>Weighing in with Ingvar...
>
>If I want to describe an organization*, is it the people, the facilities
>or the notion of an entity that performs some function in accordance
>with internal guidance* and external laws*? The ideas in the guidance
>and laws may be reduced to energy on phosphor or symbols in ink on paper
>but it's the ideas that matter. How do I describe the idea of a design*
>produced by the organization* that satisfies a customers mission
>statement* as they compete in a economic marketspace* to reach their
>annual goals*
>
> * = subclass of Concept (01)
Well now, I understand all of the above until that last claim. This
seems to me to illustrate a wise observation by Doug Lenat: you might
have to have an upper ontology, but which one you have doesn't really
matter a damn, because there's very little useful to say at the upper
levels, and whatever you really want to say at the middle levels,
where all the actual content is, can be made to fit with just about
any upper level you like. I know a fair amount about organizations,
designs, mission statements and annual goals, and enough about
economic marketplaces and internal guidance to follow what others are
saying, but I'm damned if I know anything worth writing down about
Concepts. And indeed, if I were asked to come up with a name for a
superclass of all those *'s, my reaction would be that they have
nothing whatever in common. I fail to see how an organization can
possibly be said to be a concept, in fact, or for that matter a
mission statement (I have actually held mission statements in my
hands at various times). Of course we can speak of a concept of an
organization, but that's not the same as the organization itself. Can
a concept have legal rights? Some organizations do. (02)
Pat Hayes
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