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to cognitions of other authors on reliability of
business information
in last 30 years (See also:
Schultheis, Sumner, 1998; Verma, Kapur, 2006;
Laudon et al., 2007; Kelley, 2009; etc.). Two tables
adapted from Cohen's topic (Cohen, 2002) (3 and
4 below) say so:
We see an essential part of entanglement to
be added in the following facts, at least (Mulej et
al., 2003; Potocan, 2003; Potocan, 2005; Mulej,
2007; Potocan, 2008):
them very different levels of e.g. depth
and/or breadth of insight; further routine
processing or creative processing can be
added, all the way to
innovation
, or per-
haps to manipulation leading to misin-
formation or des-information, which can
tackle co-workers, managers, owners, or
competitors, government, etc.
•
Who is the decision-maker? In a business
case, these may be managers and/or own-
ers. But it is not realistic enough, if one
thinks of them only: everybody makes his
or her decision every moment (including
decisions such as: »I am going to have a
cigarette now / later«, or »I am going to
toilet now / later«, »It is time to go home«,
»It is time to work harder«, »I will read /
not read this message / I may read it later«,
»I will make a / no suggestion«, »I will be
passive / active about the company prob-
lems«, etc.).
•
Which part of attributes of reality does
one consider? In a business case, the same
business reality can provide basis for dif-
ferent pictures of reality, if it is watched
from the viewpoints of e.g. topic keep-
ing, marketing, sales, supplies, technology
for the daily routine, technology research,
development,
innovation
(which can be
of many kinds - from technology to cul-
ture and management style etc.), human
resources, organizational culture, private
relations along with the official ones inside
the company or with its business, social
or natural environments, legal situation
(which again can be of many kinds - from
business and employment contracts to pun-
ishable actions), etc.
•
Do decision-makers acknowledge that
complexity of business has grown and
most attributes of the life reality in busi-
ness have changed, while the need to make
good decisions has not changed? A simpli-
fied, e.g. quantified, model of reality can
hardly be realistic enough for good, i.e.
requisitely holistic and realistic decisions,
and resulting actions.
•
Which part of possible data does one re-
cord? In a business case, they can have to
do with all the above realities or some of
them; they can depict their past, present,
or future situations, their local, regional,
national, or international situation, their
situation in terms of the stage in their pro-
cess of unfolding, their situation in terms
of availability and eligibility of qualitative
and/or quantitative data, their situation in
terms of computer support to recording or
another technology, etc.
•
Do decision-makers admit that problems
are to reality what atoms are to tables, and
we experience tables, not atoms? Problems
are abstracted from experience by analysis.
We do not experience individual problems,
but complete systems (= complex entities)
of those that are strongly interacting. Most
authors call them messes. Defining them is
the first step of real problem solving.
•
How do decision-makers deal with the old
proverb “What you see depends on where
you sit in an organization”, i.e. the mul-
tiple and diverse viewpoints and resulting
insights into the same fact, causing (very)
•
Which contents can the processing of se-
lected data have? In a business case, they
can have to do with all the above realities
and possible recording types, and add to
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