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Herbert Simon idézet

Herbert Alexander Simon Nobel-díjas amerikai politológus, közgazdász és pszichológus, a XX. század egyik meghatározó társadalomtudósa.

Főbb kutatási területei: kognitív pszichológia, számítástechnika, közgazdaság, tudományfilozófia, szociológia, politológia. Wikipedia  

✵ 15. június 1916 – 9. február 2001
Herbert Simon fénykép
Herbert Simon: 58 idézet0 Kedvelés

Herbert Simon: Idézetek angolul

“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
Kontextus: 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 könyv 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

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

“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

Forrás: 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
Kontextus: 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 könyv Administrative Behavior

Forrás: 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 könyv Administrative Behavior

Forrás: 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

Forrás: 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 könyv Administrative Behavior

Forrás: 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 könyv Administrative Behavior

Változat: 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.
Forrás: 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 könyv Administrative Behavior

Forrás: 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 könyv 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

Forrás: 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 <br class="br">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) &quot; Herbert simon, anti-philosopher http://cleinias.org/sites/default/files/Simon-anti-Philosopher-preprint.pdf.&quot; Computing and Philosophy. p. 34. <br class="br">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

Forrás: 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

Forrás: 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 könyv Administrative Behavior

Forrás: 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 könyv Administrative Behavior

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

“Global rationality, the rationality of neoclassical theory, assumes that the decision maker has a comprehensive, consistent utility function, knows all the alternatives that are available for choice, can compute the expected value of utility associated with each alternative, and chooses the alternative that maximizes expected utility. Bounded rationality, a rationality that is consistent with our knowledge of actual human choice behavior, assumes that the decision maker must search for alternatives, has egregiously incomplete and inaccurate knowledge about the consequences of actions, and chooses actions that are expected to be satisfactory”

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Herbert A. Simon

attain targets while satisfying constraints
Simon (1997, p. 17); As cited in: Gustavo Barros (2010, p. 460).
1980s and later

“Modem mainstream economic theory bravely assumes that people make their decisions in such a way as to maximize their utility. Accepting this assumption enables economics to predict a great deal of behavior (correctly or incorrectly) without ever making empirical studies of human actors.”

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Herbert A. Simon

Simon (1990) "Invariants of Human Behavior" in: Annu. Rev. Psychol. 41: p. 6.
1980s and later

“We distinguish diagrammatic from sentential paper-and-pencil representations of information by developing alternative models of information-processing systems that are informationally equivalent and that can be characterized as sentential or diagrammatic. Sentential representations are sequential, like the propositions in a text. Diagrammatic representations are indexed by location in a plane. Diagrammatic representations also typically display information that is only implicit in sentential representations and that therefore has to be computed, sometimes at great cost, to make it explicit for use. We then contrast the computational efficiency of these representations for solving several. illustrative problems in mathematics and physics.”

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Herbert A. Simon

Forrás: 1980s and later, "Why a diagram is (sometimes) worth ten thousand words," (1987), p. 65

“Whereas economic man maximizes - selects the best alternative from among all those available to him, his cousin, administrative man, satisfices - looks for a course of action that is satisfactory or "good enough."”

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Herbert A. Simon könyv Administrative Behavior

Forrás: 1940s-1950s, Administrative Behavior, 1947, p. xxix.

“Roughly speaking, rationality is concerned with the selection of preferred behavior alternatives in terms of some system of values, whereby the consequences of behavior can be evaluated.”

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Herbert A. Simon könyv Administrative Behavior

Forrás: 1940s-1950s, Administrative Behavior, 1947, p. 84.

“We need to augment and amend the existing body of classical and neoclassical economic theory to achieve a more realistic picture of economic process.”

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Herbert A. Simon

Herbert A. Simon (1986) in Preface to: Gilad & Kaish (eds.), Handbook of Behavioral Economics, p. xvi.
1980s and later

“In the process of decision those alternatives are chosen which are considered to be appropriate means of reaching desired ends. Ends themselves, however, are often merely instrumental to more final objectives. We are thus led to the conception of a series, or hierarchy, of ends. Rationality has to do with the construction of means-ends chains of this kind.”

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Herbert A. Simon könyv Administrative Behavior

Forrás: 1940s-1950s, Administrative Behavior, 1947, p. 62.

“A major task in organizing is to determine, first, where the knowledge is located that can provide the various kinds of factual premises that decisions require.”

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Herbert A. Simon könyv Administrative Behavior

Forrás: 1940s-1950s, Administrative Behavior, 1947, p. 24.

“At the time of its initial publication, Public Administration helped to define this field of study and practice by introducing two major new emphases: an orientation toward human behavior and human relations in organizations, and an emphasis on the interaction between administration, politics, and policy. Without neglecting more traditional concerns with organization structure, Simon, Thompson, and Smithburg viewed administration in its behavioral and political contexts. The viewpoints they express still are at the center of public administration's concerns.”

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Herbert A. Simon

Book abstract, 1991
1940s-1950s, Public administration, 1950

“It is not my aim to surprise or shock you – but the simplest way I can summarize is to say that there are now in the world machines that think, that learn and that create. Moreover, their ability to do these things is going to increase rapidly until – in a visible future – the range of problems they can handle will be coextensive with the range to which the human mind has been applied.”

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Herbert A. Simon

Newell & Simon (1958), quoted in AI, by Daniel Crevier
1940s-1950s

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