Information Technology Reference
In-Depth Information
Potential Goal
G
0
:
Goal
X
(g) = g
X
with g
X
⊆
p
Potential Expectation
B
1
:
Bel
X
(Can
Y
(
α
,p))
(Competence)
G
1
:
Will
X
(Can
Y
(
α
,p))
Potential Expectation
B
2
:
Bel
X
(<WillDo
Y
(
α
)>p)
(Disposition)
G
2
:
Will
X
(<WillDo
Y
(
α
)>p)
(Dependence)
B
3
:
Bel
X
Dependence
XY
(
α
,p)
I:
Intend
X
(Relay-upon
XY
)
I
1
:
Intend-that
X
(<Achieve
Y
(
)>p)
I
2
:
Intend
X
(Not (<Achieve
X or Z
(
α
)>p)) (where Z
≠
Y)
I
3
:
Intend
X
(Not (Do
X
(
α
'
))) (
α
' is an interfering action with
α
)
α
Weak Delegation
Figure 2.11
Mental Ingredients for Weak Delegation
In weak delegation, we have three additional intentions (
I
1
,
I
2
, and
I
3
in Figure 2.11),
respectively, the intention that
Y
achieves
p
by the action
; the intention to not to do (or do not
delegate to others) that action; and the intention to not hinder
Y
's action with other interfering
actions.
α
Trust in Mild Delegation
In mild delegation, in addition to
I
1
,
I
2
, and
I
3
there is another intention (
I
4
), that is,
X
's
intention to influence
Y
in order that
Y
will achieve
τ
(Figure 2.12).
Trust in Strong Delegation
In strong delegation
X
's intended action is an explicit request (followed by an acceptance) to
Y
about
p
(see Figure 2.13).
Consider that in mild and strong delegation the intentions are already present in the decisional
phase and they are the result of an evaluation. For example,
X
has to evaluate if the delegation
will be successful or not in the case of influence, request, etc.
2.9.2 Trust in Open Delegation Versus Trust in Closed Delegation
A very important distinction is also that between
open
and
closed
delegation. In
closed
delegation
the task assigned to
Y
is fully specified. It is just a sequence of actions to be
performed. The task is a merely executive task. The extreme case of this is the classical
Tayloristic industrial organization of work, where the worker is explicitly forbidden to think
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