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Essences of Interaction
the physical means of carrying out communications; enactments of
the functions that facilitate communications; the thinking (pre-,
during, and postcommunications) that is required to carry out, plan
for, and enable communications.
Procedural Domain
1. Procedural structures (i.e., “define”) take into account the wasted
effort resulting from duplication of effort associated with overlap
ping roles and responsibilities; the sometimes contentious sparring
between fiefdoms when resources are constrained, or power trumps
corroboration. Alternatively, the spirit-increased productivity in a
highly competitive environment may encourage duplication, inspire
aggressive developments in strong ozone environments,* and foster
good sense decisions based on strong questioning and demanding
reasonable levels of proof for statements and work efforts.
2. Procedural structures (i.e., “accommodate change”) take into account
the facts of change and the rate of change. At stake is the reliability
of the procedures to result in the desired outcomes. The credibility
of the work is suspect when the credibility of the procedures does
not show resilience to change. Often the rate of change is overwhelming if the premise of sound procedures is long-term stability.
3. Procedural structures (i.e., “architecture for power”) take into account
the need to assign roles and delegate responsibility and accountabil
ity as a means to achieve and sustain good governance.
4. Procedural structures (i.e., “paradoxy” † ) take into account the stake
holder requirements for differentiating products and services from
“other” products and services. Especially important for new product
or service development is the demand to distinguish the product or
service from competitive offerings. User behaviors often reflect the
novelty in products and services in their feelings toward their work,
their colleagues, and their involvement in teamness. Procedures that
were developed in 1816, will necessarily have cultural, social, and
stereotypical baggage reflecting a management style and manner.
Procedures should reflect the enterprise metrics, the business ethics,
and the project specifics.
* High energy dissociates air molecules leading to higher levels of ozone in the atmosphere.
One who has high energy and does not hold back on sharing it is said to have “high ozone,”
or affectionately referred to as “ozone.”
† Even if the product or service is new inside, the look and feel must also be “new.” New has
cachet, represents “cool,” “state of the art,” and “leading edge” (Luhmann 1995b).
Essences of Interaction
the physical means of carrying out communications; enactments of
the functions that facilitate communications; the thinking (pre-,
during, and postcommunications) that is required to carry out, plan
for, and enable communications.
Procedural Domain
1. Procedural structures (i.e., “define”) take into account the wasted
effort resulting from duplication of effort associated with overlap
ping roles and responsibilities; the sometimes contentious sparring
between fiefdoms when resources are constrained, or power trumps
corroboration. Alternatively, the spirit-increased productivity in a
highly competitive environment may encourage duplication, inspire
aggressive developments in strong ozone environments,* and foster
good sense decisions based on strong questioning and demanding
reasonable levels of proof for statements and work efforts.
2. Procedural structures (i.e., “accommodate change”) take into account
the facts of change and the rate of change. At stake is the reliability
of the procedures to result in the desired outcomes. The credibility
of the work is suspect when the credibility of the procedures does
not show resilience to change. Often the rate of change is overwhelming if the premise of sound procedures is long-term stability.
3. Procedural structures (i.e., “architecture for power”) take into account
the need to assign roles and delegate responsibility and accountabil
ity as a means to achieve and sustain good governance.
4. Procedural structures (i.e., “paradoxy” † ) take into account the stake
holder requirements for differentiating products and services from
“other” products and services. Especially important for new product
or service development is the demand to distinguish the product or
service from competitive offerings. User behaviors often reflect the
novelty in products and services in their feelings toward their work,
their colleagues, and their involvement in teamness. Procedures that
were developed in 1816, will necessarily have cultural, social, and
stereotypical baggage reflecting a management style and manner.
Procedures should reflect the enterprise metrics, the business ethics,
and the project specifics.
* High energy dissociates air molecules leading to higher levels of ozone in the atmosphere.
One who has high energy and does not hold back on sharing it is said to have “high ozone,”
or affectionately referred to as “ozone.”
† Even if the product or service is new inside, the look and feel must also be “new.” New has
cachet, represents “cool,” “state of the art,” and “leading edge” (Luhmann 1995b).