When ‘Big Data’ is too much data…

Suppose you are monitoring a system, say a human brain, a chemical plant, an asset portfolio, a traffic system. Suppose there are hundreds of parameters that you are monitoring. How do you get the idea of how things are globally going? Which parameter do you look at? How do you "add them up"? How can you blend all the information into one parameter that would cover an idea of the situation?

One way to map (transform) multiple channels of data onto one scalar function is via complexity. Complexity is a scalar function obtained from a sampled vector x(t) of N channels. The function is computed as C = f (T; E), where T is the Topology of the corresponding System Map (see examples of such maps for an EEG, or an ECG) and E is entropy. Given that entropy is measured in bits, C is also measured in bits, and represents the total amount of structured information within the N-channel data set.

If the N channels of data are sampled each at a certain frequency but within a moving window of a certain width, the result is a time-dependent function of data complexity C(t). The process is fast and may be performed in real-time using OntoNet™, our Quantitative Complexity Management engine, as illustrated in the scheme below (the blue arrow indicates the direction of time flow).


Enhanced by Zemanta

My “understanding” of the impact of toxic mould contamination on Public Health is not great but has grown considerably due to my interest in risk and complexity in the health service,  insurance and reinstatement industries.

What I have learnt is that the health implications for tenants, owners, landlords, contractors, etc, are considerable. As a result, so is the potential for substantial costs unless full facts about the dangers are established – and there appears to be a concerted effort to prevent this, both in US and UK – this could be bigger than Asbestos and ignorance is no excuse!

Perhaps that explains why people who voice legitimate concerns about ‘the official stance’ and what treatments are effective have found themselves marginalised, persecuted…even prosecuted!?


Mrs. Sharon Noonan Kramer
2031 Arborwood Place
Escondido, CA 92029
August 27, 2012
Update: September 10, 2012.  The Court, with no subject matter jurisdiction, fined me $3K (this is my Motion for Reconsideration submitted under duress) for refusing to publish a false confession on the internet of being guilty of libel for a sentence I never even wrote.. “Dr. Kelman altered his under oath statements on the witness stand’ while he testified as a witness in an Oregon lawsuit.— to conceal how and why the courts framed me for libel for the sentences, “Upon viewing documents presented by the Hayne’s attorney of Kelman’s prior testimony from a case in Arizona, Dr. Kelman altered his under oath statements on the witness stand.  He admitted the Manhattan Institute, a national political think-tank, paid GlobalTox $40,000 to write a position paper regarding the potential health risks of toxic mold exposure.”…

View original post 3,838 more words

Atul Gawande:: Failure and Rescue – The New Yorker

Management of Complexity

Unless I’m very much mistaken this extract, from a truly inspiring piece of writing – from Atul Gawande, author of The Checklist Manifesto – reinforces THE lessons we all need to learn:

"Practise without sound theory does not scale"

It is not sufficient to assume that the appearance of knowledge (including statistical correlations) at physical, conscious* or "superficial" level alone is a reliable basis for decision-making when dealing with high complexity.

“High complexity is incompatible with high precision” – this is known as L. Zadeh’s Principle of Incompatibility

Our (conscious*) cognitive ability is limited so, dealing with complexity, requires synthesis of brain and the sub-conscious mind (our experiential memory): Creative Intelligence – curiosity, cognition and intuition.

Vital systems, networks and sub-systems within complex systems can be invisible to conventional tools. To learn about them requires observation which drives innovation. Because decisions required to maintain the health (or resilience) of complex systems are often counterintuitive so require "deeper" observation e.g. MRI scan, insight and understanding of (causal) interconnectedness.

Read more of this post

FS Innovation:: better without the painful pricks – a lesson from healthcare

The Financial Services sector would rather indulge in (other people’s) blood letting, whilst trying to tackle today’s problems with yesterday’s tools,  than recognise the societal benefits of exaptive behaviour!

I “understand” that the thought of meaningful change is uncomfortable for many people but, surely, we can no longer afford that to be the case in a sector that continues to profit from inflicting financial suffering across the globe – with all the implications for society and the planet.

WE need to learn from THEIR mistakes, even if they have not: they have no known cure! The theories and tools, with which the highly complex financial systems of modernity were created, are no longer sufficient to contend with the level of complexity that sustains them.

Deep cultural change cannot begin until the practices of using correlations in data from our past to attempt to predict our future are recognised as nothing more than guesswork given credibility by the highly paid and highly qualified, individuals who build the risk models.

Healthcare, moreso than any other sector, has shown us how we can, more effectively, PREVENT &/or CURE the ills that afflict  COMPLEX SYSTEMS…and systems don’t get more complex than that which enables us to diagnose and treat ourselves!!!

“When we see the need for deep change, we usually see it as something that needs to take place in someone else. In our roles of authority, such as parent, teacher, or boss, we are particularly quick to direct others to change. Such directives often fail, and we respond to the resistance by increasing our efforts. The power struggle that follows seldom results in change or brings about excellence. One of the most important insights about the need to bring about deep change in others has to do with where deep change actually starts.”

Robert E. Quinn

Ontonix: US ARMY Institute of Surgical Research Purchases OntoCare

When it comes to “life and death” the only scope for Consultants are the medically qualified variety working with technology that can reveal information (otherwise not available to them) about the state of health of their patients:

Como, 13-th September, 2011.

The US Army Institute of Surgical Research (USAISR) has purchased a license of OntoCare™, the Therapy Impact Quantification System by OntoMed. OntoMed, is a US-based spin-off from Ontonix. Created in mid-2009, the company has the mission of delivering complexity concepts and technology to the medical community.

Download the OntoCare™ Data sheet here

via Ontonix – Complex Systems Management, Business Risk Management.