the f-scale, social networks, sustainability and the knowledge revolution

7/30/2019 The F-Scale, Social Networks, Sustainability and the Knowledge Revolution

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+234-703-430-2486

The F-Scale:

Social Networks, Sustainability and

the Knowledge Revolution

AGAPE

CONSULTANTS

22nd

December, 2012

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Keywords: Space, Time, Forces, Sustainability, Knowledge,

Open Source, Big Data, Social Networks

Abusiness paradigm is presented that reduces investment intoproduct, environment,

andprocess; to provide the objective basis for evaluatingknowledge, information and

data; and translate these intoROIand therefore a monetary unit.
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+234-703-430-2486

The F-Scale:

Social Networks, Sustainability and the

Knowledge Revolution

By

Abstract

Organisations have commonly identified thehuman resource as their greatest asset.

But this asset has remained fluid, sincepersonnelare not strictly under the absolute

control of the organisation in the same way as assets are supposed to be. Another

asset that has defied clarity is information. It has not been possible to list this on the

assets column of the organisations books, and the advent ofbig data has made this

even more urgent. Thirdly Social networks, likeopen source, present potentials that

organisations can leverage to their advantage. Unlike open source however, qualitycontrolis an important factor that has tended to be illusive with respect to networks.

AtAgape Consultants, the goal has been to optimise the value of the person, orhuman-

power resource quality, HpRQ, F so as to create sustained organisational growth and a

liquefied economic environment. This required that first, 1st

people are valued correctly, so

that theHpRQ, F is clearly defined. Then the enabling environmentor work culture, C

within which optimisation is to be accomplished sustainably also needed to be clearly

defined. And thereafter, theprocedure for the performance at this task needed to be

outlined. These are summarised in theperformance management platform, PmP on which

people are to be nurtured in organisations, to optimise their value. This strategy is based on abusiness paradigm that presents investment as a function ofproduct, environment, and

process. As the unit ofdata, process or procedure creates room in the assets column for

information; via theF-Scale, and the valuecreation modelthat linkspeople value, Cto

organisational value, ROI.

This paradigm also creates the capacity to evaluate people against their potentials, rather

than who they actually are, to present a basis for the quality control required to sustain social

networks. Thirdly, the Organisational Kit, Org-K, which is also a feature of this paradigm,

is actually aknowledge bank that provides the database for the work culture; and is at once

a reservoir of organisational knowledge, which is a concrete asset that can be documented.

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+234-703-430-2486

The F-Scale:

Social Networks, Sustainability and the

Knowledge Revolution

By

1.00 Preamble

In general, people are intuitive. They are able to perceiveforms. Given adesire

therefore, they know intuitively that aprocedure would be necessary, and that

certainstructures would be required, for fulfilment. Then they look around, to find

whether these are available or not. The decision is made thereafter, to put them in

place, or to use whatever is available even if the quality of the final product is to be

compromised. The decision to use whatever is available usually derives from the

abhorrence of the rigours associated with the establishment of new procedures andstructures. Theprinciple by which the desire is to be fulfilled must be established, so

as to define the enabling environment in which the operation can be sustained. Then

the procedure for bringing the desire into being can be outlined. This marks the

beginning ofsegmentation among people, between thetakers and thecreators.

While the creators go beyond theforms to put structures in place and to outline

procedures, takers do not.

So people need to grow from being merely intuitive to becomeformal, for the purpose

ofsustainability. Intuition, to the extent that it stops at the perception of forms, is

restrictive, limited and has boundaries. It is therefore characteristically inefficient andnot transferable. This explains why the first, 1st inventors like Thomas Edison, the

Wright brothers, and Henry Ford had to make several errors. Following their trial-and-

errormethodology however, the principles underlying their inventions could be

formalised, makingcreativity more deliberate, efficient, and transferable. Given

principles, general applications become possible; even at different times and

circumstances, for sustainability. Formalisations are not merely generalisable, they can

be transferred to posterity and later generations in ways that intuition can not. The

involve the application of the wave andduality principles to the thought process that

culminates in the creative act.

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Creativity, according to the conception presented above, is a function of the

following two, 2 capacities:

Rationality,Rn

Phenomenological Compression,Pc

Rationality, Rn is the capacity to reduce phenomena into a series, which comprises

the five, 5 essential components that outline the standard procedure for the

performance at task.Phenomenological Compression, Pc is more elaborate,

involving the construction of three, 3 double series to describe each of the following

processes:

Identify theproduct that isdesired

Define the enabling environment for making the product, so that the process

is not truncated midway and the product, botched.

Derive theprocedure for the creative process

WhileRn culminates in the derivation of seven, 7 items,Pc requires that each of the

three, 3 steps culminate in the derivation of thirteen, 13 items; giving a total of forty,

40 items, inclusive of the phenomenon being described. This is demonstrated on the

concatenation model. A person who is at once rational, and is able to do

phenomenological compression isdeterminate. Such people are predictable, to the

effect that they are able torespond, RES to stimuliappropriately, RGTor not, forRES

=RGTasNu 4. This is theproductivity model.Nu is a measure of thenumber,Nu of essentials that a person is able to identify, of the expected five, 5. The standard

derives from theperception model of mind, PMMas follows:

People who arecreative can be predicted, they areself-contained; being objective,

determinate and without boundaries. Takers are not. Serially:

3. Rn Net-Worth, f0

2. Determinacy 6. Wave Principle

1. Desire 5. Duality Principle

4. Pc

f0 = 4(11/z),

z = (41/f1)f1 = Perception Index, N = 5

f0 = Sensation Index, N= 1

The Objectivity Series
https://www.box.net/shared/f1aa2yobnpsikxof5dxrhttps://www.box.net/shared/f1aa2yobnpsikxof5dxrhttp://localhost/var/www/apps/conversion/tmp/scratch_1/The%20Productivity%20Model,%20Toward%20an%20HRM%20that%20is%20at%20once%20a%20People%20Protector%20and%20Driver%20of%20Business%20Resultshttp://localhost/var/www/apps/conversion/tmp/scratch_1/The%20Productivity%20Model,%20Toward%20an%20HRM%20that%20is%20at%20once%20a%20People%20Protector%20and%20Driver%20of%20Business%20Resultshttp://localhost/var/www/apps/conversion/tmp/scratch_1/The%20Productivity%20Model,%20Toward%20an%20HRM%20that%20is%20at%20once%20a%20People%20Protector%20and%20Driver%20of%20Business%20Resultshttp://www.slideshare.net/peteranyebe/the-perception-model-of-mindhttp://www.slideshare.net/peteranyebe/the-perception-model-of-mindhttp://www.slideshare.net/peteranyebe/the-perception-model-of-mindhttp://www.slideshare.net/peteranyebe/the-perception-model-of-mindhttp://localhost/var/www/apps/conversion/tmp/scratch_1/The%20Productivity%20Model,%20Toward%20an%20HRM%20that%20is%20at%20once%20a%20People%20Protector%20and%20Driver%20of%20Business%20Resultshttps://www.box.net/shared/f1aa2yobnpsikxof5dxr


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These are the basic concepts of aerodynamics. Thrust is what moves a vehicle

forward, whiledrag comes from air moving across the surface of the vehicle,

offering resistance and slowing it down. The weight of the vehicle pulls it toward the

ground; lift is air under the wing of an airborne vehicle that forces it upward. Notice

that while the first two, 2 are locational, the other two, 2 define thesize feature of the

wave model. Similarly, a 4-cycle gas engine works on the following principles:

Suck: The engine sucks in an air/fuel mixture into the combustion chamber

Squeeze: The air/fuel mixture is compressed into the combustion chamber

Bang: The spark plug creates a spark and ignites the air fuel mixture

Blow: The spent gases are exhausted through the exhaust system

Notice that these components also satisfy the wave model, which is actually a

deduction from the generalprinciple of being presented below:

Thusmatter exists inspace andtime, which requires that the features ofsize and

location respectively, are fundamental. Moreover, energy would be required to fill

up the space, as well as cruise through it. These characteristics are contained at once,

in the principles that defineforce, which is the fifth item in the series. Physics

recognizes the following four, 4 forces as basic:

Gravity, g

ElectromagnetismTerrestrial

Gluon, G

Gluon is required to hold the components of matter together (fusion?), several of

which compact together to occupy space. This is also a root source of energy, which

is released byfission, when the components are split or ripped apart. In general, this

happens at two, 2 levels. Terrestrially, as in evaporation, the separated particles drift

away slowly, in time but over long distances, in space. While time is irrelevant,

space is important in this process. Inversely however with electromagnetism, the

3. Energy Being

2. Time 6. Nature

1. Space 5. Force4. Matter


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motion of split particles is fast, but covers a limited distance. These two, 2 forces

create a contradiction that makes time difficult to measure especially at the micro

level. But when location is defined, both space and time are accounted for. Gravity

ensures that the particles that have been ripped apart do not fall overboard. It keeps

them together within the given space, albeit differently from how gluon operates.

Although they are not glued, they are heldtogether in one piece.

3.00 Knowledge

In general, it has been acceptable to define knowledge asjustified true belief. This

means that knowledge has to be actionable, cannot be false, and must be well

founded. This conception is represented below in theEula diagram:

Despite the observed trend in the history of epistemology, in which this definition appears to

have been contradicted, it remains fundamental to creativity and phenomenological

compression. Firstly,processes andprocedures are actionable.Beliefwould therefore appear

to be operationalised in process or procedure. Secondly when procedure is standardized

according to thenatural order, N-O, it acquires the status oftruth. Thirdly, theN-O at onceprovides the basis forjustification. When theN-O is approximated, theperspective that is

presented is justified, true and can be believed. It therefore passes forknowledge. This is

what theF-Scale measures. Moreover theN-O, which is operationalised in thestandard

procedure series, at once describes tocharacterize andprocedurises phenomena. This

format defines the what, as well as thehow of phenomena, which represent the size and

location of the wave model respectively. Toknow therefore, it would be sufficient to be

rationaland to dophenomenological compression. It would be sufficient to outline the

standard procedure series.
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TheROIhas been linked with thefactor-Cand theEB is derived as the inverse of

reward, which links it also to thefacto-C. These links are an objective basis for

putting a value onknowledge,process, ordata; which have been presented as

synonyms with respect to creativity, rationality and phenomenological compression.

And this, in a business paradigm that distinguishes between the following three, 3

features of investment:

Product

Environment

Process

Thus for investment to besustained, theproduct that is to be made or service to be

provided must be clearly specified, according to what the end users need. If the

product or service is to scale thesix sigma,6test then the enabling environmentmust also be created. This includes the provision of equipment and machinery to lay

out the production line; as well as the power and personnel that are required to work

the line. The environment would also include the sales and marketing force to ensure

that product and services get to the end user. Thirdly, the productionprocess that is

to be followed must be clearly outlined, which is necessarily different from the first,

1st

two, 2 features. There is no guarantee that personnel possess the knowledge of the

required production process. Often, learning and development, L & D is saddled

with the responsibility of equipping staff with this capacity. Given the persons initial

facto-C, the C-Score at the end of any training function defines the value added. And

this is translated intoROIon the following model:

This is the value creation model, and thereward model, Rw is presented as follows:

ROI = 2X1,

X = 1 / (11 / C)

EB = Rw / 2,

Rw = (Nu x CRD),CRD = 27 / P4

EB =Business Environment

Rw = Reward

CRD = Credibility

Nu = f1, Derived on the PMM

P4= The Strength of Will

27= Optimum of the Strength of Will


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Cascading these to derive the standard procedures reduces thesystem of values into a

system of beliefsto form the kernel of the organizationsculture. These can then be

transferred by the learning process, intime andspace, respectively to later

generations of personnel and current staffers who may not have these experiences.

5.00 The Knowledge Revolution

Elsewhere, it has been argued that the industrial revolution must be understood in

terms of the exposure of the human inefficiency in a formal way that removed it from

the domain of intuition, which could easily be abused via deception. By this model

therefore, this revolution would be acknowledged as culminating in the concepts of

themanagement by objectives, MBO, thebalanced score card, BSCand later, the

six sigma, 6all of which recognise theprocess as the kernel of efficiency. Theseconcepts moved the industrial revolution from its usual domain in the technology of

the leverto the realm of the efficiency of theprocess.

Similarly, theknowledge revolution would actually be an extension of the

information revolution. It is an end product that removes the emphasis from

technology and focuses it rightly onprocess, which is the unit ofdata, by which

information is operationalised. This is to conclude theKantiansecret plan that

nature has nurtured, to date. The institutionalisation of a culture that is able to

optimise theHpRQ, F. The knowledge revolution is not merely another revolution; it

is a continuation of the information revolution in a way that extends it beyond the

tangible to its intangible benefits, from theobject, to theform, from the GSMand

internet, to theprocess. This makes information, and therefore knowledge,measurable so that they can be valued in monetary terms via theROI.

6.00 Concluding

Following the possibility of putting a value on people according to the extent to

which they have or have not fulfilled their potentials; according to what they ought

to be rather than what they are observed to be, the distinction has been made

between intuition andformalisation and betweentakers andcreators respectively.
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Thus everybody is intuitive, but not every person isformal; although this is a

possibility that everyone can desire and aspire to be. Given this scenario, consider

that the99% are takers and only 1% of the people are creators. By the Pareto

principle also, distinction is made between the 80%ters who arefollowers and the

20%ters who are the leaders in organisations. Then, if takers and followers are

merely intuitive, despite which they form the majority of humans, can data that is

derived from social networks be trusted? Even more important than this, can social

networking be sustained, or is it merely another fad that will soon pass? Should

humans also become flies because a million flies eat shit? In a rat race, is the winner

any thing else, other that a rat?

TheF-Scale resolves this quandary by providing a measure forrationality, Rn that

can be adapted to qualify voters on networks, to determine the value of the network

in terms ofROI. This brings social networks to the same level asopen source,

where contributions are acceptable only because they add value.

Theorganisational kit, Org-Kis also a double barrel. It creates aknowledge bank

that enables the organisation to retain its human resource as assets, to do with it as it

wishes; and at once includeprocess formally on the asset column of its books.

Moreover, the value of big data can now be determined objectively.

The following chart summarises the two, 2 continuums that operationalise the

conversion ofknowledge as process, into acommodity that can be valued inROI

and monetary terms:

Values Value(s)

Pc

Rn,f0 (Vc, n) S C F,Po (Nu, Ps)

ROI, EB

Belie RES RGT

The Belief and Character Continuums

Rn = Rationality

Pc = Phenomenological

Compression

Vc = Index of

Professionalism

n = The StandardProcedure Index

S = Soul

C= Character

F = Personality

Po = Power Index

f0 = Objectivity

Nu = Number of Essentials

Ps = Position

RES = Response to Stimuli

RGT= Appropriateness of

Response

ROI= Return on Investment

EB = Value of Business

Environment

the f-scale, social networks, sustainability and the knowledge revolution

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