Conversations (1) on the Search for a Physics & Chemistry

of
Innovation - Reward Systems.
By J. Alexander.

“The difficult, I can do immediately.

The impossible may take a little time.”
Saying -A great teacher.

“Let knowledge grow from more to more

and thus be human life enriched”
Encyclopaedia Britannica, founded 1768.

PREFACE: Little did I realise when I started to write this paper that the answer was in the
question – The Reward Systems - was staring me in the face.

INTRODUCTION.

Bruno Latour in “How to evaluate innovation” (2) develops a fairly simple well argumented
procedure based upon the experimental sciences which may prove valuable to those involved
in making things work as best as possible (difficult?): innovating scientists, project managers
and decisional authorities such as non-technical managers or politicians in government,
henceforth to be called the Innovation Team (IT)) whose aim must be to making things work
‘for the better’! Impossible? Encyclopaedic certainly, as immortalised by Britannica’s Motto
above.

In industrial terms such approaches may be better recognised as being within Total Quality
Control or Management System Frameworks. Herein the difficulty of making things work as
best as possible is routine. The search for excellence, six & more sigma programmes are
often spoken of. But currently, a more than often forgotten aim – to make things work for the
better, appears damned well impossible!

Currently- the list is long whatever evaluation yardstick is chosen surpassing strictly industrial
concerns. In the present case, I was referring to long-standing calls for proper practice in
corporate governance, cf. also Footnote 1. We shall come back to this below (11).

Notions of innovation and experimentation may not always be of popular appeal, judging
from jobs and salaries. There are no such job titles in the boardroom or in government), in
spite of the abundant managerial press reports and book titles. Perhaps these two words have
appeal in management circles but still remain too cerebral and fearful for widespread
application and acceptation?

Latour by defining Innovation, simply as a new and worthwhile project, goes a long way
on the path he set, to determine a powerful protocol for effective action and as a consequence
on any path designed to make things work as best as possible (routine project) or to make
things work for the better (a continuous project ever in need of new projects-innovation).

Why such knowledgeable disdain of –‘Le changement dans la continuité’? - ‘ Change

through continuity’ or more commonly ‘ the more the change the less.’ The less! Could the
latter be the clue? Indeed I first learned of these notions not in my physics, chemistry, nor
even in my mathematics classes, but upon head changes, within the organisation or strategic
(undefined) organisational changes in view of unknown projects, seldom on defined project or
concerning project aims although head counts are common practice. So much for difficult-
to-grasp concepts & unwittingly in defence of common sense -wide spread, by definition and
fear pretty well universal. E.F. Schumacher (3) calls this mapping. We find strategy and
mapping associated in R. S. Kaplan and D. P. Norton’s- “The Balanced Score Card,” (4)
included in Harvard Business Review’s Fifteen Key Concepts (5). Strategy, and wait for it,
the currently much discussed Sustainability, are defined by Porter also in Key Concepts (5)
Project managers and IT candidates please read on.

PRE-MODEL DESCRIPTIONS.

According to Prof. Latour, the basic problem that all innovators must face is known as “The
Innovators Dilemma” which goes something like this: “When you know you can’t and when
you can you don’t know!”

“At the start of the project, the project manage knows nothing or next to nothing of the
reactions of the public, the financial people, suppliers, colleagues, all of whom together with
machines must be brought together in order that the project may take shape. He can, however,
very quickly modify, from A to Z, the nature of his plans in order to respond to his new found
clients requirement.”

Latour continues, “at the end of his project, he will know all he should about the resistance
of materials, the reliability of components, the quality of sub-contractors, the loyalty of
bankers and the passion of his clients, but he can no longer change his plans: Too late, they
are moulded in bronze.” The relevance of the situation struck me; pardon the metallurgical
references, like the work piece by the forge master to such an extent that the innovators
dilemma is again hammered home in Poster 0 – A ‘Zeroth Law’–taking the temperature.
Cf. Annexe.

So true! Then I got my wits back.

This dichotomy (two opposing mutually exclusive propositions) is typical of what E.F.
Schumacher (3); author of small is beautiful, calls divergent (or open ended) problems.

The best-known divergent problem concerns educational methods of common knowledge to

everyone but the most unfortunate under developed regions deprived of this experience:
- Authority, discipline and obedience versus freedom
- Freedom versus order
And relevant to our models:
- Growth versus decay.
By opposition, convergent problems can be solved, the more intelligently one studies them the
more the answers converge, whoever you are, according to the physical and chemical laws of
inanimate nature (3).

The conflicting opposites (an understatement if ever there was one), Knowledge and
Ignorance are obviously in the divergent category.

But lets see, it may be instructive to liken the project manager to the young candidate seeking
his first job? He has been confronted from a tender age with parents, family and relatives,
friends, relations mostly teachers- not real people-to which most youngsters, at least in
adolescence, will readily testify.

At this point it is worth recalling that, teachers apart, this is the very group singled out as
‘THE’ life-long, high priority group of people; Family, Friends and Relation, by management
Guru, Stephan R. Covey. Covey is a Harvard graduate and Founding-Director of the Covey
Leadership Centre in his very well structured, well illustrated, full of common sense, book
(6). By the way, Covey is a teacher.

If this sounds bad for the professional classes, Latour’s world of “financial, industrial,
commercial people” not to mention the anxiety confronting the project manager, for the
candidate job seeker, this is a disaster. The learning curve can be made to be very painful and
depressing indeed.

Funnily enough and perhaps a trifle cynically, salvation for both project manager and the job
seeker, may have similar roots. Fortunate the enterprising youngsters, who have within their
family circle some or all of the necessary experienced professionals with the necessary power
and inclination!

Now we could be accused of failing in our aim of setting up and evaluating projects which
make things work for the better, individually and collectively. The latter when elevated to the
level of a strategy is known as a WIN/WIN strategy – a dichotomy in disguise. The
WIN/WIN strategy is the most recommendable challenge in the eyes to Covey (6) who states
that high personal qualities of courage, strength and respect of others are pre-requisites
necessary to rise above, to transcend (3), the contradictions in order to achieve such an ideal.
These qualities are developed through necessarily long, deep, self-knowledge, conscience,
imagination, moral integrity and free will. For our purpose, it is sufficient to underline the
values of gaining experience and independence.

MODEL TAKING FORM

In the model just outlined :

“The innovator is faced with two intersecting paths or curves, one rising, representing
knowledge acquisition, the other descending, representing the degrees of freedom or number
of options open to the innovator. Naturally a good environment for innovation consists of a
rapid learning curve of the world awaiting the innovator, as rapidly and as inexpensively as
possible while closing the options available as tardily as possible.”
Fortunately this is likely to correspond to the natural human desire for freedom and a
rewarding life. “The inspired innovator will try to learn as much and as fast as possible while
maintaining all options open as far and as long as possible.”

On the basis that a picture is worth a long speech, it is fairly easy to draw up a universal
framework (model) for the ideas exposed in (2). Life being what it is, Time representing Age
can be conveniently traced from the beginning, (Zero) to end (1 or 100%) and is represented
by the horizontal X-axis. The Learning and Degrees of Freedom curves can be equally
represented qualitatively in the same way from Zero to 1 on the vertical Y-axis.

Thanks to Pareto, now over 150 years of age who bequeathed us the 80/20 Rule and Napier et
al’s early worker on ‘Natures natural logarithmic processes’ (400 years ago!) it is possible to
draw up the first ideas approach to innovation shown in Graph-Model: 1 below, a ‘ very
Classical Model’. Assuming the same logarithmic evolution (and coupling -dipole bonding!)
for both learning and degrees of freedom and smooth progression slowing but no loss in total
learning experience due to age- conveniently ignoring any Bell shaped clangers “an early
decent into purgatory and early terminal crash”- it is an incredible coincidence that for an
estimated life span of 100 years the 80/20 Rule describes pretty neatly our current formal
school education systems in the EU and further a field!

Graph-Model: 1

From this it would appear that innovation is distinctly a young person’s game. To a large
extent this may be true and if so, further exaggeration –such as Bell shaped normality- is
likely to increase the incandescent nature of the human existence (7) or dare I suggest,
experiment?

However either the desire for eternal youth or the pleasure of seeing things work “for the
better” would induce one to graph a more. “Ideal Innovators Economy.” (Graph-Model 2.)
whereby all one’s ‘Faculties for Learning’ together with one’s Freedom are conserved
throughout.
 Graph-Model 2

Wishful thinking or a programme - political objective and agenda? Answers to such questions
in fact constitutes the central theme of Latour’s well-referenced exposé.

The ‘Life – Long’ time scale extrapolation in Model 1, may be restated as; How can one
make a good thing last? And as such is the sole responsibility of this author’s, dare I say it,
‘Inventive –Unconsumed- Spirit’ further encouraged by selected refs. (3 – 7)

To ensure a steep learning curve (freed from the excessive pressures of and complimentary
to…the modern education system) Latour proposes the experimental method. Latour recalls
that “this is not as easy as it sounds since it goes against ‘common sense’ embodied in the
concept: ‘know before you act’ –not to be confused with the still highly relevant ‘look before
you leap’!

“So the good project manager is one who puts into action with the least deviation a plan
prepared in the most minute detail. In fact the latter method can only be applied in the most
routine cases rarely encountered in real project management. One does not acquire
‘confirmed’ knowledge without action, one acts in order to gain knowledge, preferably in a
profitable manner as he justifiably recalls for the benefit of Apprentice Sorcerers”

If I had read the book, I would use the Harry Potter (HP) analogy. I am deeply ashamed of
this omission. Harry Potter books are an undoubted source of new (universal) models and
(global) project ideas by all media reports including financial statements. [since corrected ]

“The experimental scientist confronted in permanence with the requirement of confirming or

infirming theory and improving upon models (idealised or simplified representations of real
phenomena including some witch craft difficult to attribute exclusively to HP) resolves the
Knowledge versus Ignorance dichotomy by designing and carrying out an experiment. This is
the true sense of the word DO (an experiment) in what is known by industrial engineers,
project managers, quality practitioners and administrators as the ‘Deming Circle or Virtuous
Spiral’: PLAN => DO =>CHECK=>ACT repeat continually.

Deming was one of the early statisticians who brought quality to the Japanese Economy (8).
A First Law – Post. 1 underscores the “Knowledge vs. Ignorance Dichotomy & presents a
modified Deming-Latour Circle,” to include Latour’s protocol.

Cf. Footnote 3-Cautionary note: Four principles of Do-Ing.

(Cultural note: ‘Ing’. is the french abbreviated equivalent of ‘Eng.’ short for engineer)

“Between Ignorance and Knowledge everyone in the laboratory knows the value of an
unsuccessful experiment. It can be bungled. It can be non-representative. It can force us to
abandon a research route” or even a whole discipline. “Nevertheless it would never cross any
one’s mind to act (experiment) without reporting according to a carefully pre-established
protocol, the effects of the difficulties encountered,” cf. 2nd Law Post. 2 & 3, Wrong 1st
Time, Deming-Latour energy conservation – car-not cycle Then, as if to give unwanted
substance to my allusion to thermodynamic entropy in my playful poster title, the Bell Labs.
scandal loomed to mind - a unique case? I knew it would be difficult to avoid the Bell shaped
curve (statistics) or simply The Bell Curve (visual) -:

The Bell Curve :

Not the one of dreams, actually,

With all its ring of normality,
And background skewed tonality,
Neither justifiable of necessity,
Trying so to avoid all criminality,
Oft’ far from proper musicality.

copyright © J.A.

Prof. Latour continues to enquire:

“ Where, in administration, in government or in large companies, are the experimentalists

designated to report continually on the results positive or negative of the difficulties
encountered by projects in progress, difficulties to which projects are subjected?”

“Who defines the protocol?” “In military terms, who defines the mission debriefing?”

To answer these questions can I tell you that I was one of these experimentalists and my
superior(s) carried out the debriefing. It is a delicate task. Like the Mediator on the French TV
public channel (A2) which offers such a service, the only one of the big 6 in fact, it requires
strong, firm and fair support (6) of senior management.

It is wise to let negative results speak for themselves as far as possible and rather to seek
cooperatively the ‘elementary facts’ - scientific policing distinguishing facts from
personalities and highlighting the positive. The expert in industrial… quality, research and
development, quite a portfolio, requires discretionary judgement not to let the situation get out
of hand. This may help put the ball back in the court so to speak or put an end to hostilities
whatever.

For the still unconvinced, Latour enquires rhetorically:

“Can one imagine a research scientist who never learns any lesson from his mistakes”?
I… often ask myself?

And less unequivocally: “a laboratory which never records it’s results,” unless…?

The crimes of Bell Labs, extremely serious as they were, did not take place in the medical
field, I trust?

“Stranger still, what does one do when one does not know, when the certitudes are lacking?
Will we design a protocol for ‘serious fiddling and fumbling’?

Fiddling and fumbling with variations,

Mixing and muddling and even juggling
With Time and Temperature and Space,
In order to learn, bit by bit.

Adapted from “From Entropy to Poetry” © J.A. 2002-3

If I may use such technological – terminology as, ‘bit by bit,’

“By working on reduced models, carrying out pilot studies, simulations, representative
samples, how can one anticipate the results of future actions?” “No”, concludes Latour,
thoroughly disgruntled, “We shall take a decision, a surgically clean cut, a surgical
operation.”

Here I add my voice to Latour’s,

Surgical action often costs a bomb, big spender.

Your attitude is ever present, 2003 still tender.
The situation calls for a Life Saver
Could this perchance be a banker?
I do not mean cash hoarding, I thunder,
You looting, plundering, warmongering murderer.

(Notice the curves dreams are made of? “Bell shape curve” rotational transformation,
gyrations) Copyright © J.A. Dolphins @) ADA Euro-Group.

In the surgical approach, common sense cumulates both inconveniences: it imagines an

engineer who knows [with high precision] before he acts and a politician who decides without
knowing. From any ensuing results, nothing is learned. And a new combination of the
Innovating Team (IT) will recommence without the necessary cumulative experience. And
time goes by, nothing sustainable or durable is achieved.”

Does entropy’s ∆ quantum wave(s),

Universally durable by its very Nature
Require sustainability, my brave(s)?

Fully realising the requirement for speed in “ fumbling” ones way forward my very brilliant
and literally poor sighted, boss for many of my formative years, frequently would pull a coin
from his pocket and addressing the protagonists in our admittedly more stressful (for costly)
industrial situation. “Heads or tails?” he would calmly enquire.

Left to my own more modest capabilities, I became an adept of the laboratory experimental
approach (3) as tentatively exposed herein.

Oh! I must tell you this story. The same chap, my boss, was about 6 feet tall. His short sight
gave him naturally enhanced microscopic vision when he removed his spectacles. Well, I
shall let you imagine the scene when he stuck a (metallurgical macro or micro graph) sample,
1cm. distant from his eye, but at least 25cm. above the rest of the team’s heads, then pointing
a finger to the sample and exclaiming it’s obvious, look! All we could see was the underside
of the sample. Then, satisfied of his comprehension of some strange feature was gone before
anyone knew what we he had observed. (Footnote 2.)

Scaling up has always been a considerable problem in engineering.

Latour proposes “the creation of a new power which is no longer defined by knowledge, or
aptitude for incisive decision making but rather by it’s capacity to follow experimentation
underway and to judge the value of the exercise by the quality of learning” In sort of new
observer capable of effective management, pragmatic not as a principle but in practise, when
need be?

I hope I got that OK.

In this system “a bad (poor) experiment, is not one which fails but one in which nothing is
learned (& if possible gained –reported to re-invest) for the next one. Conversely a good
experiment is one in which the difficulties appear early on disturbing the apparent evidences
upon which the project is based.” In plain english this is called “cutting one’s losses”.
Cf. 1st & 2nd Laws Posts 1 & 2. cf. Annex [my analogies maybe a bit tenuous but amusing I
trust ]

Latour calls upon a higher authority to support his proposition in the form of Karl Popper
according to whom “the search for falsification is not the prerogative of the laboratory but
should be extended to all collective experiences (experimentation) in which one is seriously
engaged.”

“This power does not constrain one by decree (laws and orders) to do this or that but by
documenting obstinately the learning and which one accepts voluntarily.”

I can add my own strong preference for Auto-discipline, then I am a veteran tried and tested
as the aerospace ad-age goes “there is no such thing as a good or bad driver only old drivers!”
But the story does not tell whether these old drivers are sending their future students,
employees, younger colleagues, and readers, into the wall?

Latour hazards “where angels fear to tread,» adding his voice, to others, criticising the
“Techno-crane” a variation on the Techno-c-rat, “capable of cumulating political ills with
scientific and administrative ones with no apparent virtues ”
Latour rightly considers that “there is something intolerable in seeing such capacity to ignore!
Technocrats neither pay the price of popular representation nor that of the difficult process
(abnegation) of scientific research nor the uncertain follow-up of the evaluation process”.

“However this techno-corporatism, in France at any rate, has the enormous advantage of
being powerful. Latour recommends we discard this strange view of the engineer, as
someone who knows and the politician, as someone who disposes and in doing so perhaps
forge ourselves a master tool to reform the State.”

BATH - TUBS, CORNED – HATS and CHIP – POKES.

PRELUDE TO MODEL 3:

It strikes me that Model 3, the Bath-Tubs Model, below, of failure rate for integrated circuits
(IC’s) taken from the semiconductor industry, (9) and inversely, the Corned – Hat model of
success rate images rather vividly many of the ideas just expressed. Should anyone feel over
offended, I hasten to add that in earlier times in Scotland, I too wore something similar. It was
familiarly was known as a ‘chip poke’ hat, from the shape of the carry-out recipient for
French fries, word discouraged by a certain ‘Oh so certain America.’ (first publication 2003)
Until now he concludes “the French,” Latour is French (and from all reports much of the
European Union) “have been inspired by the certitudes of science. It is time that we all find
inspiration in the uncertainties of research.”

May I repeat something, which is obvious for the scientific community and the scientifically
aware?

The century which has come to a close is one in which a major revolution in science took
place; that of quantum physics and chemistry synonymous to some extent, with the famous
Heisenberg Uncertainty Principle.

The word uncertainty was out, but paradoxically it brought certitude despite it’s name –
certitude through Nature’s lower (nano-like) limitation around Planck’s Universal constant (h)
added to the Speed of light (c) more certitude in the form of an upper limit.

Theory and incredible powers of prediction came from experimental verification and
widespread indispensable product manufacturing and much gadgetry. Both the certitude of
boundaries infinitely large and small and ‘for ever and ever’ were being defined, from
difficult to grasp theory and experimentation, of great power (nuclear) and finesse, quantum
theory, where the speed of light reigns and it’s messenger is a particle called a photon with
wave like properties. Mien Gotte! Such a situation leads even more predictably to an
increasing sense, of individual human helplessness and fragility.

To add slick oil to the fire, quite mature information technology has produced exponential
acceleration and shows no sign of any serious technical obstacle. The power to chose to
change has seldom been so potent and yet, so too are the corollaries, conservatism and inertia.
Worse the shadow of change in English is Chop (‘to chop and change’)– Project Managers
and Job Seekers - when common sense would dictate action to the contrary, Latour’s main
criticism of the powers that be, lack of experimentation and the experimental method. The
stock market is today’s barometer –this to is a tenuous analogy whose consequences have
brutally come into the gas lime-light (2008! Start 2009 in the pipeline)
The innovation team, through information technology and communication is more global,
apprenticeship still rife with corporate fear, arrogance and in some instances some
megalomania. Latour’s “power must first gain awareness of experimentation underway,
understand and explain and moderate” neither freeze in some death like inertial ignorant bliss
Cf. 3rd Law – Crystal Clear Post 4, cf. ANNEXE nor hurtle head long into a the
predictable, wall or precipice-a mechanical view is illustrated as follows:

“Last year we were at the edge of a precipice!

This year we shall take a large step forward.”
–An imaginary punch line from a Presidential address in an some fictitious,
poorly-developed country or region.

Or worse become the source, the epicentre of some explosive front- a chemical view whose
symbol has become, Sept 11. and suicide bombers, so despairingly mislead, misguided. -
Alfred Nobel must turn in his grave.

And a nuclear one!

“N” as in Nu-clear?
The highest state of strong order, dawning
“et de ce jour bacteries et champignons
jailirent à l’existance pour dissoudre
et un nouveau champignon est né”
(3 lines from J.Updike, Facing Nature, trad.Alain Suid “Ode à la Décomposition”)
Such is Nature – reviewed.

From ‘Entropy to Poetry’ copyright © J.A.

The increasing orders of magnitude for mechanical, chemical and nuclear reactions alluded to
in poetic terms, above, are given in ref. (10).

This exposé has reach deep waters, egos perhaps over-inflated, fatigue gaining ground,
confusion gaining over clarification (dichotomy a-gain!), but no going back.

MODEL 3: THE BATH-TUB AND IT’S COROLLARY THE CORNED –HAT FORMS

Please believe me, I had hoped to avoid the Bell Shaped Curve recalled in Model 3. It came
to mind early on, suggested by rising and falling exponential curves of our simplified
idealised smooth curve Life-Long and Career Wise cycles.

– “La vie n’est pas un long fleuve tranquille”, was the title of a film,

And serious questions concerning the quality and limitations of these system conversations
are only too obvious.

But would life today without a bathtub be worth living?

 Graph 3 the now classical so-called “bath-tub” model for component reliability especially
relevant to semiconductors and integrated circuits (IC’s) recalls our shared shaky start in life.
With the so called highly expressive infant mortality phase, the burn-in phase, representing
initially poor reliability, survivors enjoying a long steady state until dropping-out or burn-out.

We have touch upon one recipe for turning failure into success imaged by flipping around a
Yield and Reliability Model and complained of the residual cost involved.

This also may serve as a caution to our Innovating Team (IT).

Neither to pretend we collectively did not know… for want of an experiment. Nor to be
content with easy to express pictures in guise of serious models not of reality but to help us
live, experiment for the better, to enjoy, philosophise, and to share. No getting of the hook.
Putting my above precepts (Plan) to practise, (Do) I Checked Britannica Ed.1974- 1985 (11)
for earlier reports on Innovation. I did not waste my time. Let me share a short summary of
my findings Post 3 –The 3rd Law – Crystal Clear – Britannica on Innovation.

PRIOR – CONCLUSION.

No engineer, with the knowledge of experience can be satisfied by high infantile mortality
(high burn-in loss), for example highlighted, dramatically, here in France at the moment by
the issues such as Road Safety, much of which is of an apparently avoidable suicidal anti –
nature ‘candidate- unconsciousness,’ and neglect by the most influential members of the
Innovation Team. Recent experimental evidence shows substantial improvement and should
encourage reporting. Unfortunately despite enlargement of the European Union these lessons
and yardsticks are not yet Pan EU. A particular extreme example of burnout and perhaps the
ultimate fight for durability is that of Nature’s supreme in-built obsolescence, the deadly
component in all of us, Cancer.

“Silence like a Cancer grows.”

From the song “The Sound of Silence” by Paul Simon.

For if these are serious issues in IC’s they must surely be even more so in life. So, “”Moore””,
projects and candidates to meet the challenges.(as in Moore’Law n’est ce pas) While
introducing “Silence» in guise of an ‘Au revoir’ I have just received an invitation to a
National Physical Laboratory, NPL (UK) to their workshop on electromagnetic noise
measurement theory and applications. On the programme; Noise standards, radiometers, care
of connectors, repeatability, amplifier noise, and phase noise. I wonder if phonons with
photons are the good vibrations of interest in cancer care and cure? With Armstrong, Lance
and Wilson, Matt’s both cyclists in the 2003 tour vanquishers of cancer, Latour de France,
Centenary edition is well…on the way to success. (∆S < 0)

Dare I edit Britannica’s Motto?

“Let knowledge grow from ‘Moore to Moore’

and thus be human life (health, environment…) enriched.”
 Probably not.

Gordon Moore & Associates, brilliant (IT) experimentalists in their specialised field of
semiconductors and integrated circuits-rich in materials science, may find synergy with the
encyclopedic approach more adapted to the needs of Latour.

“Let knowledge grow from more to more

and thus be human life enriched.”

Encyclopaedia Britannica, founded 1768 (11).

P. -S. Additional Refs (12, 13) from “Les Echos” FT Grp. 10 July 2003. & (14) indebted to.

ACKNOWLEDGEMENTS:

The tram is largely inspired by a short essay in a series of articles “Amateur de Science” by B.
Latour in La Recherche. The unusual layout for science is from Alistairr Cooke’s Letters from
America (1947 to Date) on BBC available for consultation, sharing and discussion via the
BBC website, www.bbc.co.uk Cooke’s letter is also a thread to the History of the immense
power and influence of Ralph Nader already mentioned in Encyclopaedia Britannica,
acknowledged throughout and especially in Poster 4. Not forgetting J..E. Harris for his
monthly entertaining and instructive column ‘Material Matters’ in Materials World or Bob
(R.W.) Cahn in Materials Today and to all committed to the sustainable and durable
development of individuals and society through science and engineering, proper business
practice and governance.

REFERENCES:

1). De la Conversation, Theodore Zeldin, Translation en Fraçais, E. Diacon, Ed. Fayard,

Original Title in English-Conversation - How it can change peoples lives. Ed. Hidden Springs
/ Paulist Press.

2). “How to evaluate innovation / Comment Evaluer L’Innovation” by Bruno Latour,

Amateur de Science, La Recherche, No 314, 1998.

3). “A Guide for the perplexed” E.F. Schumacher, Ed. Jonathan Cape 1977 reprinted Abacus
1978 and 1980.

4). “The Balanced Scorecard-Measure that Drive Performance” R.S. Kaplan, D. P. Norton
HBR. Jan-Feb. 1992.

5). HBR., “Business Classics – Fifteen Key Concepts for Managerial Success (1998).

6). The Seven Habits of Highly Effective People, Stephen R. Covey, Ed. Simon & Shuster
NY. (1989) French Edition Les 7 Habitudes Ed.. Lavoisier -Tec & Doc First general (1996).

7). L’Incandescent, Michel Serres, Ed Le Pommier, (2003 in French).

8). Many good references to Deming (1900- Univ. Wyoming 1921-), his US and British
contemporaries, and the battery of tools built up the by excellent Japanese pupils of the time
and since. Shewart (1891-UCLA 1914 -), Juran (1904-Romainian emigrated USA –1914- ) .
The Japanese School- Ishikawa et al.
a) my lectures in Cross Cultural Management and Total Quality Control, The European
University in Toulouse, (1992). Well researched using available local resources.
b) A good book in french, “La Qualité outils et methods” Patrick Lyonnet,
Ed. Lavoisier Tec & Doc (1997).

9). “VLSI Technology” Ed., S.M. Sze, (Bell Labs), McGraw-Hill Series in Electrical
Engineering McGraw-Hill International (1983) In fact this is a book on materials science,
materials processing (Si refining , crystal growth, wafer preparation, epitaxy, dielectric and
polysilicon thin film deposition, oxidation, diffusion, ion implantation, lithography, dry
etching, metallization, process simulation, VLSI process integration, diagnostic analysis and
control techniques, assembly & packaging, yield and reliability) all technologies used for
manufacturing and control of very large scale integrated (VLSI) circuits.

10). “Skyscrapers need strong legs,” Material Matters, by J.E. Harris, Materials World, Oct-
Nov. 2002 .

11). References to Innovation in the Encyclopaedia Britannica Ed. 1985.

12). “L’ Eurosclerose est de retour,” Euro-Sclerosis is back by Erik Izraelewicz, Les Echos
10/07/2003. themes related to the present Conversations. Cf. footnotes 5.

13). “Patrons, cultivez votre jardin / Bosses should tend to their own back garden” by Xavier.
Mesnard and Laurent Chevreux, A.T. Kearney, Les Echos 10/07/2003. themes related to the
present Conversations cf. footnote 6.

14). The 5th Discipline The Art & Practice of The Learning Organization by Peter M. Senge –
Systems approach

FOOTNOTES 1 to 6.

Footnote 1:

Yardsticked as abusive corporate governance practice has been boastingly estimated as high
as 66% in France, not known to be an innovator but a follower in this field. The boardroom
circle still appears disjoint from accepted quality control circle yardsticks and assurance
practise?

Footnote 2:

When the late Y. Honnorat left to manage materials for a leading aero-engine manufacturer, it
was a challenge and an honour to defend many of the highly contested programmes initiated
under his direction.

Footnote 3:

Most Scientists and Engineers: Physicists, Chemists, Metallurgists, Thermodynamicists will

recognise elements of phase diagrammes, departures from ideality and much else, whether
true or false, stretched, twisted and turned, hopefully it will prove thought provoking

Footnote 3 - Cautionary note: the Four Principles of Do-Ing: (a pseudo-scientific enquiry):

1. Classical & Biblical- ‘Do unto others, as you would they do unto you. ‘ Security’
2. The so called Business principle: ‘Do them before they do you’. ‘Commercial’
3. The so called Management Model ‘Do it to them before they do it to you. Defence –
Attack being the best form!
4. The ‘no-no’ Model ‘Do them in before they do you in! ‘Totally unlawful but…’

Footnote 4: Confusion possible between Brute force and Intelligence.

Footnote 5: Translated exerts related to the present work.

“Old Europe doubts in herself again. She neglects to spend for the future; on education and
research and development and in so doing increases her lag on USA”. Izraelewicz reports on a
conservative similarity of the recent European Managers Forun in Helsinki with the EMF in
1980. (I used as a yardstick Britannica’s 15th Edition 1974-1985). And concludes that in an
ageing society the elderly impose their will in a decisive way against all spending which
designed to prepare for the future “money goes to old age homes not to maternity wards &
kinder garden” Decision makers today being closer to the 2nd than the 1st category this is not
surprising. Also for the same reason managers and researchers flock to USA to the detriment
of European Institutions. EU spends (3% PIB on future) 1.5% of PIB on Universities & 1.5%
on R&D. whereas USA spends twice these rates (6%) 3% Univ. & 3% R&D.

Criticism: cf. my graphs concerning early age and formative years a period which is longer
than that inferred by a quick reading of Izraelewicz. 20/80 at the very least and perhaps 80/20
is a more modern life-long approach. Model 3 is a very rough 1st approach to defining two
areas where special attention is required. This needs refinement and differentiation not
ammunition supply for a general conflict of generations. There is much consensus on the
abusive power and unwarranted rewards practised at senior management

Footnote 6: All is in the title “ Bosses should tend to their own back garden” so too should
they; the competitive advantage theme even if significant (HBR Key Concepts-ref 5 above) is
incantation no longer creation and innovation. As for the quality of execution, not a popular
word at this time of detestable reintroduction of military tribunals by the current US admin, I
wonder in which category will readers class AT. Kearney directors?
ANNEXE – POSTERS 0 to 3.

Poster 0 – Zeroth Law – making temperature measurement possible

In thermodynamics the zeroth law states that when any two bodies, A & B, are in
thermal equilibrium with a third body C, they are in thermal equilibrium with each
other. It is the basis of the scientific concept of temperature.
“In any natural process heat flows from hot to cold.”

Conversation(1) on the Search for a Physics & Chemistry

of
Innovation, Reward Systems.

A KISS SYSTEMS ANALYSIS

( KISS- KEEP IT SIMPLE STUPID )

THE INNOVATOR’S DILEMMA ?

- WHEN YOU CAN –

• YOU DON’T KNOW.

- WHEN YOU KNOW –

• YOU CAN’T.

Ignorance
Knowledge (exchange)

An Adiabatically Isolated System and Systems (IT) of unknown

Temperature or Quantum State, awaiting the discovery of the
Thermometer.

REF 2: “How to evaluate Innovation” / “Comment évaluer l’innovation”

by Bruno Latour –Ecole de Mines de Paris
 dans La Recherche, 314, Nov. 1998.
(From which much has been liberally translated & acknowledged by use of double
inverted commas as far as possible in the text).

Poster 1– First Law –In Thermodynamics- Law of Conservation of Energy.

If a body is completely isolated (does no work & is adiabatically enclosed-no heat exchange
with the surroundings-environment) the internal energy (U) remains constant (Zero). If a
system describes a cycle (closed) of transformations whose initial and final states are identical
then the algebraic some of energy involved; work, heat and all other forms of energy
received; magnetic, radiation, nuclear… is Zero.

The KNOWLEDGE versus IGNORANCE DICHOTOMY.

Ignorance
Knowledge (exchange to equilibrium status-quo, no
work-analogous to all quantum states (synapses?) at ground level not
even one quantum of light (a photon) emitted-
The mental black-hole!
Oops! Knowledge Up-date having slipped into quantum mecha-photons:
http://en.wikipedia.org/wiki/Adiabatic_theorem
Excellent descriprion of Quantum Diabatic and Adiabatic
processes
and relevance to systems evolution – Sorry for any abuse of
Science!

KNOWLEDGE
(Do an)
=> EXPERIMENT
<= (& Report it)
IGNORANCE

2nd Law Car-not Cycle to maximise efficiency – limit waste

Analogous to quantum states whereby energy may be adsorbed and re-
emitted as light.

On track for the 2nd Law.

A MODIFIED
“DEMING CIRCLE or VIRTUOUS SPIRAL”:

PLAN & Consign => DO and report=> CHECK with plan and expectations=>
ACTION –at the very least report.
 © JA

POSTER 2. – The Second Law – Of Thermodynamics

In adiabatically isolated (closed) systems, Entropy Change (∆S) can only increase in an
irreversible process or remain constant (zero) in a reversible process. (∆S > or=0 ) in
open systems entropy change can increase or decrease (negentropy) at the expense of the
environment. (∆S > 0 or < 0 notion of negentropy in information theory)

THE VALUE OF -“WRONG FIRST TIME”

Baring Fatal or disabilitating action!

(THE BENEFIT OF WRONG FIRST TIME =

THE EARLIER THE BETTER).

THE EXPERIMENTAL METHOD an open system approach:

Knowledge
(Do An)
======> EXPERIMENT
<===== (& Report: Feed-Back ).
IGNORANCE

TEACHES THAT AN EXPERIMENT MAY:

1) Be BUNGLED.
2) NOT be SIGNIFICANT.
1) FORCE ONE TO STOP AN IDEA.

“IF AND ONLY IF REPORTED

CAN AN EXPERIMENT OR EXERCISE
PRODUCE LEARNING ”.

DEBRIEFING,
IN MILITARY TERMS

ADOPTED BY CIVIL AVIATION COMPANIES ON A VOLONTARY

BASIS  MEDIATION.
Dolphins @ ADA Grp ©J.A.

Poster 3 – 3rd Law- Crystal Clear Yardstick. Entropy (S is given a numerical value.
The Entropy of a pure perfect crystal is taken to be Zero at absolute Zero (S=0 at 0°K).
The 3rd Law of Thermodynamics sets the numerical value of Entropy in any particular
reference state. The Entropy of any system in thermodynamic equilibrium of absolute zero
has a finite value. This value is taken as Zero whatever the system. E.g. a pure perfect crystal.

Britannica on Innovation Information for ∆S <0.

The New Encyclopaedia Britannica Ed. 15, (1974- 1985)

INNOVATION, in economics is the introduction of new technologies held by some writers to be a

primary factor in economic growth.
(Scope distinctly interdisciplinary).
References:
-Centralisation effects. Within the Article ‘Industrialisation & Modernisation’
Makes salutary reading!
Old ideology of free trade and free enterprise, State intervention,
Consolidation of large corporations,
Extension of Civil, Social, Political Rights.
Growth of mass communication, acceleration of pressure for similar rights.
-Distribution Theory & Practice.
Mmm? The method KISS is employed in the form of neoclassical theory
Technology: takes a proud place. So too does Price.
Personal Income: pertinent remarks on themes of interest to our Conversations.
-Educational role in technological growth.
-Increasing demand for educational services
(Feedback of spiralling in education brought about a self-perpetuating process)
-Educational Growth & Technological Development.
(Depends more on growth in education than on population)
-Exogenous theories of business cycles. (Vol. 3-unavailable)
-Industrial Revolution Development.
(Mid 18th century to World War I: 1914 -18).
-Innovation and change in organisations.
-The Components of Change
(Depends not on resistance to change but rather on reaction to change.
Management literature which tends to revolve around resistance to change conveying a notion
of its universality-just human nature, whose remedy is leadership and participative
management are accused of occulting the true nature of change and it’s dependence upon the
social system by considering that only the process whereby change is introduce matters).
-The R&D. process.
-Scientists and engineers in the industrial organisation.
(Notice that alphabetical order is not respected, =>Engineers and Scientists).
-Management function & employee reaction.
The modern executive (the historic corporate man).
The Ivy League.
Impact of the Corporation. & The Social Role of the Corporation.
The ‘Great’ Ralph Nader pushed more significant laws though Congress than all elected
representitve taken together!
Profits, Prices & Executive Salaries, Cost to the Corporation, Cost to the Consumer.
Key word review Copyright dolphins @ ADA Grp. © J.A.