🕸Systems Engineering: Self-Similarity (Just the Quotes)

"[…] a pink (or white, or brown) noise is the very paradigm of a statistically self-similar process. Phenomena whose power spectra are homogeneous power functions lack inherent time and frequency scales; they are scale-free. There is no characteristic time or frequency -whatever happens in one time or frequency range happens on all time or frequency scales. If such noises are recorded on magnetic tape and played back at various speeds, they sound the same […]" (Manfred Schroeder, "Fractals, Chaos, Power Laws Minutes from an Infinite Paradise", 1990)

"All physical objects that are 'self-similar' have limited self-similarity - just as there are no perfectly periodic functions, in the mathematical sense, in the real world: most oscillations have a beginning and an end (with the possible exception of our universe, if it is closed and begins a new life cycle after every 'big crunch' […]. Nevertheless, self-similarity is a useful  abstraction, just as periodicity is one of the most useful concepts in the sciences, any finite extent notwithstanding." (Manfred Schroeder, "Fractals, Chaos, Power Laws Minutes from an Infinite Paradise", 1990)

"Percolation is a widespread paradigm. Percolation theory can therefore illuminate a great many seemingly diverse situations. Because of its basically geometric character, it facilitates the analysis of intricate patterns and textures without needless physical complications. And the self-similarity that prevails at critical points permits profitably mining the connection with scaling and fractals." (Manfred Schroeder, "Fractals, Chaos, Power Laws Minutes from an Infinite Paradise", 1990)

"[…] power laws, with integer or fractional exponents, are one of the most fertile fields and abundant sources of self-similarity." (Manfred Schroeder, "Fractals, Chaos, Power Laws Minutes from an Infinite Paradise", 1990)

"The only prerequisite for a self-similar law to prevail in a given size range is the absence of an inherent size scale." (Manfred Schroeder, "Fractals, Chaos, Power Laws Minutes from an Infinite Paradise", 1990)

"The unifying concept underlying fractals, chaos, and power laws is self-similarity. Self-similarity, or invariance against changes in scale or size, is an attribute of many laws of nature and innumerable phenomena in the world around us. Self-similarity is, in fact, one of the decisive symmetries that shape our universe and our efforts to comprehend it." (Manfred Schroeder, "Fractals, Chaos, Power Laws Minutes from an Infinite Paradise", 1990)

"[…] the world is not complete chaos. Strange attractors often do have structure: like the Sierpinski gasket, they are self-similar or approximately so. And they have fractal dimensions that hold important clues for our attempts to understand chaotic systems such as the weather." (Manfred Schroeder, "Fractals, Chaos, Power Laws Minutes from an Infinite Paradise", 1990)

"The term chaos is used in a specific sense where it is an inherently random pattern of behaviour generated by fixed inputs into deterministic" (that is fixed) rules" (relationships). The rules take the form of non-linear feedback loops. Although the specific path followed by the behaviour so generated is random and hence unpredictable in the long-term, it always has an underlying pattern to it, a 'hidden' pattern, a global pattern or rhythm. That pattern is self-similarity, that is a constant degree of variation, consistent variability, regular irregularity, or more precisely, a constant fractal dimension. Chaos is therefore order" (a pattern) within disorder" (random behaviour)." (Ralph D Stacey, "The Chaos Frontier: Creative Strategic Control for Business", 1991)

"Chaos appears in both dissipative and conservative systems, but there is a difference in its structure in the two types of systems. Conservative systems have no attractors. Initial conditions can give rise to periodic, quasiperiodic, or chaotic motion, but the chaotic motion, unlike that associated with dissipative systems, is not self-similar. In other words, if you magnify it, it does not give smaller copies of itself. A system that does exhibit self-similarity is called fractal. [...] The chaotic orbits in conservative systems are not fractal; they visit all regions of certain small sections of the phase space, and completely avoid other regions. If you magnify a region of the space, it is not self-similar." (Barry R Parker, "Chaos in the Cosmos: The stunning complexity of the universe", 1996)

"What is renormalization? First of all, if scaling is present we can go to smaller scales and get exactly the same result. In a sense we are looking at the system with a microscope of increasing power. If you take the limit of such a process you get a stability that is not otherwise present. In short, in the renormalized system, the self-similarity is exact, not approximate as it usually is. So renormalization gives stability and exactness." (Barry R Parker, "Chaos in the Cosmos: The stunning complexity of the universe", 1996)

"The self-similarity of fractal structures implies that there is some redundancy because of the repetition of details at all scales. Even though some of these structures may appear to teeter on the edge of randomness, they actually represent complex systems at the interface of order and disorder. " (Edward Beltrami, "What is Random?: Chaos and Order in Mathematics and Life", 1999)

"The self-similarity on different scales arises because growth often involves iteration of simple, discrete processes (e.g. branching). These repetitive processes can often be summarized as sets of simple rules." (David G Green, 2000)

"Fractals are self-similar objects. However, not every self-similar object is a fractal, with a scale-free form distribution. If we put identical cubes on top of each other, we get a self-similar object. However, this object will not have scale-free statistics: since it has only one measure of rectangular forms, it is single-scaled. We need a growing number of smaller and smaller self-similar objects to satisfy the scale-free distribution." (Péter Csermely, "Weak Links: The Universal Key to the Stabilityof Networks and Complex Systems", 2009)

"The concept of bifurcation, present in the context of non-linear dynamic systems and theory of chaos, refers to the transition between two dynamic modalities qualitatively distinct; both of them are exhibited by the same dynamic system, and the transition (bifurcation) is promoted by the change in value of a relevant numeric parameter of such system. Such parameter is named 'bifurcation parameter', and in highly non-linear dynamic systems, its change can produce a large number of bifurcations between distinct dynamic modalities, with self-similarity and fractal structure. In many of these systems, we have a cascade of numberless bifurcations, culminating with the production of chaotic dynamics." (Emilio Del-Moral-Hernandez, "Chaotic Neural Networks", Encyclopedia of Artificial Intelligence, 2009)

"In the telephone system a century ago, messages dispersed across the network in a pattern that mathematicians associate with randomness. But in the last decade, the flow of bits has become statistically more similar to the patterns found in self-organized systems. For one thing, the global network exhibits self-similarity, also known as a fractal pattern. We see this kind of fractal pattern in the way the jagged outline of tree branches look similar no matter whether we look at them up close or far away. Today messages disperse through the global telecommunications system in the fractal pattern of self-organization." (Kevin Kelly, "What Technology Wants", 2010)

"Cyberneticists argue that positive feedback may be useful, but it is inherently unstable, capable of causing loss of control and runaway. A higher level of control must therefore be imposed upon any positive feedback mechanism: self-stabilising properties of a negative feedback loop constrain the explosive tendencies of positive feedback. This is the starting point of our journey to explore the role of cybernetics in the control of biological growth. That is the assumption that the evolution of self-limitation has been an absolute necessity for life forms with exponential growth." (Tony Stebbing, "A Cybernetic View of Biological Growth: The Maia Hypothesis", 2011)

"Laws of complexity hold universally across hierarchical scales (scalar, self-similarity) and are not influenced by the detailed behavior of constituent parts." (Jamshid Gharajedaghi, "Systems Thinking: Managing Chaos and Complexity A Platform for Designing Business Architecture" 3rd Ed., 2011)

"Fractals are different from chaos. Fractals are self-similar geometric objects, while chaos is a type of deterministic yet unpredictable dynamical behavior. Nevertheless, the two ideas or areas of study have several interesting and important links. Fractal objects at first blush seem intricate and complex. However, they are often the product of very simple dynamical systems. So the two areas of study - chaos and fractals - are naturally paired, even though they are distinct concepts." (David P Feldman,"Chaos and Fractals: An Elementary Introduction", 2012)

"The study of chaos shows that simple systems can exhibit complex and unpredictable behavior. This realization both suggests limits on our ability to predict certain phenomena and that complex behavior may have a simple explanation. Fractals give scientists a simple and concise way to qualitatively and quantitatively understand self-similar objects or phenomena. More generally, the study of chaos and fractals hold many fun surprises; it challenges one’s intuition about simplicity and complexity, order and disorder." (David P Feldman,"Chaos and Fractals: An Elementary Introduction", 2012

"Chaos theory is a branch of mathematics focusing on the study of chaos - dynamical systems whose random states of disorder and irregularities are governed by underlying patterns and deterministic laws that are highly sensitive to initial conditions. Chaos theory is an interdisciplinary theory stating that, within the apparent randomness of complex, chaotic systems, there are underlying patterns, interconnectedness, constant feedback loops, repetition, self-similarity, fractals, and self-organization. The butterfly effect, an underlying principle of chaos, describes how a small change in one state of a deterministic nonlinear system can result in large differences in a later state (meaning that there is a sensitive dependence on initial conditions)." (Nima Norouzi, "Criminal Policy, Security, and Justice in the Time of COVID-19", 2022)

🏗️Software Engineering: Relationships (Just the Quotes)

"Since software construction is inherently a systems effort - an exercise in complex interrelationships - communication effort is great, and it quickly dominates the decrease in individual task time brought about by partitioning [increasing the workers]. Adding more people then lengthens, not shortens, the schedule." (Frederick Brook, "The Mythical Man-Month", 1975)

"By pulling together all of the decisions affecting the choice of modules and interrelationships in a system, we necessarily affect the way in which other decisions are organized and resolved. Thus, some issues which have traditionally been approached in a certain way during the earliest phase of a project may have to be dealt with in an entirely different manner at a much later stage once the designer graduates to a structured design approach." (Edward Yourdon & Larry L Constantine, "Structured Design: Fundamentals of a discipline of computer program and systems design", 1978)

"Elements" (lines of code) in a coincidentally-cohesive module have no relationship. Typically occurs as the result of modularizing existing code, to separate out redundant code." (Edward Yourdon & Larry L Constantine, "Structured Design: Fundamentals of a discipline of computer program and systems design", 1978)

"Module cohesion may be conceptualized as the cement that holds the processing elements of a module together. It is a most crucial factor in structured design, and it is a major constituent of effective modularity. The concept represents the principal technical handle" that a designer has on the relationship of his system to the original problem structure. In a sense, a high degree of module cohesion is an indication of close approximation of inherent problem structure." (Edward Yourdon & Larry L Constantine, "Structured Design: Fundamentals of a discipline of computer program and systems design", 1978)

"Architecture is defined as a clear representation of a conceptual framework of components and their relationships at a point in time [���] a discussion of architecture must take into account different levels of architecture. These levels can be illustrated by a pyramid, with the business unit at the top and the delivery system at the base. An enterprise is composed of one or more Business Units that are responsible for a specific business area. The five levels of architecture are Business Unit, Information, Information System, Data and Delivery System. The levels are separate yet interrelated. [...] The idea if an enterprise architecture reflects an awareness that the levels are logically connected and that a depiction at one level assumes or dictates that architectures at the higher level." (W Bradford Rigdon, "Architectures and Standards", 1989)

"Object-oriented programming is a method of implementation in which programs are organized as cooperative collections of objects, each of which represents an instance of some class, and whose classes are all members of a hierarchy of classes united via inheritance relationships." (Grady Booch, "Object-oriented design: With Applications", 1991)

"Visual thinking is necessary in engineering. A major portion of engineering information is recorded and transmitted in a visual language that is in effect the lingua franca of engineers in the modern world. It is the language that permits 'readers' of technologically explicit and detailed drawings to visualise the forms, the proportions, and the interrelationships of the elements that make up the object depicted. It is the language in which designers explain to makers what they want them to construct." (Eugene S Ferguson, "Engineering and the Mind's Eye", 1992)

"Although the concept of an enterprise architecture (EA) has not been well defined and agreed upon, EAs are being developed to support information system development and enterprise reengineering. Most EAs differ in content and nature, and most are incomplete because they represent only data and process aspects of the enterprise. [...] An EA is a conceptual framework that describes how an enterprise is constructed by defining its primary components and the relationships among these components." (M A Roos, "Enterprise architecture: definition, content, and utility", Enabling Technologies: Infrastructure for Collaborative Enterprises, 1994)

"Meaning is conferred not by a one-to-one correspondence of a symbol with some external concept or object, but by the relationships between the structural components of the system itself." (Paul Cilliers, "Complexity and Postmodernism: Understanding Complex Systems", 1998)

"Complexity is that property of a model which makes it difficult to formulate its overall behaviour in a given language, even when given reasonably complete information about its atomic components and their inter-relations." (Bruce Edmonds, "Syntactic Measures of Complexity", 1999)

"Computer programs are complex by nature. Even if you could invent a programming language that operated exactly at the level of the problem domain, programming would be complicated because you would still need to precisely define relationships between real-world entities, identify exception cases, anticipate all possible state transitions, and so on. Strip away the accidental work involved in representing these factors in a specific programming language and in a specific computing environment, and you still have the essential difficulty of defining the underlying real-world concepts and debugging your understanding of them." (Steve C McConnell," After the Gold Rush : Creating a True Profession of Software Engineering", 1999)

"Enterprise architecture is a family of related architecture components. This include information architecture, organization and business process architecture, and information technology architecture. Each consists of architectural representations, definitions of architecture entities, their relationships, and specification of function and purpose. Enterprise architecture guides the construction and development of business organizations and business processes, and the construction and development of supporting information systems." (Gordon B Davis, "The Blackwell encyclopedic dictionary of management information systems", 1999)

"Generically, an architecture is the description of the set of components and the relationships between them. [...] A software architecture describes the layout of the software modules and the connections and relationships among them. A hardware architecture can describe how the hardware components are organized. However, both these definitions can apply to a single computer, a single information system, or a family of information systems. Thus 'architecture' can have a range of meanings, goals, and abstraction levels, depending on who's speaking." (Frank J Armour et al, "A big-picture look at enterprise architectures", IT professional Vol 1 (1), 1999)

"The fundamental organization of a system embodied in its components, their relationships to each other, and to the environment, and the principles guiding its design and evolution." (ANSI/IEEE Std 1471: 2000)

"On small, informal projects, a lot of design is done while the programmer sits at the keyboard. 'Design' might be just writing a class interface in pseudocode before writing the details. It might be drawing diagrams of a few class relationships before coding them. It might be asking another programmer which design pattern seems like a better choice. Regardless of how it's done, small projects benefit from careful design just as larger projects do, and recognizing design as an explicit activity maximizes the benefit you will receive from it." (Steve C McConnell, "Code Complete: A Practical Handbook of Software Construction" 2nd Ed., 2004)

"In fact, I'm a huge proponent of designing your code around the data, rather than the other way around, and I think it's one of the reasons git has been fairly successful. [...] I will, in fact, claim that the difference between a bad programmer and a good one is whether he considers his code or his data structures more important. Bad programmers worry about the code. Good programmers worry about data structures and their relationships." (Linus Torvalds, [email] 2006)

"A conceptual model of an interactive application is, in summary: the structure of the application - the objects and their operations, attributes, and relation-ships; an idealized view of the how the application works - the model designers hope users will internalize; the mechanism by which users accomplish the tasks the application is intended to support." (Jeff Johnson & Austin Henderson, "Conceptual Models", 2011)

"How does a smell manifest in design? A smell occurs as a result of a combination of one or more design decisions. In other words, the design ecosystem itself is responsible for the creation of the smell. The presence of the smell in turn impacts the ecosystem in several ways. First, it is likely that the presence of the smell triggers new design decisions that are needed to address the smell! Second, the smell can potentially influence or constrain future design decisions as a result of which one or more new smells may manifest in the ecosystem. Third, smells also tend to have an effect on other smells. For instance, some smells amplify the effects of other smells, or co-occur with or act as precursors to other smells. Clearly, smells share a rich relationship with the ecosystem in which they occur." (Girish Suryanarayana et al, "Refactoring for Software Design Smells: Managing Technical Debt", 2015)

"Once we understand our user's mental model, we can capture it in a conceptual model. The conceptual model is a representation of the mental model using elements, relationships, and conditions. Our design and final system will be the tangible result of this conceptual model." (Pau Giner & Pablo Perea, "UX Design for Mobile, 2017)

"The calculus of causation consists of two languages: causal diagrams, to express what we know, and a symbolic language, resembling algebra, to express what we want to know. The causal diagrams are simply dot-and-arrow pictures that summarize our existing scientific knowledge. The dots represent quantities of interest, called 'variables', and the arrows represent known or suspected causal relationships between those variables - namely, which variable 'listens' to which others." (Judea Pearl & Dana Mackenzie, "The Book of Why: The new science of cause and effect", 2018)

♟️Strategic Management: Relationships (Just the Quotes)

"The insights gained and garnered by the mind in its wanderings among basic concepts are benefits that theory can provide. Theory cannot equip the mind with formulas for solving problems, nor can it mark the narrow path on which the sole solution is supposed to lie by planting a hedge of principles on either side. But it can give the mind insight into the great mass of phenomena and of their relationships, then leave it free to rise into the higher realms of action." (Carl von Clausewitz, "On War", 1832)

"An Organization Chart is a cross section picture covering every relationship in the bank. It is a schematic survey showing department functions and interrelations, lines of authority, responsibility, communication and counsel. Its purpose is 'to bring the various human parts of the organization into effective correlation and co-operation'." (John W Schulze, "Office Administration", 1919)

"The pattern of personal characteristics of the leader must bear some relevant relationship to the characteristics, activities, and goals of the followers. [...] It becomes clear that an adequate analysis of leadership involves not only a study of leadership but also of situations." (R M Stodgill, "Journal of Psychology", 1948)

"The most elementary aspect of administration is organization the structure of social institutions and their constituent parts, the composition of economic enterprises and their various branches, the organization of governmental agencies and their numerous departments. As it is mainly a matter of structure, organization bears the same rudimentary relationship to administration as does the science of anatomy or skeletology to the field of medicine. An administrative organization can be sketched and charted just as the human body can be physically depicted. Apart from its graphic convenience and its 'teachable' quality, however, what intrinsic relationship does organization bear to administration?" (Albert Lepawsky, "Administration: the art and science of organization and management", 1949)

"Organization planning is the process of defining and grouping the activities of the enterprise so that they may be most logically assigned and effectively executed. It is concerned with the establishment of relationships among the units so as to further the objectives of the enterprise." (Ernest Dale, "Planning and developing the company organization structure", 1952)

"[...] authority - the right by which superiors are able to require conformity of subordinates to decisions - is the basis for responsibility and the force that binds organization together. The process of organizing encompasses grouping of activities for purposes of management and specification of authority relationships between superiors and subordinates and horizontally between managers. Consequently, authority and responsibility relationships come into being in all associative undertakings where the superior-subordinate link exists. It is these relationships that create the basic character of the managerial job." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)

"If charts do not reflect actual organization and if the organization is intended to be as charted, it is the job of effective management to see that actual organization conforms with that desired. Organization charts cannot supplant good organizing, nor can a chart take the place of spelling out authority relationships clearly and completely, of outlining duties of managers and their subordinates, and of defining responsibilities." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)

"It is probable that one day we shall begin to draw organization charts as a series of linked groups rather than as a hierarchical structure of individual 'reporting' relationships." (Douglas McGregor, "The Human Side of Enterprise", 1960)

"Linking the basic parts are communication, balance or system parts maintained in harmonious relationship with each other and decision making. The system theory include both man-machine and interpersonal relationships. Goals, man, machine, method, and process are woven together into a dynamic unity which reacts." (George R Terry, "Principles of Management", 1960)

"The leadership and other processes of the organization must be such as to ensure a maximum probability that in all interactions and all interactions and all relationships with the organization each member will, in the light of his background, values, and expectations, view the experience as supportive and one which builds and maintains his sense of personal worth and importance." (Rensis Likert, "New patterns of management", 1961)

"In some firms role relationships prescribed by the chart seemed to be of secondary importance to personal relationships between individuals." (Joan Woodward, Industrial Organization: Theory and practice", 1965)

"In complex systems cause and effect are often not closely related in either time or space. The structure of a complex system is not a simple feedback loop where one system state dominates the behavior. The complex system has a multiplicity of interacting feedback loops. Its internal rates of flow are controlled by nonlinear relationships. The complex system is of high order, meaning that there are many system states (or levels). It usually contains positive-feedback loops describing growth processes as well as negative, goal-seeking loops. In the complex system the cause of a difficulty may lie far back in time from the symptoms, or in a completely different and remote part of the system. In fact, causes are usually found, not in prior events, but in the structure and policies of the system." (Jay W Forrester, "Urban dynamics", 1969)

"The systems approach to problems focuses on systems taken as a whole, not on their parts taken separately. Such an approach is concerned with total - system performance even when a change in only one or a few of its parts is contemplated because there are some properties of systems that can only be treated adequately from a holistic point of view. These properties derive from the relationship between parts of systems: how the parts interact and fit together." (Russell L Ackoff, "Towards a System of Systems Concepts", 1971) 

"Managing upward relies on informal relationships, timing, exploiting ambiguity, and implicit communication. And the irony of it all is that these most subtle skills must be learned and mastered by younger managers who not only lack education and directed experience in benign guerilla warfare but are further misguided by management myths which contribute to false expectations and a misleading perception of reality." (Richard T Pascale & Anthony G Athos, "The Art of Japanese Management", 1981)

"Every company has two organizational structures: the formal one is written on the charts; the other is the everyday living relationship of the men and women in the organization." (Harold Geneen & Alvin Moscow, "Managing", 1984)

"Most managers are reluctant to comment on ineffective or inappropriate interpersonal behavior. But these areas are often crucial for professional task success. This hesitancy is doubly felt when there is a poor relationship between the two. [...] Too few managers have any experience in how to confront others effectively; generally they can more easily give feedback on inadequate task performance than on issues dealing with another's personal style." (David L Bradford & Allan R Cohen, "Managing for Excellence", 1984)

"It seems to me that we too often focus on the inside aspects of the job of management, failing to give proper attention to the requirement for a good manager to maintain those relationships between his organization and the environment in which it must operate which permits it to move ahead and get the job done." (Breene Kerr, Giants in Management, 1985) 

"Operating managers should in no way ignore short-term performance imperatives [when implementing productivity improvement programs.] The pressures arise from many sources and must be dealt with. Moreover, unless managers know that the day-to-day job is under control and improvements are being made, they will not have the time, the perspective, the self-confidence, or the good working relationships that are essential for creative, realistic strategic thinking and decision making." (Robert H Schaefer, Harvard Business Review, 1986)

"Architecture is defined as a clear representation of a conceptual framework of components and their relationships at a point in time […] a discussion of architecture must take into account different levels of architecture. These levels can be illustrated by a pyramid, with the business unit at the top and the delivery system at the base. An enterprise is composed of one or more Business Units that are responsible for a specific business area. The five levels of architecture are Business Unit, Information, Information System, Data and Delivery System. The levels are separate yet interrelated. [...] The idea if an enterprise architecture reflects an awareness that the levels are logically connected and that a depiction at one level assumes or dictates that architectures at the higher level." (W Bradford Rigdon, "Architectures and Standards", 1989)

"Leadership is always dependent upon the context, but the context is established by the relationships." (Margaret J Wheatley, "Leadership and the New Science: Discovering Order in a Chaotic World", 1992)

"Although the concept of an enterprise architecture (EA) has not been well defined and agreed upon, EAs are being developed to support information system development and enterprise reengineering. Most EAs differ in content and nature, and most are incomplete because they represent only data and process aspects of the enterprise. […] An EA is a conceptual framework that describes how an enterprise is constructed by defining its primary components and the relationships among these components." (M A Roos, "Enterprise architecture: definition, content, and utility", Enabling Technologies: Infrastructure for Collaborative Enterprises, 1994)

"Trust is the glue of life. It's the most essential ingredient in effective communication. It's the foundational principle that holds all relationships - marriages, families, and organizations of every kind - together." (Stephen Covey, "First Things First", 1994)

"A strategy is a set of hypotheses about cause and effect. The measurement system should make the relationships (hypotheses) among objectives" (and measures) in the various perspectives explicit so that they can be managed and validated. The chain of cause and effect should pervade all four perspectives of a Balanced Scorecard." (Robert S Kaplan & David P Norton, "The Balanced Scorecard", Harvard Business Review, 1996)

"[Schemata are] knowledge structures that represent objects or events and provide default assumptions about their characteristics, relationships, and entailments under conditions of incomplete information." (Paul J DiMaggio, "Culture and Cognition", Annual Review of Sociology No. 23, 1997)

"The Enterprise Architecture is the explicit description of the current and desired relationships among business and management process and information technology. It describes the 'target' situation which the agency wishes to create and maintain by managing its IT portfolio." (Franklin D Raines, 1997)

"Leadership has long been associated with authority - we tend to concentrate on the leader, to think of them as innately superior in some way, and take the followers for granted. But formal authority is only one possible part of leadership. Many leaders do not have it. In some cases, perhaps ‘companionship’ better describes the relationship between leader and followers." (Joseph O’Connor, "Leading With NLP: Essential Leadership Skills for Influencing and Managing People", 1998)

"An information system architecture typically encompasses an overview of the entire information system - including the software, hardware, and information architectures" (the structure of the data that systems will use). In this sense, the information system architecture is a meta-architecture. An enterprise architecture is also a meta-architecture in that it comprises many information systems and their relationships (technical infrastructure). However, because it can also contain other views of an enterprise - including work, function, and information - it is at the highest level in the architecture pyramid. It is important to begin any architecture development effort with a clear definition of what you mean by 'architecture'." (Frank J Armour et al, "A big-picture look at enterprise architectures", IT professional Vol 1" (1), 1999)

"Enterprise architecture is a family of related architecture components. This include information architecture, organization and business process architecture, and information technology architecture. Each consists of architectural representations, definitions of architecture entities, their relationships, and specification of function and purpose. Enterprise architecture guides the construction and development of business organizations and business processes, and the construction and development of supporting information systems." (Gordon B Davis, "The Blackwell encyclopedic dictionary of management information systems"‎, 1999)

"The key element of an organization is not a building or a set of policies and procedures; organizations are made up of people and their relationships with one another. An organization exists when people interact with one another to perform essential functions that help attain goals." (Richard Daft, "The Leadership Experience", 2002)

"Organization charts are subject to important limitations. A chart shows only formal authority relationships and omits the many significant informal and informational relationships." (Harold Koontz and Heinz Weihrich, "Essentials Of Management", 2006)

"Enterprise architecture is the process of translating business vision and strategy into effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise's future state and enable its evolution. The scope of the enterprise architecture includes the people, processes, information and technology of the enterprise, and their relationships to one another and to the external environment. Enterprise architects compose holistic solutions that address the business challenges of the enterprise and support the governance needed to implement them." (Anne Lapkin et al, "Gartner Clarifies the Definition of the Term 'Enterprise Architecture", 2008)

"Systems thinking is a mental discipline and framework for seeing patterns and interrelationships. It is important to see organizational systems as a whole because of their complexity. Complexity can overwhelm managers, undermining confidence. When leaders can see the structures that underlie complex situations, they can facilitate improvement. But doing that requires a focus on the big picture." (Richard L Daft, "The Leadership Experience", 2008)

"One advantage that decision tree modeling has over other pattern recognition techniques lies in the interpretability of the decision model. Due to this interpretability, information relating to the identification of important features and interclass relationships can be used to support the design of future experiments and data analysis." (S D Brown, A J Myles, in Comprehensive Chemometrics, 2009)

💎💫SQL Reloaded: Schema Differences between Database Versions - Part I: INFORMATION_SCHEMA version

During data migrations and other similar activities it's important to check what changed in the database at the various levels. Usually, it's useful to check when schemas, object names or table definitions changed, even if the changes are thoroughly documented. One can write a script to point out all the differences in one output, though it's recommended to check the differences at each level of detail. 

For this purpose one can use the INFORMATION_SCHEMA available for many of the RDBMS implementing it. This allows to easily port the scripts between platforms. The below queries were run on SQL Server 2025 in combination with Dynamics 365 schemas, though they should run on the earlier versions, incl. (Azure) SQL Databases. 

Such comparisons must be done from the both sides, this implying a FULL OUTER JOIN when writing a single SELECT statement, however the results can become easily hard to read and even interpret when the number of columns in output increases. Therefore, it's recommended to keep the number of columns at a minimum while addressing the scope, respectively break the FULL OUTER JOIN in two LEFT JOINs.

The simplest check is at schema level, and this can be easily done from both sides (note that database names needed to be replaced accordingly):

-- difference schemas (objects not available in the new schema)
SELECT *
FROM ( -- comparison
	SELECT DB1.CATALOG_NAME
	, DB1.SCHEMA_NAME
	, DB1.SCHEMA_OWNER
	, DB1.DEFAULT_CHARACTER_SET_NAME
	, DB2.SCHEMA_OWNER NEW_SCHEMA_OWNER
	, DB2.DEFAULT_CHARACTER_SET_NAME NEW_DEFAULT_CHARACTER_SET_NAME
	, CASE 
		WHEN DB2.SCHEMA_NAME IS NULL THEN 'schema only in old db'
		WHEN DB1.SCHEMA_OWNER <> IsNull(DB2.SCHEMA_OWNER, '') THEN 'different table type'
	  END Comment
        , CASE WHEN DB1.DEFAULT_CHARACTER_SET_NAME <> DB2.DEFAULT_CHARACTER_SET_NAME THEN 'different character sets' END Character_sets
	FROM [old database_name].INFORMATION_SCHEMA.SCHEMATA DB1

	     LEFT JOIN [new database name].INFORMATION_SCHEMA.SCHEMATA DB2

	       ON DB1.SCHEMA_NAME = DB2.SCHEMA_NAME
 ) DAT
WHERE DAT.Comment IS NOT NULL
ORDER BY DAT.CATALOG_NAME
, DAT.SCHEMA_NAME


-- difference schemas (new objects)
SELECT *
FROM ( -- comparison
	SELECT DB1.CATALOG_NAME
	, DB1.SCHEMA_NAME
	, DB1.SCHEMA_OWNER
	, DB1.DEFAULT_CHARACTER_SET_NAME
	, DB2.SCHEMA_OWNER OLD_SCHEMA_OWNER
	, DB2.DEFAULT_CHARACTER_SET_NAME OLD_DEFAULT_CHARACTER_SET_NAME
	, CASE 
		WHEN DB2.SCHEMA_NAME IS NULL THEN 'schema only in old db'
		WHEN DB1.SCHEMA_OWNER <> IsNull(DB2.SCHEMA_OWNER, '') THEN 'different table type'
	  END Comment
        , CASE WHEN DB1.DEFAULT_CHARACTER_SET_NAME <> DB2.DEFAULT_CHARACTER_SET_NAME THEN 'different character sets' END Character_sets
	FROM [new database name].INFORMATION_SCHEMA.SCHEMATA DB1
	     LEFT JOIN [old database name].INFORMATION_SCHEMA.SCHEMATA DB2
	       ON DB1.SCHEMA_NAME = DB2.SCHEMA_NAME
 ) DAT
WHERE DAT.Comment IS NOT NULL
ORDER BY DAT.CATALOG_NAME
, DAT.SCHEMA_NAME

Comments:
1) The two queries can be easily combined via a UNION ALL, though it might be a good idea then to add a column to indicate the direction of the comparison. 

The next step would be to check which objects has been changed:

-- table-based objects only in the old schema (tables & views)
SELECT *
FROM ( -- comparison
	SELECT DB1.TABLE_CATALOG
	, DB1.TABLE_SCHEMA
	, DB1.TABLE_NAME
	, DB1.TABLE_TYPE
	, DB2.TABLE_CATALOG NEW_TABLE_CATALOG
	, DB2.TABLE_TYPE NEW_TABLE_TYPE
	, CASE 
		WHEN DB2.TABLE_NAME IS NULL THEN 'objects only in old db'
		WHEN DB1.TABLE_TYPE <> IsNull(DB2.TABLE_TYPE, '') THEN 'different table type'
		--WHEN DB1.TABLE_CATALOG <> IsNull(DB2.TABLE_CATALOG, '') THEN 'different table catalog'
	  END Comment
	FROM [old database name].INFORMATION_SCHEMA.TABLES DB1
	    LEFT JOIN [new database name].INFORMATION_SCHEMA.TABLES DB2
	      ON DB1.TABLE_SCHEMA = DB2.TABLE_SCHEMA
	     AND DB1.TABLE_NAME = DB2.TABLE_NAME
 ) DAT
WHERE DAT.Comment IS NOT NULL
ORDER BY DAT.TABLE_SCHEMA
, DAT.TABLE_NAME

Comments:
1) If the database was imported under another name, then the TABLE_CATALOG will have different values as well.

At column level, the query increases in complexity, given the many aspects that must be considered:

-- difference columns (columns not available in the new scheam, respectively changes in definitions)
SELECT *
FROM ( -- comparison
	SELECT DB1.TABLE_CATALOG
	, DB1.TABLE_SCHEMA
	, DB1.TABLE_NAME
	, DB1.COLUMN_NAME 
	, DB2.TABLE_CATALOG NEW_TABLE_CATALOG
	, CASE WHEN DB2.TABLE_NAME IS NULL THEN 'column only in old db' END Comment
	, DB1.DATA_TYPE
	, DB2.DATA_TYPE NEW_DATA_TYPE
	, CASE WHEN DB2.TABLE_NAME IS NOT NULL AND IsNull(DB1.DATA_TYPE, '') <> IsNull(DB2.DATA_TYPE, '') THEN 'Yes' END Different_data_type
	, DB1.CHARACTER_MAXIMUM_LENGTH
	, DB2.CHARACTER_MAXIMUM_LENGTH NEW_CHARACTER_MAXIMUM_LENGTH
	, CASE WHEN DB2.TABLE_NAME IS NOT NULL AND IsNull(DB1.CHARACTER_MAXIMUM_LENGTH, '') <> IsNull(DB2.CHARACTER_MAXIMUM_LENGTH, '') THEN 'Yes' END Different_maximum_length
	, DB1.NUMERIC_PRECISION
	, DB2.NUMERIC_PRECISION NEW_NUMERIC_PRECISION
	, CASE WHEN DB2.TABLE_NAME IS NOT NULL AND IsNull(DB1.NUMERIC_PRECISION, '') <> IsNull(DB2.NUMERIC_PRECISION, '') THEN 'Yes' END Different_numeric_precision
	, DB1.NUMERIC_SCALE
	, DB2.NUMERIC_SCALE NEW_NUMERIC_SCALE
	, CASE WHEN DB2.TABLE_NAME IS NOT NULL AND IsNull(DB1.NUMERIC_SCALE, '') <> IsNull(DB2.NUMERIC_SCALE,'') THEN 'Yes' END Different_numeric_scale
	, DB1.CHARACTER_SET_NAME
	, DB2.CHARACTER_SET_NAME NEW_CHARACTER_SET_NAME
	, CASE WHEN DB2.TABLE_NAME IS NOT NULL AND IsNull(DB1.CHARACTER_SET_NAME, '') <> IsNull(DB2.CHARACTER_SET_NAME, '') THEN 'Yes' END Different_character_set_name 
	, DB1.COLLATION_NAME
	, DB2.COLLATION_NAME NEW_COLLATION_NAME
	, CASE WHEN DB2.TABLE_NAME IS NOT NULL AND IsNull(DB1.COLLATION_NAME, '') <> IsNull(DB2.COLLATION_NAME, '') THEN 'Yes' END Different_collation_name
	, DB1.ORDINAL_POSITION
	, DB2.ORDINAL_POSITION NEW_ORDINAL_POSITION
	, DB1.COLUMN_DEFAULT
	, DB2.COLUMN_DEFAULT NEW_COLUMN_DEFAULT
	, DB1.IS_NULLABLE
	, DB2.IS_NULLABLE NEW_IS_NULLABLE
	FROM [old database name].INFORMATION_SCHEMA.COLUMNS DB1
	    LEFT JOIN [new database name].INFORMATION_SCHEMA.COLUMNS DB2

	      ON DB1.TABLE_SCHEMA = DB2.TABLE_SCHEMA
	     AND DB1.TABLE_NAME = DB2.TABLE_NAME
	     AND DB1.COLUMN_NAME = DB2.COLUMN_NAME
 ) DAT
WHERE DAT.Comment IS NOT NULL
  OR IsNull(DAT.Different_data_type,'') = 'Yes'
  OR IsNull(DAT.Different_maximum_length,'') = 'Yes'
  OR IsNull(DAT.Different_numeric_precision,'') = 'Yes'
  OR IsNull(DAT.Different_numeric_scale,'') = 'Yes'
  OR IsNull(DAT.Different_character_set_name,'') = 'Yes'
  OR IsNull(DAT.Different_collation_name,'') = 'Yes'
ORDER BY DAT.TABLE_SCHEMA
, DAT.TABLE_NAME
, DAT.COLLATION_NAME

Comments:
1) The query targets only the most common scenarios, therefore must be changed to handle further cases (e.g. different column defaults, different attributes like nullable, etc.)!
2) The other perspective can be obtained by inverting the table names (without aliases) and changing the name of the columns from "NEW_' to "OLD_" (see the queries for schemas).
3) One can move the column-based conditions for the differences in the main query, though then is needed to duplicate the logic, which will make the code more challenging to change and debug. 

Happy coding!

🕸Systems Engineering: Fractals (Just the Quotes)

"[…] chaos and fractals are part of an even grander subject known as dynamics. This is the subject that deals with change, with systems that evolve in time. Whether the system in question settles down to equilibrium, keeps repeating in cycles, or does something more complicated, it is dynamics that we use to analyze the behavior." (Steven H Strogatz, "Non-Linear Dynamics and Chaos, 1994)

"It is time to employ fractal geometry and its associated subjects of chaos and nonlinear dynamics to study systems engineering methodology (SEM). [...] Fractal geometry and chaos theory can convey a new level of understanding to systems engineering and make it more effective." (Arthur D Hall, "The fractal architecture of the systems engineering method", "Systems, Man and Cybernetics", Vol. 28 (4), 1998)

"What is renormalization? First of all, if scaling is present we can go to smaller scales and get exactly the same result. In a sense we are looking at the system with a microscope of increasing power. If you take the limit of such a process you get a stability that is not otherwise present. In short, in the renormalized system, the self-similarity is exact, not approximate as it usually is. So renormalization gives stability and exactness." (Barry R Parker, "Chaos in the Cosmos: The stunning complexity of the universe", 1996)

"The self-similarity of fractal structures implies that there is some redundancy because of the repetition of details at all scales. Even though some of these structures may appear to teeter on the edge of randomness, they actually represent complex systems at the interface of order and disorder." (Edward Beltrami, "What is Random?: Chaos and Order in Mathematics and Life", 1999)

"If financial markets aren't efficient, then what are they? According to the 'fractal market hypothesis', they are highly unstable dynamic systems that generate stock prices which appear random, but behind which lie deterministic patterns." (Steve Keen, "Debunking Economics: The Naked Emperor Of The Social Sciences", 2001)

"Wherever we look in our world the complex systems of nature and time seem to preserve the look of details at finer and finer scales. Fractals show a holistic hidden order behind things, a harmony in which everything affects everything else, and, above all, an endless variety of interwoven patterns. Fractal geometry allows bounded curves of infinite length, as well as closed surfaces with infinite area. It even allows curves with positive volume and arbitrarily large groups of shapes with exactly the same boundary." (Philip Tetlow, "The Web’s Awake: An Introduction to the Field of Web Science and the Concept of Web Life", 2007)

"The economy is a nonlinear fractal system, where the smallest scales are linked to the largest, and the decisions of the central bank are affected by the gut instincts of the people on the street." (David Orrell, "The Other Side Of The Coin", 2008)

"A mathematical fractal is generated by an infinitely recursive process, in which the final level of detail is never reached, and never can be reached by increasing the scale at which observations are made. In reality, fractals are generated by finite processes, and exhibit no visible change in detail after a certain resolution limit. This behavior of natural fractal objects is similar to the exponential cutoff, which can be observed in many degree distributions of real networks." (Péter Csermely, "Weak Links: The Universal Key to the Stabilityof Networks and Complex Systems", 2009)

"Fractals are self-similar objects. However, not every self-similar object is a fractal, with a scale-free form distribution. If we put identical cubes on top of each other, we get a self-similar object. However, this object will not have scale-free statistics: since it has only one measure of rectangular forms, it is single-scaled. We need a growing number of smaller and smaller self-similar objects to satisfy the scale-free distribution." (Péter Csermely, "Weak Links: The Universal Key to the Stabilityof Networks and Complex Systems", 2009)

"In the telephone system a century ago, messages dispersed across the network in a pattern that mathematicians associate with randomness. But in the last decade, the flow of bits has become statistically more similar to the patterns found in self-organized systems. For one thing, the global network exhibits self-similarity, also known as a fractal pattern. We see this kind of fractal pattern in the way the jagged outline of tree branches look similar no matter whether we look at them up close or far away. Today messages disperse through the global telecommunications system in the fractal pattern of self-organization." (Kevin Kelly, "What Technology Wants", 2010)

"Fractals are different from chaos. Fractals are self-similar geometric objects, while chaos is a type of deterministic yet unpredictable dynamical behavior. Nevertheless, the two ideas or areas of study have several interesting and important links. Fractal objects at first blush seem intricate and complex. However, they are often the product of very simple dynamical systems. So the two areas of study - chaos and fractals - are naturally paired, even though they are distinct concepts." (David P Feldman,"Chaos and Fractals: An Elementary Introduction", 2012)

"Only at the edge of chaos can complex systems flourish. This threshold line, that edge between anarchy and frozen rigidity, is not a like a fence line, it is a fractal line; it possesses nonlinearity." (Stephen H Buhner, "Plant Intelligence and the Imaginal Realm: Beyond the Doors of Perception into the Dreaming of Earth", 2014)

♟️Strategic Management: Relations (Just the Quotes)

"The art of management has been defined, 'As knowing exactly what you want men to do, and then seeing that they do it in the best and cheapest way.' No concise definition can fully describe an art, but the relations between employers and men form without question the most important part of this art. In considering the subject, therefore, until this part of the problem has been fully discussed, the remainder of the art may be left in the background." (Frederick W Taylor, "Shop Management", 1903)

"The writer has found, in analyzing and diagnosing organization and accounting work, that charts can express more on one page than is sometimes expressed in several chapters of writing, and has been the author and originator of many methods of charting industrial expressions. It is necessary, as a first step, for analytical and other purposes, to make a chart expressing all of the relations governing the organization of a business so as to show the very foundation upon which all authorities, accounting, and business transactions are based and conducted. There have been more failures scored both personally and financially for lack of these very elements in a business than by reason of any other one thing. As well try to build a house without a foundation as to try to conduct a business, especially a manufacturing business, without proper organization." (Clinton E Woods, "Organizing a factory", 1905)

"The relations outlined on an organization chart provide a framework within which fuller and more spontaneous human behavior takes place. The formal system may draw upon that behavior for added strength; it will in its turn be subordinated to personal and group egotism." (Philip Selznick, "Leadership in Administration: A Sociological Interpretation", 1957) 

"The productivity of a work group seems to depend on how the group members see their own goals in relation to the goals of the organization." (Paul Hersey & Kenneth H Blanchard, "Management of Organizational Behavior", 1972)

"The degree of confirmation assigned to any given hypothesis is sensitive to properties of the entire belief system [...] simplicity, plausibility, and conservatism are properties that theories have in virtue of their relation to the whole structure of scientific beliefs taken collectively. A measure of conservatism or simplicity would be a metric over global properties of belief systems." (Jerry Fodor, "Modularity of Mind", 1983)

"The formal structure of a decision problem in any area can be put into four parts: (1) the choice of an objective function denning the relative desirability of different outcomes; (2) specification of the policy alternatives which are available to the agent, or decisionmaker, (3) specification of the model, that is, empirical relations that link the objective function, or the variables that enter into it, with the policy alternatives and possibly other variables; and (4) computational methods for choosing among the policy alternatives that one which performs best as measured by the objective function." (Kenneth Arrow, "The Economics of Information", 1984)

"Culture [is] a pattern of basic assumptions invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems." (Edgar H Schein, "Organizational Culture and Leadership", 1985)

"Action often creates the orderly relations that originally were mere presumptions summarized in a cause map. Thus language trappings of organizations such as strategic plans are important components in the process of creating order. They hold events together long enough and tightly enough in people's heads so that they act in the belief that their actions will be influential and make sense." (Karl E Weick, "Organizational culture as a source of high reliability", 1987)

"Formulation of a mathematical model is the first step in the process of analyzing the behaviour of any real system. However, to produce a useful model, one must first adopt a set of simplifying assumptions which have to be relevant in relation to the physical features of the system to be modelled and to the specific information one is interested in. Thus, the aim of modelling is to produce an idealized description of reality, which is both expressible in a tractable mathematical form and sufficiently close to reality as far as the physical mechanisms of interest are concerned." (Francois Axisa, "Discrete Systems" Vol. I, 2001)

🤖〽️Prompt Engineering: Copilot Unabridged (Part 119: Market Volatility and Herding Behavior)

Prompt Engineering Series

Prompt: "write a blog post of 600 words on how AI could influence the financial markets negatively"

Introduction

AI-driven trading systems excel at identifying patterns and executing rapid transactions. Yet, when many firms deploy similar models, markets risk herding effects. If algorithms simultaneously react to signals - such as a sudden drop in sentiment - this can trigger flash crashes or exaggerated swings. The 2010 “Flash Crash” was a precursor, but with AI’s speed and scale, future disruptions could be more severe.

• Risk monoculture: As highlighted by CEPR, reliance on similar AI models creates fragility. A single miscalibration could cascade across institutions.
• Amplified feedback loops: AI systems may reinforce trends rather than balance them, worsening bubbles or panics.

Operational and Cyber Risks

The European Central Bank warns that widespread AI adoption increases operational risk, especially if concentrated among a few providers. Financial institutions depending on the same AI infrastructure face systemic vulnerabilities:

• Cybersecurity threats: AI systems are attractive targets for hackers. Manipulating algorithms could distort markets or enable fraud.
• Too-big-to-fail dynamics: If dominant AI providers suffer outages or breaches, the ripple effects could destabilize global markets.

Misuse and Misalignment

AI’s ability to process vast data sets is powerful, but it can also be misused:

• Malicious exploitation: Bad actors could weaponize AI to manipulate trading signals or spread misinformation.
• Model misalignment: AI systems trained on biased or incomplete data may make flawed decisions, mispricing risk or misjudging creditworthiness.
• Evasion of control: Autonomous systems may act in ways regulators cannot easily monitor, undermining oversight.

Regulatory Challenges

The Financial Stability Board stresses that regulators face information gaps in monitoring AI’s role in finance. Traditional frameworks may not capture:

• Accountability when AI executes trades independently.
• Transparency in decision-making, as complex models often operate as “black boxes.”
• Cross-border risks, since AI systems are deployed globally but regulation remains fragmented.
• Without updated oversight, AI could outpace regulators, leaving markets exposed to unchecked systemic risks.

Concentration and Inequality

AI adoption may concentrate power among large institutions with resources to develop advanced systems. Smaller firms risk being marginalized, reducing competition and deepening inequality in access to financial opportunities. This concentration also magnifies systemic risk: if a few players dominate AI-driven finance, their failures could destabilize entire markets.

Long-Term Stability Concerns

The IMF warns that generative AI could reshape financial markets in unpredictable ways:

• Unintended consequences: AI models may behave unexpectedly under stress, creating shocks regulators cannot anticipate.
• Loss of human judgment: Overreliance on AI risks sidelining human oversight, weakening resilience when algorithms fail.
• Ethical dilemmas: Bias in AI decision-making could distort credit allocation, reinforcing social inequalities.

Conclusion

AI’s negative influence on financial markets lies not in its capabilities but in its unchecked deployment. By amplifying volatility, concentrating risks, and challenging regulatory frameworks, AI could undermine stability rather than enhance it. The path forward requires balanced adoption: leveraging AI’s strengths while building safeguards against its vulnerabilities.

In short: AI may accelerate efficiency but also magnify fragility. Financial markets must prepare for both outcomes, ensuring innovation does not come at the cost of resilience.

Disclaimer: The whole text was generated by Copilot (under Windows 11) at the first attempt. This is just an experiment to evaluate feature's ability to answer standard general questions, independently on whether they are correctly or incorrectly posed. Moreover, the answers may reflect hallucinations and other types of inconsistent or incorrect reasoning.

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