Management Dynamics

Magoroh Maruyama ¹

Affiliations
1 Interactive Heterogenistics, 3833 Nobel Drive # 3333, San Diego, California, US

Abstract

This is a memo proposing interactive reorientation of our knowledge on humans. I am now planning an article, to be completed in a few months, as outlined below. I am seeking your disagreements as well as other alternatives, i.e. my outline will change depending on inputs for you.

Full Text

   

Magoroh Maruyama ¹

Affiliations
1 Interactive Heterogenistics, 3833 Nobel Drive # 3333, San Diego, California 92122, US

Abstract

I would like to collect cases of scientists who, in recent years, became heads (presidents, chancellors, prime ministers) of their countries. I need information from you, especially from countries in transition in all parts of the worid, including the newest and smallest country of Gronland (Greenland), and nearly technologizing parts of the world such as India and South Africa. A collection of such cases will be very useful for political and social policy makers.

Full Text

   

Magoroh Maruyama ¹

Affiliations
1 Interactive Heterogenistics, San Diego, California, US

Abstract

With this article, I am creating a new genre of business communication: how to make a "black box" transparent. For many managers and administrators, science and technology remain mysterious and even scary black boxes. Actually they are neither mysterious nor scary if you know how to open them, and see through them. This article shows you the method. On your part, you have to make efforts to follow the steps without skipping them. Once you have seen the black box transparent, you gain not only a more contextualized vision, but also the ability to organize interactive inventions among heterogeneous specialists in your organization.

Full Text

   

Magoroh Maruyama ¹

Affiliations
1 Interactive Heterogenistics, San Diego, California, US

Abstract

The basic principle of all biological and social, and some physical processes is increase of interactive heterogeneity, which evolutionarily raises the sophistication level of intraspecific and interspecific systems. Primates, including humans, and other species of animals such as elephants, are known to create multicolor pictorial patterns on a canvas, holding a painting brush in a hand, or in the case of elephants, wrapping the long "nose" around a painting brush. Therefore the pattern creation has a long evolutionary history.

Humans and monkeys branched off 6 or 7 million years ago. Humans and elephants much earlier.

Another important consideration is the method of mate selection by females. Females prefer "minority" males. If Type A males and Type B males are mixed, females prefer "minority" males instead of "supernormal" males. The females' preference for "minority" males leads to intraspecific heterogenization, but if females preferred "supernormal" males, it would lead to intraspecific homogenization.

There is heterogeneity of individual aesthetic preference types in terms of nonredundant vs. redundant complexity. Some examples of nonredundant complexity are: Picasso's Guernica, and Stravinsky's Le Sacre du Printemps.

Aesthetic preferences are expressions of the individual's perceptual/cognitive/cogitative/action types (abbreviated as "mindscape types"). While individuals who prefer nonredundant complexity tend to be creative, those who like redundant complexity tend to be anti-creative.

Furthermore, we must become aware that the individual types are not subcultural variations, but they exit across cultural, social, gender, and professional boundaries, and are therefore transgroup occurrences. The individual types also cut across boundaries between species, and are therefore transeidosic. This knowledge is useful in multicultural management.

Awareness of transgroupness of individual mindscape types will reduce self-stereotyping and ingroup homogenization, and contribute to reduction of hostility, violence and terrorism between religious, political and ideological groups. In plain language, some persons in other groups are more similar to you than many people in your own group. Psychological tests are available.

Full Text

   

Magoroh Maruyama ¹

Affiliations
1 Interactive Heterogenistics, San Diego, California, US

Abstract

There is a popular notion that the life of innovators and inventors is a glorious and enviable one because they have talents which others do not have, and because they can overcome any obstacles. These talents are, in the popular interpretation, something mysterious, indefinable and inimitable. But in reality, the innovators and inventors have to deal with many serious and pernicious obstacles which are unknown to other people. Those who are unaware of the obstacles must become aware of them and must reduce them, because the reduction of these obstacles will greatly facilitate the works of innovators and inventors. Another problem is the assumption that all people use the same logic, and therefore if you explain hard enough, you will be understood. Existence of heterogeneity of individual logical types (perceptual/cognitive/cogitative action types, abbreviated as mindscape types) is ignored, or at least exoticated as irrelevant. This article discusses these problems, with concrete experiential examples. This article also uses the methodology of raw-experience visualization-enabling communication (REVEC) with which the readers can formulate their own grounded theories independent from the theory of the writer.

Full Text

   

Alvin Hwang ¹, Magoroh Maruyama ²

Affiliations
1 Department of Management and Management Science, Lubin School of Business, Pace University, New York, US
2 Interactive Heterogenistics, San Diego, California, US

Abstract

The prevalent method to analyze data from several groups of individuals is to define some ad hoc boundaries of individuals-for example geographic, ethnic or gender boundaries and then compare statistical means and deviations between groups. This method assumes homogeneity within each ad hoc group and treats differences among individuals in each group as subgroup variations. Instead of imposing ad-hoc boundaries, we used a new method "heterogram analysis" (Maruyama, 1999) that looks for response datagenerated grouping of individuals and the meaningfulness of each emerging group. This approach was applied to individual-level individualism-collectivism data from three countries. The results showed five individual types that cut across traditional geographic, ethnic and gender boundaries. These types were validated by two other measures. Implications of findings are discussed.

Full Text

   

Magoroh Maruyama ¹

Affiliations
1 Interactive Heterrogenistics, San Diego, California, US

Abstract

(1) Individuals differ in: (a) cognitive/cogitative types; (b) modal types: (c) degree of awareness of unconscious layers of thought process; (d) utilization of strategic judo and camouflaged reversal.

(2) Cognitive/cogitative types should not be confused with skill types, aptitude types, emotional types, or personality types.

(3) Individual differences in cognitive/cogitative types are mostly phenotypically innate. Therefore the assumption that you should be able to make everybody understand you is incorrect.

(4) Communicational modal types are: factual mode, contextual mode, pictorial mode, insinuative mode, deceptive mode, etc.

(5) Unconscious layers include self-deception, repression of one's own perception, inability to distinguish whether or not one is lying to oneself.

(6) Strategic methods are a part of communication, and include strategic judo, and camouflaged reversal.

Keywords

Cognitive/Cogitative Types, Modal Types, Strategic Judo, Camouflaged Reversal.

Full Text

   

Magoroh Maruyama ¹

Affiliations
1 Stanford University, US

Abstract

To counteract rigidification by standardization, we need: (1) employees' self-generating experimentation without punishment for failures; (2) letting "the nail which sticks out" grow instead of hammering it down; (3) examining crazy ideas seriously; (4) cultivation of craftsmen's pride instead of filling the requirements like robots; (5) spontaneous change-generating quick interaction among heterogeneous employees (morphogenetic process); (6) barrier-free outbreeding to and from outsiders; (7) elimination of ponderous and rigid procedurism and overcontrol; (8) elimination of inbreeding; (9) mastering the masterpieces before moving ahead.

Full Text

   

Magoroh Maruyama , Kuniko Maruyama

Abstract

In countries where the management is not dominated by the established orthodoxy of European and North American theories, principles and practices, it is possible to use alternative concepts with less ponderous resistance. Most of the researchers who follow the established orthodoxy either: (a) take it for granted that the corporate cultures are preconditioned by or reflect their country cultures, and therefore they begin their research with a study of country cultures, and then proceed to interpret corporate cultures in terms of country cultures; or (b) infer the country cultures from an aggregate of corporate cultures. In both cases they intentionally or unintentionally stereotype corporate cultures as well as country cultures. A corollary to this homogenistic reasoning is : (c) to assume that all individuals are saturated with the country culture, and therefore if a firm wants to deviate from the country culture, it must force the employees to change, and this change must be made from top-down.

Full Text

   

Magoroh Maruyama ¹

Affiliations
1 Stanford University, US

Abstract

With good intentions, managers and administrators may cause professional accidents by overloading, overcrowding, overriding or overtrusting. (1)They may overload themselves and their subordinates; (2) They may overcrowd their time table; (3)They may shortcut and override some necessary details which their subordinates or business partners have painstakingly made; (4) In communist or post-communist countries, they may over-trust "official" specialists without any system of quality control.

Full Text