🤖〽️Prompt Engineering: Copilot Unabridged (Part 178: How AI Can Detect Curved Relationships in Complex Patterns)

Prompt Engineering Series

Prompt: "write a post of 600 words on how AI can detect curved relationships in complex patterns"

Introduction

One of the most intriguing strengths of modern Artificial Intelligence (AI) is its ability to detect curved, nonlinear relationships hidden inside complex datasets. Humans are naturally inclined toward linear thinking. We look for straight‑line connections: more of X leads to more of Y, or less of X leads to less of Y. This bias toward linearity is cognitively efficient, but it blinds us to the deeper structure of many real‑world systems. In nature, economics, biology, psychology, and technology, relationships often bend, twist, and loop in ways that defy simple intuition. AI, however, is uniquely equipped to uncover these curved patterns - relationships that change direction, accelerate, plateau, or reverse depending on context.

The first reason AI can detect curved relationships is its ability to model nonlinear functions directly. Traditional statistical tools often assume linearity unless explicitly told otherwise. AI models, especially neural networks, do the opposite: they assume nothing. Their architecture allows them to approximate any function - straight, curved, or wildly irregular - by adjusting internal parameters. This flexibility enables AI to capture relationships that humans overlook because they do not fit our mental templates. For example, a medical variable might increase risk up to a point and then decrease it beyond that threshold. A human analyst might miss this U‑shaped curve, but an AI model can detect it naturally.

A second advantage lies in AI’s capacity to explore high‑dimensional interactions. Curved relationships often emerge only when multiple variables interact. A single variable may appear to have no meaningful effect, but when combined with two or three others, a curved pattern suddenly becomes visible. Humans struggle to visualize relationships beyond two dimensions. AI systems, by contrast, can analyze hundreds of variables simultaneously, mapping how they bend and twist together. This is particularly valuable in fields like genomics, where the effect of one gene may depend on the presence or absence of many others, creating curved interactions that only appear in high‑dimensional space.

Another key factor is AI’s ability to detect local patterns rather than forcing global assumptions. Humans tend to look for one overarching rule that explains everything. AI models can break a dataset into many small regions and learn different relationships in each one. A relationship might be linear in one region, curved in another, and flat in a third. Decision trees, random forests, and gradient boosting machines excel at this kind of local pattern detection. They can identify subtle bends in the data that only appear under specific conditions. This ability to adapt to local curvature allows AI to uncover patterns that would otherwise remain hidden.

AI also benefits from its capacity to learn from noise rather than be overwhelmed by it. Curved relationships are often subtle, emerging only after filtering out randomness. Humans tend to see noise as a distraction; AI treats it as part of the landscape. By analyzing massive datasets, AI can distinguish between random fluctuations and genuine curvature. This is essential in fields like climate science, where long‑term curved trends are buried beneath short‑term variability.

Finally, AI’s ability to detect curved relationships is strengthened by continuous learning and iterative refinement. As new data arrives, AI systems can update their internal models, refining the shape of the relationships they detect. Curved patterns often evolve over time - markets shift, ecosystems adapt, diseases mutate. Humans struggle to update their mental models quickly. AI can adjust in real time, capturing new bends and inflection points as they emerge.

The ability of AI to detect curved relationships in complex patterns is not merely a technical achievement. It expands our understanding of the world, revealing structures that lie beyond the reach of intuition. When humans and AI work together - combining human insight with machine‑level pattern detection - we gain a richer, more accurate view of the systems that shape our lives.

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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🤖〽️Prompt Engineering: Copilot Unabridged (Part 177: How AI Can Detect Multi‑Step Relationships That Span Many Variables)

Prompt Engineering Series

Prompt: "write a post of 600 words on how AI can detect multi‑step relationships that span many variables"

Introduction

One of the most remarkable capabilities of modern Artificial Intelligence (AI) is its ability to uncover multi‑step relationships that span across many variables - patterns so complex, layered, and indirect that they remain invisible to human reasoning. Humans excel at intuitive leaps and conceptual understanding, but we struggle when relationships unfold across multiple dimensions, involve subtle dependencies, or require tracking interactions over long chains of influence. AI, by contrast, thrives in precisely these environments. Its computational architecture allows it to map relationships that are not linear, not obvious, and not easily captured by traditional analytical methods.

The first reason AI can detect multi‑step relationships is its ability to operate in high‑dimensional spaces. Humans can mentally juggle only a handful of variables at once before cognitive overload sets in. But many real‑world systems - biological networks, financial markets, climate dynamics - operate across hundreds or thousands of interacting factors. AI models, especially deep neural networks, are designed to navigate these high‑dimensional landscapes. They can track how small changes in one variable propagate through a chain of dependencies, eventually influencing outcomes far removed from the original cause. This ability to follow long causal threads is something human intuition simply cannot replicate at scale.

A second advantage lies in AI’s capacity to model nonlinear interactions. Multi‑step relationships often involve nonlinearities: effects that amplify, dampen, or transform as they move through a system. Humans tend to assume linearity because it is cognitively simple. AI does not make this assumption. Neural networks, decision trees, and attention‑based architectures can capture nonlinear transformations at every layer. This allows AI to detect relationships where the influence of one variable depends on the state of several others - patterns that only emerge when multiple conditions align in specific ways.

Another key factor is AI’s ability to learn hierarchical representations. Deep learning models build understanding layer by layer. Early layers detect simple features; deeper layers combine these features into more abstract concepts. This hierarchical structure mirrors the multi‑step nature of complex relationships. For example, in medical diagnostics, an AI system might first detect subtle biomarkers, then combine them into intermediate patterns, and finally infer a higher‑level diagnosis. Each step builds on the previous one, allowing the model to trace relationships that unfold across multiple conceptual levels.

AI also excels at temporal reasoning, which is essential for detecting multi‑step relationships that evolve over time. Recurrent neural networks, transformers, and sequence models can track dependencies across long time horizons. They can identify how an event today influences outcomes weeks or months later, even when the connection is indirect. This is particularly valuable in fields like supply chain forecasting, epidemiology, and macroeconomic modeling, where delayed effects are the norm rather than the exception.

A further strength comes from AI’s ability to integrate heterogeneous data sources. Multi‑step relationships often span different types of information - numerical data, text, images, signals, or categorical variables. Humans struggle to synthesize such diverse inputs. AI systems, however, can fuse them into a unified representation. This multimodal integration allows AI to detect relationships that cross boundaries between data types, revealing patterns that would remain hidden if each source were analyzed in isolation.

Finally, AI’s ability to detect multi‑step relationships is amplified by continuous learning and iterative refinement. As new data arrives, AI systems can update their internal models, strengthening or revising the relationships they have inferred. This dynamic adaptation allows them to track evolving systems where relationships shift over time. Humans, by contrast, tend to cling to outdated mental models, even when the underlying reality has changed.

AI’s ability to detect multi‑step relationships across many variables is not a replacement for human judgment. Instead, it expands our analytical reach, revealing structures that lie beyond the limits of intuition. When humans and AI collaborate - combining human understanding with machine‑level pattern detection - we gain a deeper, more accurate view of the complex systems that shape our world.

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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🤖〽️Prompt Engineering: Copilot Unabridged (Part 135:Trust and Relationship in Contemporary AI Through the Lens of the DIKW Pyramid)

Prompt Engineering Series  

Prompt: "write a post of 600 words on how trust and relationship fit in nowadays AI considered from the perspective of DIKW pyramid and include an introduction, respectively a closing statement"

Introduction

As artificial intelligence becomes a daily companion - embedded in search engines, productivity tools, customer service, and creative work - the question of trust has moved to the center of the conversation. People don’t just want AI that is powerful; they want AI that is reliable, respectful, and predictable. Trust is the foundation of any meaningful relationship, and although AI is not a human partner, it still participates in relational dynamics. To understand how trust and relationship fit into modern AI, the DIKW pyramid (Data, Information, Knowledge, Wisdom) offers a useful lens. It reveals how trust is built - or los - at each stage of AI’s interaction with the world.

Trust at the Data Level

At the base of the DIKW pyramid lies data, and trust begins here. Users want to know that their data is handled responsibly, stored securely, and used ethically. Even though AI systems do not have intentions or emotions, the way data is collected and managed shapes the foundation of trust.

If data is biased, incomplete, or misused, trust erodes before the AI even speaks. Conversely, transparent data practices - clear boundaries, privacy protections, and responsible sourcing - create the first layer of relational confidence. Trust at this level is structural: it depends on the integrity of the system’s foundation.

Trust at the Information Level

When data becomes information, trust shifts toward clarity and predictability. AI systems must communicate in ways that are understandable, consistent, and context‑appropriate. Users expect:

• Clear explanations
• Stable behavior
• Honest acknowledgment of uncertainty
• Respectful tone

AI does not 'feel' trust, but it can behave in ways that foster it. Information-level trust is built through transparency - showing how the system interprets inputs, why it refuses certain requests, and how it handles sensitive topics. This is where the relationship begins to take shape: users start to understand what the AI can and cannot do.

Trust at the Knowledge Level

At the knowledge stage, AI connects information into coherent responses, predictions, or recommendations. This is where relational trust deepens. Users rely on AI to help them think, plan, and create. But trust at this level depends on:

• Reliability across diverse contexts
• Guardrails that prevent harmful outputs
• Consistency in reasoning
• Alignment with human expectations

AI can simulate knowledge, but it does not understand meaning. This makes trust fragile: users must feel confident that the system’s outputs are grounded in responsible design rather than arbitrary pattern‑matching. The relationship here is functional but meaningful - users trust the AI as a tool that behaves responsibly.

Trust at the Wisdom Level

Wisdom, the top of the DIKW pyramid, involves judgment, ethics, and long‑term thinking. AI does not possess wisdom, but it can support wise decision‑making by:

• Encouraging human oversight
• Avoiding speculation
• Recognizing sensitive boundaries
• Prioritizing safety and well‑being

This is where the relational dimension becomes most visible. Users trust AI not because it is wise, but because it behaves as if it understands the gravity of certain situations. It knows when to step back, when to defer to human expertise, and when to avoid harmful territory. This humility is essential for a healthy relationship between humans and AI.

Why Trust and Relationship Matter

Trust is not a technical feature; it is a human experience. AI systems cannot reciprocate trust, but they can behave in ways that make users feel safe, respected, and supported. The DIKW pyramid shows that trust is built layer by layer - from responsible data practices to wise behavior at the point of interaction.

Closing Statement

Trust and relationship in today’s AI are not about emotional bonds but about consistent, transparent, and responsible behavior. Through the DIKW pyramid, we see how trust emerges from the foundation of data, grows through clear information, strengthens through reliable knowledge, and is safeguarded by wise boundaries. AI cannot feel trust, but it can earn it through design choices that respect human values. In doing so, it becomes not just a tool, but a dependable partner in navigating an increasingly complex digital world.

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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🤖〽️Prompt Engineering: Copilot Unabridged (Part 131: What Is Missing from the DIKW Pyramid in Today’s AI?)

Prompt Engineering Series

Prompt: "write a post of 600 words on what is missing from DIKW pyramid besides facts and measurements in nowadays AI and include an introduction, respectively a closing statement"

Introduction

The DIKW pyramid (Data, Information, Knowledge, Wisdom) has long served as a conceptual model for understanding how raw facts evolve into meaningful insight. In the age of Artificial Intelligence), the DIKW framework is more relevant than ever, helping us think about how AI systems process inputs and generate outputs. Yet as AI grows more capable and more deeply embedded in society, it becomes increasingly clear that the DIKW pyramid, while useful, is incomplete. It captures the progression from data to wisdom, but it does not fully address the human, contextual, and relational elements that modern AI must navigate. To understand what AI still lacks, we must look at what lies outside the pyramid’s structure.

Beyond Data and Measurement: What the DIKW Pyramid Leaves Out

1. Meaning and Interpretation

The DIKW pyramid assumes that meaning naturally emerges as we move upward from data to wisdom. But in AI, meaning is not inherent - it is constructed. AI systems do not 'understand' in the human sense; they detect patterns. What is missing is the interpretive layer that humans apply automatically: cultural nuance, emotional tone, social context, and lived experience. These elements shape how people interpret information, but they are not explicitly represented in the DIKW model.

2. Human Intent and Purpose

The pyramid describes how information becomes knowledge, but not why it matters. AI systems operate without intrinsic goals or values; they rely on human-defined objectives. What’s missing is intentionality - the human purpose that gives information direction. Without understanding intent, AI can generate outputs that are technically correct but contextually misaligned. Purpose is the compass that guides wisdom, yet it sits outside the DIKW structure.

3. Ethics and Moral Judgment

Wisdom, as defined in the DIKW pyramid, implies good judgment. But the model does not explicitly address ethics, fairness, or moral reasoning. In today’s AI landscape, these are essential. AI systems must navigate sensitive topics, avoid harm, and respect human dignity. Ethical reasoning is not simply an extension of knowledge; it is a distinct dimension that requires principles, values, and societal norms. The DIKW pyramid does not capture this moral layer, yet it is indispensable for responsible AI.

4. Trust and Relationship

AI does not operate in a vacuum. It interacts with people, influences decisions, and shapes experiences. Trust - built through transparency, consistency, and responsible behavior - is a critical factor in how AI is perceived and adopted. The DIKW pyramid focuses on cognitive transformation, not relational dynamics. But trust is not data, information, knowledge, or wisdom; it is a social construct. Without it, even the most sophisticated AI systems fail to gain acceptance.

5. Creativity and Imagination

AI can generate novel combinations of patterns, but creativity in the human sense involves imagination, intuition, and the ability to envision possibilities beyond existing data. The DIKW pyramid is linear and hierarchical, while creativity is nonlinear and exploratory. Modern AI often operates within the boundaries of what it has seen. What’s missing is the capacity to transcend those boundaries with genuine originality.

6. Embodiment and Experience

Humans learn through physical experience - through senses, emotions, and interactions with the world. AI lacks embodiment. It does not feel, perceive, or experience. The DIKW pyramid does not account for this gap, yet embodiment shapes how humans develop wisdom. Without lived experience, AI’s 'wisdom' remains metaphorical, not literal.

Closing Statement

The DIKW pyramid remains a valuable framework for understanding how AI processes information, but it does not capture the full spectrum of what modern AI needs to navigate human complexity. Meaning, intent, ethics, trust, creativity, and lived experience all lie outside the pyramid’s structure, yet they are essential for building AI systems that are not only intelligent but also responsible and aligned with human values. Recognizing what is missing helps us design AI that complements human judgment rather than merely mimicking it. In doing so, we move toward a future where AI supports not just smarter decisions, but wiser ones.

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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🧮ERP: Implementations (Part XVIII: The Price of Partnership)

ERP Implementations Series

When one proceeds on a journey, it’s important to have a precise destination, a good map to show the road, the obstacles ahead, and help to plan the journey, good gear, enough resources to make it through the journey, but probably more important, good companions and ideally guides who can show the way ahead and offer advice when needed. This is in theory the role of a partner, and on such coordinates should be a partnership based upon. However, unless the partners pay for the journey as well, the partnership can come with important costs and occasionally more overhead than needed. 

The traveler’s metaphor is well suited to ERP implementations and probably many other projects in which the customer doesn’t have the knowledge about the various aspects of the project. The role of a partner is thus multifold, and it takes time for all the areas to be addressed. Typically, it takes years for such a relationship to mature to the degree that it all develops naturally, at least in theory. Conversely, few relationships can resist in time given the complex challenges resulting from different goals and objectives, business models, lack of successes or benefits.

Usually, a partnership means sharing the risks and successes, but more importantly, building a beneficial bidirectional relationship from which all parties can profit. This usually means that the partner provides a range of services not available in-house, allowing customers to pull resources and knowledge on a need-by basis, providing direction and other advice whenever is needed. A partner can help if it has the needed insight into the business, and this implies a minimum of communication in respect to business decisions, strategies, goals, objectives, requirements, implications, etc. 

During sales pitches and other meetings, many service providers assume themselves the role of partners, however between their behavior and the partner role is usually a considerable gap that often may seem impossible if not difficult to bridge. It’s helpful to define as part of the various contracts the role of partnership, respectively the further implications. It’s helpful to have a structure of bidirectional bonuses and other benefits that would help to strengthen the bond between organizations. A framework for supporting the partnership must be built, and this takes time to be implemented adequately. 

Even if some consultants are available from the early stages of the partnership, that’s typically the exception and not the norm. It’s typical for resources to be involved only for the whole duration of a project or less. Independently of their performance, the replacement of resources in projects is unavoidable and must be addressed adequately, with knowledge transfer and all that belongs to such situations. Moreover, it needs to be managed adequately by the serve provider, however resources can’t be replaced as the parts of an engine. The planning and other activities must consider and accommodate such changes.

Also the replacement of partners in mid of the project is possible and this option should be considered as exception in projects and planned accordingly. The costs of working with partners can be high and therefore organizations should consider the alternatives. Bringing individual resources in projects and even building long-term relationships with them can prove to be a cost-effective alternative. Even if such partnerships are more challenging to manage, the model can offer other advantages that compensate for the overhead of managing them.

Outsourcing resources across geographies or mixing models can work as well. Even if implementations usually don’t allow for experiments, they can still be a feasible alternative. The past successes and failures are usually a good measure of what works and doesn't for organizations. 

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⚡️Power BI: Preparatory Steps for Creating a Power BI Report

When creating a Power BI report consider the following steps when starting the actual work. The first five steps can be saved to a "template" that can be reused as starting point for each report.

Step 0: Check Power BI Desktop's version

Check whether you have the latest version, otherwise you can download it from the Microsoft website.
Given that most of the documentation, books and other resources are in English, it might be a good idea to install the English version.

Step 1: Enable the recommended options

File >> Options and settings >> Options >> Global >> Data Load:
.>> Time intelligence >> Auto date/time for new files >> (uncheck)
.>> Regional settings >> Application language >> set to English (United States)
.>> Regional settings >> Model language >> set to English (United States)

You can consider upon case also the following options (e.g. when the relationships are more complex than the feature can handle):
File >> Options and settings >> Options >> Current >> Data load:
.>> Relationship >> Import relationships from data sources on first load >> (uncheck)
.>> Relationship >> Autodetect new relationships after data is loaded >> (uncheck)

Step 2: Enable the options needed by the report

For example, you can enable visual calculations:
File >> Options and settings >> Options >> Preview features >> Visual calculations >> (check)

Comment:
Given that not all preview features are stable enough, instead of activating several features at once, it might be a good idea to do it individually and test first whether they work as expected. 

Step 3: Add a table for managing the measures

Add a new table (e.g. "dummy" with one column "OK"):

Results = ROW("dummy", "OK")

Add a dummy measure that could be deleted later when there's at least one other measure:
Test = ""

Hide the "OK" column and with this the table is moved to the top. The measures can be further organized within folders for easier maintenance. 

Step 4: Add the Calendar if time analysis is needed

Add a new table (e.g. "Calendar" with a "Date" column):

Calendar = Calendar(Date(Year(Today()-3*365),1,1),Date(Year(Today()+1*365),12,31))

Add the columns:

Year = Year('Calendar'[Date])
YearQuarter = 'Calendar'[Year] & "-Q" & 'Calendar'[Quarter]
Quarter = Quarter('Calendar'[Date])
QuarterName = "Q" & Quarter('Calendar'[Date])
Month = Month('Calendar'[Date])
MonthName = FORMAT('Calendar'[Date], "mmm")

Even if errors appear (as the columns aren't listed in the order of their dependencies), create first all the columns. Format the Date in a standard format (e.g. dd-mmm-yy) including for Date/Time for which the Time is not needed.

To get the values in the visual sorted by the MonthName:
Table view >> (select MonthName) >> Column tools >> Sort by column >> (select Month)

To get the values in the visual sorted by the QuarterName:
Table view >> (select QuarterName) >> Column tools >> Sort by column >> (select Quarter)

With these changes the filter could look like this:

Step 5: Add the corporate/personal theme

Consider using a corporate/personal theme at this stage. Without this the volume of work that needs to be done later can increase considerably. 

There are also themes generators, e.g. see powerbitips.com, a tool that simplifies the process of creating complex theme files. The tool is free however, users can save their theme files via a subscription service.

Set canvas settings (e.g. 1080 x 1920 pixels).

Step 6: Get the data

Consider the appropriate connectors for getting the data into the report. 

Step 7: Set/Validate the relationships

Check whether the relationships between tables set by default are correct, respectively set the relationships accordingly.

Step 8: Optimize the data model

Look for ways to optimize the data model.

Step 9: Apply the formatting

Format numeric values to represent their precision accordingly.
Format the dates in a standard format (e.g. "dd-mmm-yy") including for Date/Time for which the Time is not needed.

The formatting needs to be considered for the fields, measures and metrics added later as well. 

Step 10: Define the filters

Identify the filters that will be used more likely in pages and use the Sync slicers to synchronize the filters between pages, when appropriate:
View >> Sync slicers >> (select Page name) >> (check Synch) >> (check Visible)

Step 11: Add the visuals

At least for report's validation, consider using a visual that holds the detail data as represented in the other visuals on the page. Besides the fact that it allows users to validate the report, it also provides transparence, which facilitates report's adoption. 

🔭Data Science: Accuracy (Just the Quotes)

"Accurate and minute measurement seems to the nonscientific imagination a less lofty and dignified work than looking for something new. But nearly all the grandest discoveries of science have been but the rewards of accurate measurement and patient long contained labor in the minute sifting of numerical results." (William T Kelvin, "Report of the British Association For the Advancement of Science" Vol. 41, 1871)

"It is surprising to learn the number of causes of error which enter into the simplest experiment, when we strive to attain rigid accuracy." (William S Jevons, "The Principles of Science: A Treatise on Logic and Scientific Method", 1874)

"The test of the accuracy and completeness of a description is, not that it may assist, but that it cannot mislead." (Burt G Wilder, "A Partial Revision of Anatomical Nomenclature", Science, 1881)

"Accuracy of statement is one of the first elements of truth; inaccuracy is a near kin to falsehood." (Tyron Edwards, "A Dictionary of Thoughts", 1891)

"A statistical estimate may be good or bad, accurate or the reverse; but in almost all cases it is likely to be more accurate than a casual observer’s impression, and the nature of things can only be disproved by statistical methods." (Arthur L Bowley, "Elements of Statistics", 1901)

"Great numbers are not counted correctly to a unit, they are estimated; and we might perhaps point to this as a division between arithmetic and statistics, that whereas arithmetic attains exactness, statistics deals with estimates, sometimes very accurate, and very often sufficiently so for their purpose, but never mathematically exact." (Arthur L Bowley, "Elements of Statistics", 1901)

"Statistics may, for instance, be called the science of counting. Counting appears at first sight to be a very simple operation, which any one can perform or which can be done automatically; but, as a matter of fact, when we come to large numbers, e.g., the population of the United Kingdom, counting is by no means easy, or within the power of an individual; limits of time and place alone prevent it being so carried out, and in no way can absolute accuracy be obtained when the numbers surpass certain limits." (Sir Arthur L Bowley, "Elements of Statistics", 1901)

"Accuracy is the foundation of everything else." (Thomas H Huxley, "Method and Results", 1893)

"An experiment is an observation that can be repeated, isolated and varied. The more frequently you can repeat an observation, the more likely are you to see clearly what is there and to describe accurately what you have seen. The more strictly you can isolate an observation, the easier does your task of observation become, and the less danger is there of your being led astray by irrelevant circumstances, or of placing emphasis on the wrong point. The more widely you can vary an observation, the more clearly will be the uniformity of experience stand out, and the better is your chance of discovering laws." (Edward B Titchener, "A Text-Book of Psychology", 1909)

"Science begins with measurement and there are some people who cannot be measurers; and just as we distinguish carpenters who can work to this or that traction of an inch of accuracy, so we must distinguish ourselves and our acquaintances as able to observe and record to this or that degree of truthfulness." (John A Thomson, "Introduction to Science", 1911)

"The ordinary mathematical treatment of any applied science substitutes exact axioms for the approximate results of experience, and deduces from these axioms the rigid mathematical conclusions. In applying this method it must not be forgotten that the mathematical developments transcending the limits of exactness of the science are of no practical value. It follows that a large portion of abstract mathematics remains without finding any practical application, the amount of mathematics that can be usefully employed in any science being in proportion to the degree of accuracy attained in the science. Thus, while the astronomer can put to use a wide range of mathematical theory, the chemist is only just beginning to apply the first derivative, i. e. the rate of change at which certain processes are going on; for second derivatives he does not seem to have found any use as yet." (Felix Klein, "Lectures on Mathematics", 1911)

"It [science] involves an intelligent and persistent endeavor to revise current beliefs so as to weed out what is erroneous, to add to their accuracy, and, above all, to give them such shape that the dependencies of the various facts upon one another may be as obvious as possible." (John Dewey, "Democracy and Education", 1916)

"The man of science, by virtue of his training, is alone capable of realising the difficulties - often enormous - of obtaining accurate data upon which just judgment may be based." (Sir Richard Gregory, "Discovery; or, The Spirit and Service of Science", 1918)

"The complexity of a system is no guarantee of its accuracy." (John P Jordan, "Cost accounting; principles and practice", 1920)

"Science does not aim at establishing immutable truths and eternal dogmas; its aim is to approach the truth by successive approximations, without claiming that at any stage final and complete accuracy has been achieved." (Bertrand Russell, "The ABC of Relativity", 1925)

"Science is but a method. Whatever its material, an observation accurately made and free of compromise to bias and desire, and undeterred by consequence, is science." (Hans Zinsser, "Untheological Reflections", The Atlantic Monthly, 1929)

"The structure of a theoretical system tells us what alternatives are open in the possible answers to a given question. If observed facts of undoubted accuracy will not fit any of the alternatives it leaves open, the system itself is in need of reconstruction." (Talcott Parsons, "The structure of social action", 1937)

"Science, in the broadest sense, is the entire body of the most accurately tested, critically established, systematized knowledge available about that part of the universe which has come under human observation. For the most part this knowledge concerns the forces impinging upon human beings in the serious business of living and thus affecting man’s adjustment to and of the physical and the social world. […] Pure science is more interested in understanding, and applied science is more interested in control […]" (Austin L Porterfield, "Creative Factors in Scientific Research", 1941)

"The enthusiastic use of statistics to prove one side of a case is not open to criticism providing the work is honestly and accurately done, and providing the conclusions are not broader than indicated by the data. This type of work must not be confused with the unfair and dishonest use of both accurate and inaccurate data, which too commonly occurs in business. Dishonest statistical work usually takes the form of: (1) deliberate misinterpretation of data; (2) intentional making of overestimates or underestimates; and (3) biasing results by using partial data, making biased surveys, or using wrong statistical methods." (John R Riggleman & Ira N Frisbee, "Business Statistics", 1951)

"Being built on concepts, hypotheses, and experiments, laws are no more accurate or trustworthy than the wording of the definitions and the accuracy and extent of the supporting experiments." (Gerald Holton, "Introduction to Concepts and Theories in Physical Science", 1952)

"Scientists whose work has no clear, practical implications would want to make their decisions considering such things as: the relative worth of (1) more observations, (2) greater scope of his conceptual model, (3) simplicity, (4) precision of language, (5) accuracy of the probability assignment." (C West Churchman, "Costs, Utilities, and Values", 1956)

"The precision of a number is the degree of exactness with which it is stated, while the accuracy of a number is the degree of exactness with which it is known or observed. The precision of a quantity is reported by the number of significant figures in it." (Edmund C Berkeley & Lawrence Wainwright, Computers: Their Operation and Applications", 1956)

"The art of using the language of figures correctly is not to be over-impressed by the apparent air of accuracy, and yet to be able to take account of error and inaccuracy in such a way as to know when, and when not, to use the figures. This is a matter of skill, judgment, and experience, and there are no rules and short cuts in acquiring this expertness." (Ely Devons, "Essays in Economics", 1961)

"The two most important characteristics of the language of statistics are first, that it describes things in quantitative terms, and second, that it gives this description an air of accuracy and precision." (Ely Devons, "Essays in Economics", 1961)

"Relativity is inherently convergent, though convergent toward a plurality of centers of abstract truths. Degrees of accuracy are only degrees of refinement and magnitude in no way affects the fundamental reliability, which refers, as directional or angular sense, toward centralized truths. Truth is a relationship." (R Buckminster Fuller, "The Designers and the Politicians", 1962)

"Theories are usually introduced when previous study of a class of phenomena has revealed a system of uniformities. […] Theories then seek to explain those regularities and, generally, to afford a deeper and more accurate understanding of the phenomena in question. To this end, a theory construes those phenomena as manifestations of entities and processes that lie behind or beneath them, as it were." (Carl G Hempel, "Philosophy of Natural Science", 1966)

"Numbers are the product of counting. Quantities are the product of measurement. This means that numbers can conceivably be accurate because there is a discontinuity between each integer and the next. Between two and three there is a jump. In the case of quantity there is no such jump, and because jump is missing in the world of quantity it is impossible for any quantity to be exact. You can have exactly three tomatoes. You can never have exactly three gallons of water. Always quantity is approximate." (Gregory Bateson, "Number is Different from Quantity", CoEvolution Quarterly, 1978)

"Science has become a social method of inquiring into natural phenomena, making intuitive and systematic explorations of laws which are formulated by observing nature, and then rigorously testing their accuracy in the form of predictions. The results are then stored as written or mathematical records which are copied and disseminated to others, both within and beyond any given generation. As a sort of synergetic, rigorously regulated group perception, the collective enterprise of science far transcends the activity within an individual brain." (Lynn Margulis & Dorion Sagan, "Microcosmos", 1986)

"A theory is a good theory if it satisfies two requirements: it must accurately describe a large class of observations on the basis of a model that contains only a few arbitrary elements, and it must make definite predictions about the results of future observations." (Stephen Hawking, "A Brief History of Time: From Big Bang To Black Holes", 1988)

"Science is (or should be) a precise art. Precise, because data may be taken or theories formulated with a certain amount of accuracy; an art, because putting the information into the most useful form for investigation or for presentation requires a certain amount of creativity and insight." (Patricia H Reiff, "The Use and Misuse of Statistics in Space Physics", Journal of Geomagnetism and Geoelectricity 42, 1990)

"There is no sharp dividing line between scientific theories and models, and mathematics is used similarly in both. The important thing is to possess a delicate judgement of the accuracy of your model or theory. An apparently crude model can often be surprisingly effective, in which case its plain dress should not mislead. In contrast, some apparently very good models can be hiding dangerous weaknesses." (David Wells, "You Are a Mathematician: A wise and witty introduction to the joy of numbers", 1995)

"Science is more than a mere attempt to describe nature as accurately as possible. Frequently the real message is well hidden, and a law that gives a poor approximation to nature has more significance than one which works fairly well but is poisoned at the root." (Robert H March, "Physics for Poets", 1996)

"Accuracy of observation is the equivalent of accuracy of thinking." (Wallace Stevens, "Collected Poetry and Prose", 1997)

“Accurate estimates depend at least as much upon the mental model used in forming the picture as upon the number of pieces of the puzzle that have been collected.” (Richards J. Heuer Jr, “Psychology of Intelligence Analysis”, 1999)

"To be numerate means to be competent, confident, and comfortable with one’s judgements on whether to use mathematics in a particular situation and if so, what mathematics to use, how to do it, what degree of accuracy is appropriate, and what the answer means in relation to the context." (Diana Coben, "Numeracy, mathematics and adult learning", 2000)

"Innumeracy - widespread confusion about basic mathematical ideas - means that many statistical claims about social problems don't get the critical attention they deserve. This is not simply because an innumerate public is being manipulated by advocates who cynically promote inaccurate statistics. Often, statistics about social problems originate with sincere, well-meaning people who are themselves innumerate; they may not grasp the full implications of what they are saying. Similarly, the media are not immune to innumeracy; reporters commonly repeat the figures their sources give them without bothering to think critically about them." (Joel Best, "Damned Lies and Statistics: Untangling Numbers from the Media, Politicians, and Activists", 2001)

"Most physical systems, particularly those complex ones, are extremely difficult to model by an accurate and precise mathematical formula or equation due to the complexity of the system structure, nonlinearity, uncertainty, randomness, etc. Therefore, approximate modeling is often necessary and practical in real-world applications. Intuitively, approximate modeling is always possible. However, the key questions are what kind of approximation is good, where the sense of 'goodness' has to be first defined, of course, and how to formulate such a good approximation in modeling a system such that it is mathematically rigorous and can produce satisfactory results in both theory and applications." (Guanrong Chen & Trung Tat Pham, "Introduction to Fuzzy Sets, Fuzzy Logic, and Fuzzy Control Systems", 2001)

"There are two problems with sampling - one obvious, and  the other more subtle. The obvious problem is sample size. Samples tend to be much smaller than their populations. [...] Obviously, it is possible to question results based on small samples. The smaller the sample, the less confidence we have that the sample accurately reflects the population. However, large samples aren't necessarily good samples. This leads to the second issue: the representativeness of a sample is actually far more important than sample size. A good sample accurately reflects (or 'represents') the population." (Joel Best, "Damned Lies and Statistics: Untangling Numbers from the Media, Politicians, and Activists", 2001)

"[…] most earlier attempts to construct a theory of complexity have overlooked the deep link between it and networks. In most systems, complexity starts where networks turn nontrivial. No matter how puzzled we are by the behavior of an electron or an atom, we rarely call it complex, as quantum mechanics offers us the tools to describe them with remarkable accuracy. The demystification of crystals-highly regular networks of atoms and molecules-is one of the major success stories of twentieth-century physics, resulting in the development of the transistor and the discovery of superconductivity. Yet, we continue to struggle with systems for which the interaction map between the components is less ordered and rigid, hoping to give self-organization a chance." (Albert-László Barabási, "Linked: How Everything Is Connected to Everything Else and What It Means for Business, Science, and Everyday Life", 2002)

"Blissful data consist of information that is accurate, meaningful, useful, and easily accessible to many people in an organization. These data are used by the organization’s employees to analyze information and support their decision-making processes to strategic action. It is easy to see that organizations that have reached their goal of maximum productivity with blissful data can triumph over their competition. Thus, blissful data provide a competitive advantage.". (Margaret Y Chu, "Blissful Data", 2004)

"[…] we would like to observe that the butterfly effect lies at the root of many events which we call random. The final result of throwing a dice depends on the position of the hand throwing it, on the air resistance, on the base that the die falls on, and on many other factors. The result appears random because we are not able to take into account all of these factors with sufficient accuracy. Even the tiniest bump on the table and the most imperceptible move of the wrist affect the position in which the die finally lands. It would be reasonable to assume that chaos lies at the root of all random phenomena." (Iwo Bialynicki-Birula & Iwona Bialynicka-Birula, "Modeling Reality: How Computers Mirror Life", 2004)

"A scientific theory is a concise and coherent set of concepts, claims, and laws (frequently expressed mathematically) that can be used to precisely and accurately explain and predict natural phenomena." (Mordechai Ben-Ari, "Just a Theory: Exploring the Nature of Science", 2005)

"Coincidence surprises us because our intuition about the likelihood of an event is often wildly inaccurate." (Michael Starbird, "Coincidences, Chaos, and All That Math Jazz", 2005)

"[myth:] Accuracy is more important than precision. For single best estimates, be it a mean value or a single data value, this question does not arise because in that case there is no difference between accuracy and precision. (Think of a single shot aimed at a target.) Generally, it is good practice to balance precision and accuracy. The actual requirements will differ from case to case." (Manfred Drosg, "Dealing with Uncertainties: A Guide to Error Analysis", 2007)

"Humans have difficulty perceiving variables accurately […]. However, in general, they tend to have inaccurate perceptions of system states, including past, current, and future states. This is due, in part, to limited ‘mental models’ of the phenomena of interest in terms of both how things work and how to influence things. Consequently, people have difficulty determining the full implications of what is known, as well as considering future contingencies for potential systems states and the long-term value of addressing these contingencies. " (William B. Rouse, "People and Organizations: Explorations of Human-Centered Design", 2007) 

"Perception requires imagination because the data people encounter in their lives are never complete and always equivocal. [...] We also use our imagination and take shortcuts to fill gaps in patterns of nonvisual data. As with visual input, we draw conclusions and make judgments based on uncertain and incomplete information, and we conclude, when we are done analyzing the patterns, that out picture is clear and accurate. But is it?" (Leonard Mlodinow, "The Drunkard’s Walk: How Randomness Rules Our Lives", 2008)

"Prior to the discovery of the butterfly effect it was generally believed that small differences averaged out and were of no real significance. The butterfly effect showed that small things do matter. This has major implications for our notions of predictability, as over time these small differences can lead to quite unpredictable outcomes. For example, first of all, can we be sure that we are aware of all the small things that affect any given system or situation? Second, how do we know how these will affect the long-term outcome of the system or situation under study? The butterfly effect demonstrates the near impossibility of determining with any real degree of accuracy the long term outcomes of a series of events." (Elizabeth McMillan, Complexity, "Management and the Dynamics of Change: Challenges for practice", 2008)

"In the predictive modeling disciplines an ensemble is a group of algorithms that is used to solve a common problem [...] Each modeling algorithm has specific strengths and weaknesses and each provides a different mathematical perspective on the relationships modeled, just like each instrument in a musical ensemble provides a different voice in the composition. Predictive modeling ensembles use several algorithms to contribute their perspectives on the prediction problem and then combine them together in some way. Usually ensembles will provide more accurate models than individual algorithms which are also more general in their ability to work well on different data sets [...] the approach has proven to yield the best results in many situations." (Gary Miner et al, "Practical Text Mining and Statistical Analysis for Non-Structured Text Data Applications", 2012)

"The problem of complexity is at the heart of mankind’s inability to predict future events with any accuracy. Complexity science has demonstrated that the more factors found within a complex system, the more chances of unpredictable behavior. And without predictability, any meaningful control is nearly impossible. Obviously, this means that you cannot control what you cannot predict. The ability ever to predict long-term events is a pipedream. Mankind has little to do with changing climate; complexity does." (Lawrence K Samuels, "The Real Science Behind Changing Climate", 2014)

“A mathematical model is a mathematical description (often by means of a function or an equation) of a real-world phenomenon such as the size of a population, the demand for a product, the speed of a falling object, the concentration of a product in a chemical reaction, the life expectancy of a person at birth, or the cost of emission reductions. The purpose of the model is to understand the phenomenon and perhaps to make predictions about future behavior. [...] A mathematical model is never a completely accurate representation of a physical situation - it is an idealization." (James Stewart, “Calculus: Early Transcedentals” 8th Ed., 2016)

"Validity of a theory is also known as construct validity. Most theories in science present broad conceptual explanations of relationship between variables and make many different predictions about the relationships between particular variables in certain situations. Construct validity is established by verifying the accuracy of each possible prediction that might be made from the theory. Because the number of predictions is usually infinite, construct validity can never be fully established. However, the more independent predictions for the theory verified as accurate, the stronger the construct validity of the theory." (K  N Krishnaswamy et al, "Management Research Methodology: Integration of Principles, Methods and Techniques", 2016)

"The margin of error is how accurate the results are, and the confidence interval is how confident you are that your estimate falls within the margin of error." (Daniel J Levitin, "Weaponized Lies", 2017)

"Are your insights based on data that is accurate and reliable? Trustworthy data is correct or valid, free from significant defects and gaps. The trustworthiness of your data begins with the proper collection, processing, and maintenance of the data at its source. However, the reliability of your numbers can also be influenced by how they are handled during the analysis process. Clean data can inadvertently lose its integrity and true meaning depending on how it is analyzed and interpreted." (Brent Dykes, "Effective Data Storytelling: How to Drive Change with Data, Narrative and Visuals", 2019)

"The only way to achieve any accuracy is to ignore most of the information available." (Preston C Hammer) 

See also the quotes on "Accuracy" in Graphical Representation

♟️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)

🔬Data Science: Validity (Definitions)

"An argument that explains the degree to which empirical evidence and theoretical rationales support the adequacy and appropriateness of decisions made from an assessment." (Asao B Inoue, "The Technology of Writing Assessment and Racial Validity", 2009)

[external *]: "The extent to which the results obtained can be generalized to other individuals and/or contexts not studied." (Joan Hawthorne et al, "Method Development for Assessing a Diversity Goal", 2009)

[external *:] "A study has external validity when its results are generalizable to the target population of interest. Formally, external validity means that the causal effect based on the study population equals the causal effect in the target population. In counterfactual terms, external validity requires that the study population be exchangeable with the target population." (Herbert I Weisberg, "Bias and Causation: Models and Judgment for Valid Comparisons", 2010)

[internal *:] "A study has internal validity when it provides an unbiased estimate of the causal effect of interest. Formally, internal validity means that the empirical effect from the study is equal to the causal effect in the study population." (Herbert I Weisberg, "Bias and Causation: Models and Judgment for Valid Comparisons", 2010)

"Construct validity is a term developed by psychometricians to describe the ability of a variable to represent accurately an underlying characteristic of interest." (Herbert I Weisberg, "Bias and Causation: Models and Judgment for Valid Comparisons", 2010)

[operational validity:] "is defined as a model result behavior has enough correctness for a model intended aim over the area of system intended applicability." (Sattar J Aboud et al, "Verification and Validation of Simulation Models", 2010)

"Validity is the ability of the study to produce correct results. There are various specific types of validity (see internal validity, external validity, construct validity). Threats to validity include primarily what we have termed bias, but encompass a wider range of methodological problems, including random error and lack of construct validity." (Herbert I Weisberg, "Bias and Causation: Models and Judgment for Valid Comparisons", 2010)

[internal validity:] "Accuracy of the research study in determining the relationship between independent and the dependent variables. Internal validity can be assured only if all potential confounding variables have been properly controlled." (K  N Krishnaswamy et al, "Management Research Methodology: Integration of Principles, Methods and Techniques", 2016)

[external *:] "Extent to which the results of a study accurately indicate the true nature of a relationship between variables in the real world. If a study has external validity, the results are said to be generalisable to the real world." (K  N Krishnaswamy et al, "Management Research Methodology: Integration of Principles, Methods and Techniques", 2016)

"The degree to which inferences made from data are appropriate to the context being examined. A variety of evidence can be used to support interpretation of scores." (Anne H Cash, "A Call for Mixed Methods in Evaluating Teacher Preparation Programs", 2016)

[construct *:] "Validity of a theory is also known as construct validity. Most theories in science present broad conceptual explanations of relationship between variables and make many different predictions about the relationships between particular variables in certain situations. Construct validity is established by verifying the accuracy of each possible prediction that might be made from the theory. Because the number of predictions is usually infinite, construct validity can never be fully established. However, the more independent predictions for the theory verified as accurate, the stronger the construct validity of the theory." (K  N Krishnaswamy et al, "Management Research Methodology: Integration of Principles, Methods and Techniques", 2016)

🔬Data Science: Linear Regression (Definitions)

"A regression model that uses the equation for a straight line." (Glenn J Myatt, "Making Sense of Data: A Practical Guide to Exploratory Data Analysis and Data Mining", 2006)

"A quantitative model building tool that relates one or more independent variables (Xs) to a single dependent variable (Y)." (Lynne Hambleton, "Treasure Chest of Six Sigma Growth Methods, Tools, and Best Practices", 2007)

"A regression that deals with a straight-line relationship between variables. It is in the form of Y = a + bX, whereas nonlinear regression involves curvilinear relationships, such as exponential and quadratic functions." (Jae K Shim & Joel G Siegel, "Budgeting Basics and Beyond", 2008)

"In statistics, a method of modeling the relationship between dependent and independent variables. Linear regression creates a model by fitting a straight line to the values in a dataset." (Meta S Brown, "Data Mining For Dummies", 2014)

"Linear regression is a statistical technique for modeling the relationship between a single variable and one or more other variables. In a machine learning context, linear regression refers to a regression model based on this statistical technique." (Alex Thomas, "Natural Language Processing with Spark NLP", 2020)

"is an area of unsupervised machine learning that uses linear predictor functions to understand the relationship between a scalar dependent variable and one or more explanatory variables." (Accenture)

🔬Data Science: Semantic Network [SN] (Definitions)

"We define a semantic network as 'the collection of all the relationships that concepts have to other concepts, to percepts, to procedures, and to motor mechanisms' of the knowledge." (John F Sowa, "Conceptual Structures", 1984)

"A graph for knowledge representation where concepts are represented as nodes in a graph and the binary semantic relations between the concepts are represented by named and directed edges between the nodes. All semantic networks have a declarative graphical representation that can be used either to represent knowledge or to support automated systems for reasoning about knowledge." (László Kovács et al, "Ontology-Based Semantic Models for Databases", 2009)

"A graph structure useful to represent the knowledge of a domain. It is composed of a set of objects, the graph nodes, which represent the concepts of the domain, and relations among such objects, the graph arches, which represent the domain knowledge. The semantic networks are also a reasoning tool as it is possible to find relations among the concepts of a semantic network that do not have a direct relation among them. To this aim, it is enough 'to follow the arrows' of the network arches that exit from the considered nodes and find in which node the paths meet." (Mario Ceresa, "Clinical and Biomolecular Ontologies for E-Health", Handbook of Research on Distributed Medical Informatics and E-Health, 2009)

"A form of visualization consisting of vertices (concepts) and directed or undirected edges (relationships)." (DAMA International, "The DAMA Dictionary of Data Management", 2011)

"A term used in computer language processing and in RF and OWL to refer to concepts linked by relationships. Memory maps are an informal example of a semantic network." (Kate Taylor, "A Common Sense Approach to Interoperability", 2011)

"nodes, encapsulating data and information, are connected by edges which include information about how these nodes are related to one another." (Simon Boese et al, "Semantic Document Networks to Support Concept Retrieval", 2014)

"A knowledge representation technique that represents the relationships among objects" (Nell Dale & John Lewis, "Computer Science Illuminated" 6th Ed., 2015)

"A knowledge base that represents semantic relations between concepts. Formally, the underlying representation model is a directed graph consisting of nodes, which represent concepts, and links, which represent semantic relations between concepts, mapping or connecting semantic fields." (Dmitry Korzun et al, "Semantic Methods for Data Mining in Smart Spaces", 2019)

"A knowledge base that represents semantic relations between concepts in a network. The model of knowledge representation is based on a directed or undirected graph consisting of vertices, which represent concepts, and edges, which represent semantic relations between concepts, mapping or connecting semantic fields." (Svetlana E Yalovitsyna et al, "Smart Museum: Semantic Approach to Generation and Presenting Information of Museum Collections", 2020)

🕸Systems Engineering: Coherence (Just the Quotes)

"Principles taken upon trust, consequences lamely deduced from them, want of coherence in the parts, and of evidence in the whole, these are every where to be met with in the systems of the most eminent philosophers, and seem to have drawn disgrace upon philosophy itself." (David Hume, "A Treatise of Human Nature", 1739-40)

"A system is said to be coherent if every fact in the system is related every other fact in the system by relations that are not merely conjunctive. A deductive system affords a good example of a coherent system." (Lizzie S Stebbing, "A modern introduction to logic", 1930)

"Even these humble objects reveal that our reality is not a mere collocation of elemental facts, but consists of units in which no part exists by itself, where each part points beyond itself and implies a larger whole. Facts and significance cease to be two concepts belonging to different realms, since a fact is always a fact in an intrinsically coherent whole. We could solve no problem of organization by solving it for each point separately, one after the other; the solution had to come for the whole. Thus we see how the problem of significance is closely bound up with the problem of the relation between the whole and its parts. It has been said: The whole is more than the sum of its parts. It is more correct to say that the whole is something else than the sum of its parts, because summing is a meaningless procedure, whereas the whole-part relationship is meaningful." (Kurt Koffka, "Principles of Gestalt Psychology", 1935)

"[…] reality is a system, completely ordered and fully intelligible, with which thought in its advance is more and more identifying itself. We may look at the growth of knowledge […] as an attempt by our mind to return to union with things as they are in their ordered wholeness. […] and if we take this view, our notion of truth is marked out for us. Truth is the approximation of thought to reality […] Its measure is the distance thought has travelled […] toward that intelligible system […] The degree of truth of a particular proposition is to be judged in the first instance by its coherence with experience as a whole, ultimately by its coherence with that further whole, all comprehensive and fully articulated, in which thought can come to rest." (Brand Blanshard, "The Nature of Thought" Vol. II, 1939)

"We cannot define truth in science until we move from fact to law. And within the body of laws in turn, what impresses us as truth is the orderly coherence of the pieces. They fit together like the characters of a great novel, or like the words of a poem. Indeed, we should keep that last analogy by us always, for science is a language, and like a language it defines its parts by the way they make up a meaning. Every word in a sentence has some uncertainty of definition, and yet the sentence defines its own meaning and that of its words conclusively. It is the internal unity and coherence of science which gives it truth, and which makes it a better system of prediction than any less orderly language." (Jacob Bronowski, "The Common Sense of Science", 1953)

"In our definition of system we noted that all systems have interrelationships between objects and between their attributes. If every part of the system is so related to every other part that any change in one aspect results in dynamic changes in all other parts of the total system, the system is said to behave as a whole or coherently. At the other extreme is a set of parts that are completely unrelated: that is, a change in each part depends only on that part alone. The variation in the set is the physical sum of the variations of the parts. Such behavior is called independent or physical summativity." (Arthur D Hall & Robert E Fagen, "Definition of System", General Systems Vol. 1, 1956)

"The essential vision of reality presents us not with fugitive appearances but with felt patterns of order which have coherence and meaning for the eye and for the mind. Symmetry, balance and rhythmic sequences express characteristics of natural phenomena: the connectedness of nature - the order, the logic, the living process. Here art and science meet on common ground." (Gyorgy Kepes, "The New Landscape: In Art and Science", 1956)

"Within the confines of my abstraction, for instance, it is clear that the problem of truth and validity cannot be solved completely, if what we mean by the truth of an image is its correspondence with some reality in the world outside it.  The difficulty with any correspondence theory of truth is that images can only be compared with images.  They can never be compared with any outside reality.  The difficulty with the coherence theory of truth, on the other hand, is that the coherence or consistency of the image is simply not what we mean by its truth." (Kenneth E Boulding, "The Image: Knowledge in life and society", 1956)

"Self-organization can be defined as the spontaneous creation of a globally coherent pattern out of local interactions. Because of its distributed character, this organization tends to be robust, resisting perturbations. The dynamics of a self-organizing system is typically non-linear, because of circular or feedback relations between the components. Positive feedback leads to an explosive growth, which ends when all components have been absorbed into the new configuration, leaving the system in a stable, negative feedback state. Non-linear systems have in general several stable states, and this number tends to increase (bifurcate) as an increasing input of energy pushes the system farther from its thermodynamic equilibrium." (Francis Heylighen, "The Science Of Self-Organization And Adaptivity", 1970)

"To adapt to a changing environment, the system needs a variety of stable states that is large enough to react to all perturbations but not so large as to make its evolution uncontrollably chaotic. The most adequate states are selected according to their fitness, either directly by the environment, or by subsystems that have adapted to the environment at an earlier stage. Formally, the basic mechanism underlying self-organization is the (often noise-driven) variation which explores different regions in the system’s state space until it enters an attractor. This precludes further variation outside the attractor, and thus restricts the freedom of the system’s components to behave independently. This is equivalent to the increase of coherence, or decrease of statistical entropy, that defines self-organization." (Francis Heylighen, "The Science Of Self-Organization And Adaptivity", 1970)

"Early scientific thinking was holistic, but speculative - the modern scientific temper reacted by being empirical, but atomistic. Neither is free from error, the former because it replaces factual inquiry with faith and insight, and the latter because it sacrifices coherence at the altar of facticity. We witness today another shift in ways of thinking: the shift toward rigorous but holistic theories. This means thinking in terms of facts and events in the context of wholes, forming integrated sets with their own properties and relationships."(Ervin László, "Introduction to Systems Philosophy", 1972)

"When loops are present, the network is no longer singly connected and local propagation schemes will invariably run into trouble. [...] If we ignore the existence of loops and permit the nodes to continue communicating with each other as if the network were singly connected, messages may circulate indefinitely around the loops and process may not converges to a stable equilibrium. […] Such oscillations do not normally occur in probabilistic networks […] which tend to bring all messages to some stable equilibrium as time goes on. However, this asymptotic equilibrium is not coherent, in the sense that it does not represent the posterior probabilities of all nodes of the network." (Judea Pearl, "Probabilistic Reasoning in Intelligent Systems: Networks of Plausible Inference", 1988)

"There are a variety of swarm topologies, but the only organization that holds a genuine plurality of shapes is the grand mesh. In fact, a plurality of truly divergent components can only remain coherent in a network. No other arrangement-chain, pyramid, tree, circle, hub-can contain true diversity working as a whole. This is why the network is nearly synonymous with democracy or the market." (Kevin Kelly, "Out of Control: The New Biology of Machines, Social Systems and the Economic World", 1995)

"Falling between order and chaos, the moment of complexity is the point at which self-organizing systems emerge to create new patterns of coherence and structures of behaviour." (Mark C Taylor, "The Moment of Complexity: Emerging Network Culture", 2001)

"The word 'coherence' literally means holding or sticking together, but it is usually used to refer to a system, an idea, or a worldview whose parts fit together in a consistent and efficient way. Coherent things work well: A coherent worldview can explain almost anything, while an incoherent worldview is hobbled by internal contradictions. [...] Whenever a system can be analyzed at multiple levels, a special kind of coherence occurs when the levels mesh and mutually interlock." (Jonathan Haidt,"The Happiness Hypothesis: Finding Modern Truth in Ancient Wisdom", 2006)

"A system is an interconnected set of elements that is coherently organized in a way that achieves something." (Donella H Meadows, "Thinking in Systems: A Primer", 2008)

"A worldview must be coherent, logical and adequate. Coherence means that the fundamental ideas constituting the worldview must be seen as proceeding from a single, unifying, overarching concept. A logical worldview means simply that the various ideas constituting it should not be contradictory. Adequate means that it is capable of explaining, logically and coherently, every element of contemporary experience." (M G Jackson, "Transformative Learning for a New Worldview: Learning to Think Differently", 2008)

"Each systems archetype embodies a particular theory about dynamic behavior that can serve as a starting point for selecting and formulating raw data into a coherent set of interrelationships. Once those relationships are made explicit and precise, the 'theory' of the archetype can then further guide us in our data-gathering process to test the causal relationships through direct observation, data analysis, or group deliberation." (Daniel H Kim, "Systems Archetypes as Dynamic Theories", The Systems Thinker Vol. 24 (1), 2013)

"Even more important is the way complex systems seem to strike a balance between the need for order and the imperative for change. Complex systems tend to locate themselves at a place we call 'the edge of chaos'. We imagine the edge of chaos as a place where there is enough innovation to keep a living system vibrant, and enough stability to keep it from collapsing into anarchy. It is a zone of conflict and upheaval, where the old and new are constantly at war. Finding the balance point must be a delicate matter - if a living system drifts too close, it risks falling over into incoherence and dissolution; but if the system moves too far away from the edge, it becomes rigid, frozen, totalitarian. Both conditions lead to extinction. […] 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)

"The work around the complex systems map supported a concentration on causal mechanisms. This enabled poor system responses to be diagnosed as the unanticipated effects of previous policies as well as identification of the drivers of the sector. Understanding the feedback mechanisms in play then allowed experimentation with possible future policies and the creation of a coherent and mutually supporting package of recommendations for change."  (David C Lane et al, "Blending systems thinking approaches for organisational analysis: reviewing child protection", 2015)