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

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

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Herbert A. Simon 58
American political scientist, economist, sociologist, and p… 1916–2001

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“Economic man deals with the "real world" in all its complexity. Administrative man recognizes that the world he perceives is a drastic simplified model… He makes his choices using a simple picture of the situation that takes into account just a few of the factors that he regards as most relevant and crucial.”

Source: 1940s-1950s, Administrative Behavior, 1947, p. xxix; As cited in: Jesper Simonsen (1994) Administrative Behavior: How Organizations can be Understood in Terms of Decision Processes http://jespersimonsen.dk/Downloads/Simon-introduction.pdf. Roskilde Universitet.

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Context: Because the fact is, what blinds us to the presence of alien intelligence is linguistic and cultural bias operating on ourselves. The world which we perceive is a tiny fraction of the world which we can perceive, which is a tiny fraction of the perceivable world, you see. We operate on a very narrow slice based on cultural conventions. So the important thing, if synergizing progress is the notion to be maximized (and I think it's the notion to be maximized), is to try and locate the blind spot in the culture — the place where the culture isn't looking, because it dare not — because if it were to look there, its previous values would dissolve, you see. For Western Civilization that place is the psychedelic experience as it emerges out of nature.

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“Now the salient characteristic of the decision tools employed in management science is that they have to be capable of actually making or recommending decisions, taking as their inputs the kinds of empirical data that are available in the real world, and performing only such computations as can reasonably be performed by existing desk calculators or, a little later electronic computers. For these domains, idealized models of optimizing entrepreneurs, equipped with complete certainty about the world - or, a worst, having full probability distributions for uncertain events - are of little use. Models have to be fashioned with an eye to practical computability, no matter how severe the approximations and simplifications that are thereby imposed on them…
The first is to retain optimization, but to simplify sufficiently so that the optimum (in the simplified world!) is computable. The second is to construct satisficing models that provide good enough decisions with reasonable costs of computation. By giving up optimization, a richer set of properties of the real world can be retained in the models… Neither approach, in general, dominates the other, and both have continued to co-exist in the world of management science.”

Herbert A. Simon (1916–2001) American political scientist, economist, sociologist, and psychologist

Source: 1960s-1970s, "Rational decision making in business organizations", Nobel Memorial Lecture 1978, p. 498; As cited in: Arjang A. Assad, ‎Saul I. Gass (2011) Profiles in Operations Research: Pioneers and Innovators. p. 260-1.

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