shelf1.library.cmu.edu/IMLS/MindModels/problemsolving.html
1940s-1950s

“We are organization watchers in our role as citizens. Increasing attention has been ﬁxed in recent years upon the functioning of society’s organizations: its large corporations and its governments. Hence this could also be described as a book for Everyman–for it proposes a way of thinking about organizational issues that concern us all.”

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Herbert A. Simon

Simon (1975, p. ix); As cited in Stefano Franchi(2006) " Herbert simon, anti-philosopher http://cleinias.org/sites/default/files/Simon-anti-Philosopher-preprint.pdf." Computing and Philosophy. p. 34.
1960s-1970s

“The function of knowledge in the decision-making process is to determine which consequences follow upon which of the alternative strategies.”

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Herbert A. Simon

Fuente: 1940s-1950s, Public administration, 1950, p. 75

“Definition of design = Everyone designs who devise courses of action aimed at changing existing situations into preferred ones. The intellectual activity that produces material artifacts is no different fundamentally from the one that prescribes remedies for a sick patient or the one that devises a new sales plan for a company or a social welfare policy for a state.”

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Herbert A. Simon

Fuente: 1960s-1970s, The Sciences of the Artificial, 1969, p. 130.

“If by motivation we mean whatever it is that causes someone to follow a particular course of action, then every action is motivated — by definition. But in most human behavior the relation between motives and action is not simple; it is mediated by a whole chain of events and surrounding conditions. We observe a man scratching his arm. His motive (or goal)? To relieve an itch.”

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Herbert A. Simon libro Administrative Behavior

Fuente: 1940s-1950s, Administrative Behavior, 1947, p. 265.

“In these two essays [the papers of 1955 and 1956] the focus is upon ways of simplifying the choice problem to bring it within the power of human computation… The key to the simplification of the choice process in both cases is the replacement of the goal of maximizing with the goal of satisficing, of finding a course of action that is ‘good enough’. I have tried, in these two essays, to show why this substitution is an essential step in the application of the principle of bounded rationality.”

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Herbert A. Simon libro Administrative Behavior

Fuente: 1940s-1950s, Administrative Behavior, 1947, p. 204‑5; As cited in: Gustavo Barros (2010) " Herbert A. Simon and the concept of rationality: boundaries and procedures http://www.scielo.br/pdf/rep/v30n3/a06v30n3.pdf." Revista de Economia Política 30.3. p. 461.