Leibnizian Inquiring Systems (Part 1): The Case of a Model Builder

This is the fifth of a series of articles on business policy metaphysics. This series aims to look at Mitroff and Mason’s paper titled Business Policy and Metaphysics: Some Philosophical Considerations in a conversational manner with ChatGPT.

Me: How do you define the term "self-evident"?

ChatGPT: The term "self-evident" refers to a proposition or statement that is immediately clear, obvious, or apparent upon examination or reflection. It implies that the truth or validity of the proposition is immediately evident or does not require further explanation or evidence to be understood or accepted.

When something is considered self-evident, it is regarded as being inherently true or obvious based on its own nature, without the need for external proof or justification. Self-evident statements are often considered axiomatic or foundational, serving as fundamental principles or starting points for reasoning or argumentation.

It is important to note that the concept of what is self-evident can vary depending on cultural, philosophical, or scientific contexts. What may be self-evident to one person or within a particular domain of knowledge may not necessarily be self-evident to others or in different fields of study. Therefore, the determination of what is truly self-evident can be subjective and subject to interpretation.

Me: Imagine a company manager trying to find a good workforce as a model builder. She posts a job description titled "Director of Innovative Initiatives" and interviews job applicants. Also, imagine there is a creative applicant, called Peter, whose competencies are beyond the hiring manager's understanding. The hiring manager's subconscious has been urging her to find someone like Peter. However, when she interviews Peter she can't delegate the determination of the self-evident to Peter. In other words, the hiring manager desperately needs someone to help her understand her own situation. However, since Peter's creativity allows him to speak the language not understandable for the hiring manager, she cannot conclude that Peter is the right candidate for her. Given this scenario, do you think the hiring manager can hire the right person?

ChatGPT: In the scenario you've described, the hiring manager is facing a challenge in evaluating the creative applicant, Peter, whose competencies are beyond her understanding. The hiring manager's subconscious desire for someone like Peter indicates a recognition of the need for innovative thinking and expertise in the role of Director of Innovative Initiatives. However, the language barrier between Peter's creative language and the hiring manager's understanding poses a difficulty in accurately assessing his fit for the position.

To make an informed decision, the hiring manager could explore alternative approaches to evaluating Peter's qualifications. Here are a few suggestions:

1. Seek assistance: The hiring manager can consult with colleagues or experts who possess a better understanding of Peter's field of expertise. These individuals could provide insights and perspectives on Peter's qualifications, helping the manager gain a clearer understanding of his capabilities.

2. Request a demonstration or portfolio: Peter could be requested to showcase his work through a portfolio or by providing concrete examples of his previous projects. This could help the hiring manager evaluate his skills and assess whether they align with the requirements of the Director of Innovative Initiatives position.

3. Conduct a skills assessment: The hiring manager can design a skills assessment or a practical task that allows Peter to demonstrate his abilities within a context relevant to the role. This can provide the manager with a clearer picture of his problem-solving skills, creativity, and overall fit for the position.

4. Collaborate with HR or external experts: Human resources personnel or external consultants experienced in assessing candidates for specialized roles can provide valuable guidance and insights to the hiring manager. They can help bridge the gap in understanding between the hiring manager and Peter's field of expertise.

Ultimately, the hiring manager's ability to hire the right person in this scenario depends on her willingness to explore alternative evaluation methods and seek assistance in understanding Peter's qualifications. By leveraging additional resources, the manager can improve her chances of making an informed decision and finding the right candidate for the Director of Innovative Initiatives role.

Me: The problem with assessing skills is that the skills required in this job opening are not easily assessable; the hiring manager knows that. In other words, the job description, in the given scenario, addresses skills that cannot be isolated for evaluation easily. Therefore, requesting a portfolio in a different context might even worsen Peter's situation as a candidate for the job. Moreover, since the capacity to seek assistance in a hiring process is limited, it is highly likely that the process will reflect the hiring manager's understanding eventually.

ChatGPT: You raise valid points regarding the difficulty of assessing the specific skills required for the Director of Innovative Initiatives role in the given scenario. If the skills are not easily isolated or evaluated through traditional means, such as requesting a portfolio or conducting a skills assessment, it does complicate the hiring manager's task.

In such cases, it becomes even more crucial for the hiring manager to rely on other factors and indicators to make an informed decision. Here are a few additional suggestions for the hiring manager:

1. Focus on potential and transferable skills: Instead of solely assessing the specific skills mentioned in the job description, the hiring manager can look for candidates with a track record of adaptability, a strong learning ability, and the potential to acquire and apply new skills. This allows for considering candidates like Peter who may possess unique abilities beyond the traditional scope of assessment.

2. Assess problem-solving and critical thinking abilities: While specific technical skills may be challenging to evaluate, assessing a candidate's problem-solving and critical thinking skills can provide insights into their ability to approach complex and unfamiliar challenges. The hiring manager can design scenario-based questions or hypothetical problem-solving exercises during the interview process to gauge these skills.

3. Cultural fit and passion for innovation: The hiring manager can explore the candidate's fit within the organization's culture and their passion for innovation. This can be assessed through discussions about past experiences, projects, or personal interests. A candidate's alignment with the company's values, goals, and commitment to driving innovative initiatives can be crucial factors to consider.

4. Consider alternative forms of assessment: If the hiring manager recognizes the limitations of her own understanding and seeks to mitigate bias, she can involve a diverse panel of interviewers or incorporate external experts who are well-versed in innovative practices. This can provide a more comprehensive evaluation by considering different perspectives and expertise.

5. Provide a trial or probation period: In cases where the skills required are highly specialized or difficult to evaluate, the hiring manager can consider offering a trial or probation period for candidates like Peter. This allows both parties to assess the fit and effectiveness of the candidate in the role before making a long-term commitment.

It is important for the hiring manager to remain open-minded and adaptable in the assessment process, acknowledging the limitations and seeking ways to minimize bias. While it is challenging to find the perfect candidate, considering these alternative approaches can help increase the likelihood of hiring a suitable individual for the Director of Innovative Initiatives role.

Me: Your suggested tips won't really help Peter in the given scenario. This is because the pool of candidates for this role is full of other candidates whose backgrounds suit ideally to your suggested ways of evaluation. In other words, there are many talented candidates and there is one candidate in particular, Peter, who is beyond expectations. It is very difficult for the hiring manager to notice that.

ChatGPT: I apologize if my previous suggestions did not adequately address the unique situation of Peter's qualifications exceeding the hiring manager's expectations. In a scenario where Peter's abilities and potential stand out significantly compared to other candidates, it can indeed be challenging for the hiring manager to recognize his exceptional qualities.

Given the circumstances, it becomes crucial for the hiring manager to take additional steps to gain a better understanding of Peter's capabilities and assess his fit for the role. Here are some alternative suggestions:

1. Engage in in-depth discussions: The hiring manager can engage in extensive conversations with Peter to gain a deeper understanding of his expertise, accomplishments, and unique perspective. By actively listening and probing for details, the manager may uncover aspects of Peter's capabilities that go beyond what is initially apparent.

2. Seek external opinions: The hiring manager can reach out to external experts or professionals in Peter's field to get their insights on his qualifications and potential fit for the role. These individuals may be better equipped to recognize and assess his exceptional abilities.

3. Consider a trial project or assignment: To gauge Peter's skills in action, the hiring manager could propose a trial project or assignment related to the innovative initiatives that would be part of his responsibilities. This would provide an opportunity to witness his problem-solving, creativity, and ability to contribute to the organization's objectives firsthand.

4. Utilize assessments that measure potential: There are assessments available that focus on identifying an individual's potential and capacity for growth rather than just assessing specific skills. These assessments, such as cognitive ability tests or personality inventories, can provide additional insights into Peter's potential fit for the role.

5. Involve a diverse hiring panel: Including individuals with diverse perspectives and expertise in the hiring process can help mitigate biases and ensure a more comprehensive evaluation. Their input may shed light on aspects of Peter's qualifications that the hiring manager might overlook.

It is important to acknowledge that the hiring manager's limitations and biases may still impact the decision-making process. However, by actively exploring different avenues of evaluation and seeking external perspectives, the chances of recognizing Peter's exceptional qualities and making a more informed decision can be improved.

Me: Great! The given scenario was an analogy of a manager hiring a model builder, which could be a piece of software, for financial decision making. Should she delegate the self-evident determination to the model builder? What happens if the model builder's self-evident is not the same as the manager's? Worse still, because the manager rarely speaks mathematics as well as the model builder, how can the manager confidently challenge the model builder? But if this is the case, how does one know how to utilize a model builder? Blind trust? Faith? Do you agree that there are no mathematical models that specify how to utilize a model builder?

ChatGPT: In the context of utilizing a model builder for financial decision-making, it is important to recognize that the determination of what is self-evident should not be blindly delegated to the model builder itself. While the model builder may have a deep understanding of mathematical principles and be able to generate insights and predictions, it is ultimately the responsibility of the manager to make informed decisions based on those outputs.

If the manager and the model builder have differing interpretations of what is self-evident or if their conclusions don't align, it highlights the need for effective communication and collaboration. The manager should actively engage with the model builder to understand the rationale behind the model's outputs and to convey their own requirements, assumptions, and risk tolerance.

Even if the manager may not have the same mathematical expertise as the model builder, it is essential for them to develop a basic understanding of the underlying principles and assumptions driving the model. This understanding enables the manager to ask relevant questions, challenge the model builder when necessary, and make informed decisions about how to utilize the model effectively.

Utilizing a model builder should not be based on blind trust or faith alone. Instead, it requires an ongoing dialogue and a balanced approach. The manager should critically assess the model's outputs, consider their real-world implications, and evaluate whether they align with their own knowledge, experience, and judgment. This involves combining the insights from the model builder with other sources of information, such as domain expertise, market conditions, and qualitative considerations.

While there may not be mathematical models that explicitly specify how to utilize a model builder in every situation, there are established frameworks and best practices in quantitative finance and risk management. These frameworks provide guidance on model validation, sensitivity analysis, stress testing, and risk assessment. Adhering to such frameworks can help the manager navigate the challenges of utilizing a model builder and make more robust and well-informed decisions.

Ultimately, the utilization of a model builder should involve an iterative process of refinement, validation, and learning. Regular review and scrutiny, as well as an open and collaborative relationship with the model builder, are vital to ensure that the model's outputs align with the manager's objectives and reflect a well-informed decision-making process.

Me: Are you saying that the ultimate algorithm for hiring a model builder is best practices and experts' knowledge? If these have blind spots due to scientific knowledge limitations, the algorithm for hiring a model builder should inevitably incorporate those blind spots. This is as the consensus in the Lockean inquiry system includes its audience's blind spots.

ChatGPT: While best practices and experts' knowledge are valuable inputs when hiring a model builder, it is important to acknowledge that they are not infallible and can have limitations. Scientific knowledge is constantly evolving, and there may be blind spots or areas where consensus has not yet been reached.

Incorporating blind spots and limitations into the hiring algorithm for a model builder requires a balanced and thoughtful approach. Here are some considerations:

1. Recognize the dynamic nature of knowledge: Acknowledge that scientific knowledge is continually evolving and subject to refinement. Understand that the model builder's understanding may be based on the best available knowledge at the time but may require adaptation as new insights emerge.

2. Foster a culture of continuous learning: Seek model builders who demonstrate a willingness to embrace new knowledge and adapt their approaches. Look for individuals who stay updated with the latest research and actively engage in professional development activities.

3. Encourage interdisciplinary collaboration: Foster an environment that encourages collaboration between model builders and experts from different disciplines. By bringing together diverse perspectives, organizations can better address blind spots and enhance the overall decision-making process.

4. Promote critical thinking and questioning: Encourage model builders to critically assess their assumptions and methodologies. Emphasize the importance of open dialogue and challenging existing frameworks to identify potential blind spots and areas for improvement.

5. Embrace transparency and openness: Encourage model builders to document and communicate the assumptions, limitations, and uncertainties associated with their models. This helps decision-makers understand the boundaries of the models and make informed judgments about their applications.

6. Leverage external perspectives: Seek external reviews or audits of models and methodologies by independent experts. This can help identify blind spots and provide additional insights or alternative approaches that may have been overlooked internally.

The goal is to create an environment that fosters critical thinking, continuous learning, and collaboration to minimize blind spots and enhance the effectiveness of model builders. While it may not be possible to completely eliminate blind spots, incorporating these considerations into the hiring algorithm helps organizations make more informed decisions and adapt to evolving scientific knowledge.

Me: You stated that "it is ultimately the responsibility of the manager to make informed decisions" based on the outputs of a model builder. This brings us to the next question. Are you familiar with the book Immunity to Change by Kegan and Lahey?

ChatGPT: Yes, I am familiar with the book "Immunity to Change" by Robert Kegan and Lisa Lahey. It is a well-known book that explores the concept of personal and organizational change, focusing on understanding and overcoming the hidden barriers that prevent individuals and organizations from making desired changes.

The book introduces the concept of "immunity to change" and provides a framework for identifying and addressing the underlying beliefs and assumptions that can impede personal and collective growth. It offers practical tools and strategies for overcoming resistance and creating lasting change.

The authors emphasize the importance of recognizing and understanding the underlying dynamics that can hinder change efforts. They encourage individuals and organizations to engage in deep reflection, challenge their assumptions, and create a supportive environment that fosters growth and development.

The ideas presented in "Immunity to Change" have been influential in the fields of organizational development, leadership, and personal growth. The book offers valuable insights and techniques for individuals and organizations seeking to navigate and overcome barriers to change.

Me: With the concept "Immunity to Change" in mind, isn't this phenomenon affecting your suggestions regarding hiring an effective model builder? Don't you agree that there are no models that specify the best model builder to utilize?

ChatGPT: You make a valid point. The concept of "Immunity to Change" can indeed have implications for the suggestions regarding hiring an effective model builder. It highlights the importance of recognizing the potential resistance and barriers that may exist within individuals and organizations when it comes to adopting new practices or utilizing a model builder.

While there may be best practices and guidelines for hiring a model builder, it is important to acknowledge that there are no definitive models that can specify the absolute best model builder to utilize. The effectiveness of a model builder can vary depending on the specific needs, goals, and context of the organization.

Utilizing a model builder involves a complex interplay of various factors, including the organization's objectives, the nature of the problem or decision at hand, the availability and quality of data, the suitability of the modeling techniques, and the expertise and experience of the model builder.

Given the inherent uncertainties and complexities involved, it is crucial to approach the utilization of a model builder with a mindset of continuous learning and adaptation. This means being open to challenging assumptions, recognizing the limitations of the model, seeking feedback, and actively monitoring and evaluating the model's performance.

Additionally, incorporating multiple perspectives and diverse expertise can help mitigate blind spots and enhance the effectiveness of utilizing a model builder. This may involve engaging domain experts, involving a multidisciplinary team, or seeking external validation and feedback.

Ultimately, the effective utilization of a model builder requires an ongoing process of assessment, refinement, and continuous improvement. It is important to remain open to feedback, adapt to changing circumstances, and foster a culture of learning and collaboration to make the most informed decisions and maximize the value derived from the model builder.

Me: We will continue investigating the Leibnizian inquiry system in the next article.