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    The Little Book of Managing Uncertainty
    The Little Book of Managing Uncertainty
    The Little Book of Managing Uncertainty
    Ebook179 pages1 hour

    The Little Book of Managing Uncertainty

    By Harry Katzan Jr.

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    Advanced technology is the cornerstone of modern society. Some of the reasons for studying the methods and applications of technology are that the subject serves as the basis of our everyday existence. We use technology on a daily basis, yet we know very little about the underlying concepts. We have no introduction to the subject matter, no principles of best behavior, and no theories. It is a time for change and this book fills that need.
    In this book, we are going to take a look at the evolving technology of uncertainty. Getting a handle on uncertainty permits a practitioner to perform in an excellent manner on tasks from management to applied technology. Modern government, such as the intelligence services, is exceedingly complicated, and uncertainty exists in almost every aspect of their daily lives. Business and finance have similar requirements so that participants can excel in all aspects of the decisions of everyday business life.
    The ability to deal with uncertainty is based on the methods of combining diverse possibilities into a coherent whole called a frame of discernment. Then, using a methodology known as Dempster-Shafer theory, evidence can be evaluated and a basis for decision making can be discerned.
    The effective use of Dempster-Shafer theory is conceptualized through computer methodology. Once determined to be unsolvable by experts, the methods contained herein have been solved by the author as a visiting professor in Switzerland. The methods are summarized in a research monograph entitled Managing Uncertainty and simplified in this book, along with an appropriate appendix that introduces the methodology.
    The book is comprised of introductory material followed by appropriate examples in essays that can be read in any order determined by the reader’s interests. The essays are based on peer reviewed journal articles presented at technical conferences. The various essays can be addressed in any order as they are adjusted to fit the needs of practicing professionals.
    Harry Katzan is a professor, author, and consultant, and enjoys outdoor activities.
    LanguageEnglish
    PublisheriUniverse
    Release dateAug 22, 2022
    ISBN9781663244017
    The Little Book of Managing Uncertainty
    Author

    Harry Katzan Jr.

    Harry Katzan, Jr. is a professor and consultant who has written several books and papers. He has been an advisor to the executive board of a major bank and has worked for Boeing, Oak Ridge National Lab, and IBM. He and his wife have lived in Switzerland where he was a banking consultant and a professor of Artificial Intelligence. He is an avid runner and has completed 94 marathons including Boston 13 times and New York 14 times. He holds bachelors, masters, and doctorate degrees.

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      Book preview

      The Little Book of Managing Uncertainty - Harry Katzan Jr.

      cover.jpg

      LITTLE BOOKS

      The LITTLE BOOK of ARTIFICIAL INELLIGENCE

      The LITTLE BOOK of SERVICE MANAGEMENT

      The LITTLE BOOK of CYBERSECURITY

      The LITTLE BOOK of CLOUD COMPUTING

      The LITTLE BOOK of MANAGING UNCERTAINTY

      The

      LITTLE BOOK

      Of

      MANAGING

      UNCERTAINTY

      HARRY KATZAN JR.

      THE LITTLE BOOK OF MANAGING UNCERTAINTY

      Copyright © 2022 Harry Katzan Jr.

      All rights reserved. No part of this book may be used or reproduced by any means,

      graphic, electronic, or mechanical, including photocopying, recording, taping or by

      any information storage retrieval system without the written permission of the author

      except in the case of brief quotations embodied in critical articles and reviews.

      iUniverse

      1663 Liberty Drive

      Bloomington, IN 47403

      www.iuniverse.com

      844-349-9409

      Because of the dynamic nature of the Internet, any web addresses or links contained in

      this book may have changed since publication and may no longer be valid. The views

      expressed in this work are solely those of the author and do not necessarily reflect the

      views of the publisher, and the publisher hereby disclaims any responsibility for them.

      Any people depicted in stock imagery provided by Getty Images are models,

      and such images are being used for illustrative purposes only.

      Certain stock imagery © Getty Images.

      ISBN: 978-1-6632-4399-7 (sc)

      ISBN: 978-1-6632-4400-0 (hc)

      ISBN: 978-1-6632-4401-7 (e)

      Library of Congress Control Number: 2022915156

      iUniverse rev. date:   08/18/2022

      To Margaret, Kathy, and Karen

      PREFACE

      This little book is an easy-to-read collection of chapters written by the author on the subject of Managing Uncertainty. Some chapters have been written to suit a general audience, and others have been prepared for a select class of readers with specific problems. There is some mathematics involved in some topics, but it is very general in nature. No specific math background is required at all.

      The topics are intended to be read separately resulting in a minimal amount of definitional material being repeated throughout the book. The reader is able to comfortably read the entries on a topic of interest and disregard the remainder. The chapters are related, but each has a unique focus.

      Uncertainty, covered later in the book, deals mainly in situations where the problem definition is not known or the result is not known or understood. Here are a couple of exam. In the first case, a good engineering student going into his or her senior with all A’s and no B’s, C’s, or anything lower. The student has two options. His advisor tells him he can get a Master’s degree in engineering in one year. On the other hand, he can go into industry with a good paying job. The probably that he would achieve his Master’s is practically 1.0, given his record. The student may not be so fortunate with the job. He might not like his work assignment, the company atmosphere, his manager, or the living environment. A lower probably is expected, ranging from 0.5 to 0.75. If the student is risk averse, he should take the Master’s. Otherwise the job might be appropriate.

      Another example might involve a soldier in a desert situation of some sort. The solder is manning an artillery device in the desert and spots a cloud of dust in the distance. The question is: Is it a bunch of wild camels, or an enemy force moving across the desert. Before firing or not firing, the solder asks his sergeant who responds that the cloud is causes by a bunch of camels, a bunch of desert residents, or an enemy force with probabilities (0.70, 0.25, 0.05) respectively. Not satisfied, he asks his commanding officer who responds with (0.90, 0.10, 0.00). The soldier has a decision to make and askes a CIA officer who accompanies the group. Using Dempster’s Rule of combination, the officer comes up with (0.72, 0.28, 0.00), yielding the following assessment:

      Camels – 0.72 (72%)

      Residents – 0.28 (28%)

      Enemy force – 0.00 (0%)

      Arthur Dempster is a well-known Harvard professor who developed Dempster’s Rule of combination as a Harvard.

      As simple as it seems, calculations, such as these, is the basis of understanding uncertainty. This book contains introductory material on understanding uncertainty, relevant mathematical background, and useful examples.

      The reader can use the material in the book in several ways. The first part is an easy to read description of uncertainty with common everyday examples. Included is a description of the mathematics of uncertainty using Dempster-Shafer theory. It requires no specific background in math but involves careful study. The third part gives six useful applications of the underlying concepts.

      The appendix gives an introductory section on Dempster-Shafer theory. It should be read first.

      Enjoy reading the book. You will be glad you did.

      Harry Katzan, Jr

      CONTENTS

      Part One: Introduction To Uncertainty

      1     Managing Uncertainty: A Pragmatic Approach

      2     Uncertainty Information Blocks

      3     Dempster-Shafer Theory Of Evidence

      4     The New Connectionism

      Part Two: Applications Of Uncertainty

      5     Identity Analytics And Belief Structures

      6     Evolutionary Dynamics Of Service Provisioning

      7     Categorical Analytics Based On Consensus Theory

      8     Toward A Unified Ontology Of Trusted Identity In Cyberspace

      9     Product Analytics Based On Demographic Democratization

      10   Structural Analytics For Decision Making Under Uncertainty

      Appendix: A Brief Introduction

      About The Author

      Part One

      INTRODUCTION

      TO UNCERTAINTY

      1

      MANAGING

      UNCERTAINTY:

      A PRAGMATIC APPROACH

      INTRODUCTION

      Managers, scientists, and analysts in today’s world face a common problem. In fact it is a situation unique in the history of science and commence. Never before have we had the unparalleled capability and capacity to collect and process information as is currently available with modern high-technology computer systems. We have arrived at a point in time – a reference point, so to speak – where one of the key elements in science and business is what to do with the available information, and there would seem to be enough of it around to turn a minor consideration into a major concern.

      Information Domain

      More specifically, the information problem has two facets:

      •What information should be collected (specificity).

      •How should the information be utilized in order to give decision makers the needed values for key decision variables (functionality).

      Our concern is with specificity and functionality from the point of view of information. In fact, the major objective is to take a fresh approach to information where distinct elements can be viewed as though they form a system with various pieces interacting to a high degree.

      The discussion of specificity involves how to select information that leads to more definitive knowledge about a problem domain. The discussion of functionality involves how to use computer programs to generate results that are appropriate to the needs of a particular decision maker for a more general audience. It is clearly recognized that this process of information distillation has both specificity and functionality components. The opposite is also true for the reverse direction. However, the straightforward notion of information flow is simply not sophisticated and does not constitute a purposeful system. Information should be interpreted and transformed as it flows through a system and the process of transformation should be under the control of relations and mappings developed by domain specialists.

      Indicators

      In the real world, information exists in a wide variety of important forms. Written material and electronically recorded data are the primary modes of storage, but information is also inherent in conventions, procedures, designs, social customs, and so forth. In fact, whenever a decision has been taken, one can informer information implicit to the alternatives that were selected and to those rejected. There is a wealth of information, in evolutionary processes vis-á-vis the forces that control evolution - regardless if the process is biological, social, or organizational. Another way of saying this is that there is more information (and less uncertainty) in systems of rules than on the specific symbols on which the rules operate.

      It is useful to put a noose around a class of information and anchor it to a model representing the area under analysis. In this context, it is a customary to employ indicators as a measure of conditions within a system. Economists rely on leading indicators as a measure of conditions at a point time. Similarly, meteorologists use indicators, such as temperature, dew-point, and barometric pressure – to name only a few.

      An indicator is a variable that is instantiated by assigning it a value. As a simple example in meteorology, assume the dew point is 75 degrees. Thus the instantiated variable is dew point. By itself, the value of a variable is a small amount of information. But in the context of a problem space, it implies a lot (see Information Block # 1); it implies, in this case, that the weather is unusually muggy and uncomfortable. There is some uncertainty involved because temperature and other conditions also play a part in the comfort level of the weather.

      PROBLEM DOMAIN

      Uncertainty exists when there is some question as to the true value of a proposition. The set of possibilities is represented by a frame of discernment (see Information Block # 3), and relevant evidence is inherent in the indicators that supply information about the problem domain.

      Input Space

      The input space reflects information represented by the values of an indicator variable and a problem domain specified by one or more frames of discernment.

      The process involves gleaning information from indicator variables and subsequent combining this information to form belief structures. Indicator variable represent world conditions that are translated into belief sets through input mappings. The approach is clearly Bayesian (see Information Block #2).

      The input space, in a real sense, is used to encapsulate a decision situation. Later, an output space is covered that serves an analogous purpose for the solution.

      Input Mapping

      An input mapping is established by a domain specialist and exists as a straightforward one-to-one correspondence between the value of an indicator variable and a focal set over a predefined frame of discernment. As a simple medical example, assume a frame of discernment in the input problem space, called in this instance the diagnosis,

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