Herbert A. Simon
Herbert Alexander Simon was an American scholar whose work influenced the fields of computer science, economics, and cognitive psychology. His primary research interest was decision-making within organizations and he is best known for the theories of "bounded rationality" and "satisficing". He and Allen Newell received the ACM Turing Award in 1975, and he received the Nobel Memorial Prize in Economic Sciences in 1978. His research was noted for its interdisciplinary nature, spanning the fields of cognitive science, computer science, public administration, management, and political science. He was at Carnegie Mellon University for most of his career, from 1949 to 2001, where he helped found the Carnegie Mellon School of Computer Science, one of the first such departments in the world.
Notably, Simon was among the pioneers of several modern-day scientific domains such as artificial intelligence, information processing, decision-making, problem-solving, organization theory, and complex systems. He was among the earliest to analyze the architecture of complexity and to propose a preferential attachment mechanism to explain power law distributions.
Early life and education
Herbert Alexander Simon was born in Milwaukee, Wisconsin on June 15, 1916. Simon's father, Arthur Simon, was a Jewish electrical engineer who came to the United States from Germany in 1903 after earning his engineering degree at Technische Hochschule Darmstadt. An inventor, Arthur also was an independent patent attorney. Simon's mother, Edna Marguerite Merkel, was an accomplished pianist whose Jewish, Lutheran, and Catholic ancestors came from Braunschweig, Prague and Cologne. Simon's European ancestors were piano makers, goldsmiths, and vintners.Simon attended Milwaukee Public Schools, where he developed an interest in science and established himself as an atheist. While attending middle school, Simon wrote a letter to "the editor of the Milwaukee Journal defending the civil liberties of atheists". Simon's family introduced him to the idea that human behavior could be studied scientifically; his mother's younger brother, Harold Merkel, who studied economics at the University of Wisconsin–Madison under John R. Commons, became one of his earliest influences. Through Harold's books on economics and psychology, Simon discovered social science. Among his earliest influences, Simon cited Norman Angell for his book The Great Illusion and Henry George for his book Progress and Poverty. While attending high school, Simon joined the debate team, where he argued "from conviction, rather than cussedness" in favor of George's single tax.
In 1933, Simon entered the University of Chicago, and, following his early influences, decided to study social science and mathematics. Simon was interested in studying biology but chose not to pursue the field because of his "color-blindness and awkwardness in the laboratory". At an early age, Simon learned he was color blind and discovered the external world is not the same as the perceived world. While in college, Simon focused on political science and economics. Simon's most important mentor was Henry Schultz, an econometrician and mathematical economist. Simon received both his B.A. and his Ph.D. in political science from the University of Chicago, where he studied under Harold Lasswell, Nicolas Rashevsky, Rudolf Carnap, Henry Schultz, and Charles Edward Merriam. After enrolling in a course on "Measuring Municipal Governments," Simon became a research assistant for Clarence Ridley, and the two co-authored Measuring Municipal Activities: A Survey of Suggested Criteria for Appraising Administration in 1938. Simon's studies led him to the field of organizational decision-making, which became the subject of his doctoral dissertation.
Career
After receiving his undergraduate degree, Simon obtained a research assistantship in municipal administration that turned into the directorship of an operations research group at the University of California, Berkeley, where he worked from 1939 to 1942. By arrangement with the University of Chicago, during his years at Berkeley, he took his doctoral exams by mail and worked on his dissertation after hours.From 1942 to 1949, Simon was a professor of political science and also served as department chairman at Illinois Institute of Technology in Chicago. There, he began participating in the seminars held by the staff of the Cowles Commission who at that time included Trygve Haavelmo, Jacob Marschak, and Tjalling Koopmans. He thus began an in-depth study of economics in the area of institutionalism. Marschak brought Simon in to assist in the study he was currently undertaking with Sam Schurr of the "prospective economic effects of atomic energy".
From 1949 to 2001, Simon was a faculty member at Carnegie-Mellon University, in Pittsburgh, Pennsylvania. In 1949, Simon became a professor of administration and chairman of the Department of Industrial Management at Carnegie Institute of Technology, which, in 1967, became Carnegie-Mellon University. Simon later also taught psychology and computer science in the same university,.
Research
Seeking to replace the highly simplified classical approach to economic modeling, Simon became best known for his theory of corporate decision in his book Administrative Behavior. In this book he based his concepts with an approach that recognized multiple factors that contribute to decision making. His organization and administration interest allowed him to not only serve three times as a university department chairman, but he also played a big part in the creation of the Economic Cooperation Administration in 1948; administrative team that administered aid to the Marshall Plan for the U.S. government, serving on President Lyndon Johnson's Science Advisory Committee, and also the National Academy of Sciences. Simon has made a great number of contributions to both economic analysis and applications. Because of this, his work can be found in a number of economic literary works, making contributions to areas such as mathematical economics including theorem-proving, human rationality, behavioral study of firms, theory of casual ordering, and the analysis of the parameter identification problem in econometrics.Decision-making
Administrative Behavior, first published in 1947 and updated across the years, was based on Simon's doctoral dissertation. It served as the foundation for his life's work. The centerpiece of this book is the behavioral and cognitive processes of humans making rational decisions. By his definition, an operational administrative decision should be correct, efficient, and practical to implement with a set of coordinated means.Simon recognized that a theory of administration is largely a theory of human decision making, and as such must be based on both economics and on psychology. He states:
Contrary to the "homo economicus" model, Simon argued that alternatives and consequences may be partly known, and means and ends imperfectly differentiated, incompletely related, or poorly detailed.
Simon defined the task of rational decision making as selecting the alternative that results in the more preferred set of all the possible consequences. Correctness of administrative decisions was thus measured by:
- Adequacy of achieving the desired objective
- Efficiency with which the result was obtained
- Identifying and listing all the alternatives
- Determining all consequences resulting from each of the alternatives;
- Comparing the accuracy and efficiency of each of these sets of consequences
Simon attempted to determine the techniques or behavioral processes that a person or organization could bring to bear to achieve approximately the best result given limits on rational decision making. Simon writes:
Therefore, Simon describes work in terms of an economic framework, conditioned on human cognitive limitations: Economic man and Administrative man.
Administrative Behavior addresses a wide range of human behaviors, cognitive abilities, management techniques, personnel policies, training goals and procedures, specialized roles, criteria for evaluation of accuracy and efficiency, and all of the ramifications of communication processes. Simon is particularly interested in how these factors influence the making of decisions, both directly and indirectly.
Simon argued that the two outcomes of a choice require monitoring and that many members of the organization would be expected to focus on adequacy, but that administrative management must pay particular attention to the efficiency with which the desired result was obtained. 36-49
Simon followed Chester Barnard, who stated "the decisions that an individual makes as a member of an organization are quite distinct from his personal decisions". Personal choices may be determined whether an individual joins a particular organization and continue to be made in his or her extra–organizational private life. As a member of an organization, however, that individual makes decisions not in relationship to personal needs and results, but in an impersonal sense as part of the organizational intent, purpose, and effect. Organizational inducements, rewards, and sanctions are all designed to form, strengthen, and maintain this identification.212
Simon saw two universal elements of human social behavior as key to creating the possibility of organizational behavior in human individuals: Authority and in Loyalties and Identification.
Authority is a well-studied, primary mark of organizational behavior, straightforwardly defined in the organizational context as the ability and right of an individual of higher rank to guide the decisions of an individual of lower rank. The actions, attitudes, and relationships of the dominant and subordinate individuals constitute components of role behavior that may vary widely in form, style, and content, but do not vary in the expectation of obedience by the one of superior status, and willingness to obey from the subordinate.
Loyalty was defined by Simon as the "process whereby the individual substitutes organizational objectives for his own aims as the value-indices which determine his organizational decisions". This entailed evaluating alternative choices in terms of their consequences for the group rather than only for oneself or one's family.
Decisions can be complex admixtures of facts and values. Information about facts, especially empirically proven facts or facts derived from specialized experience, are more easily transmitted in the exercise of authority than are the expressions of values. Simon is primarily interested in seeking identification of the individual employee with the organizational goals and values. Following Lasswell, he states that "a person identifies himself with a group when, in making a decision, he evaluates the several alternatives of choice in terms of their consequences for the specified group".
Simon has been critical of traditional economics' elementary understanding of decision-making, and argues it "is too quick to build an idealistic, unrealistic picture of the decision-making process and then prescribe on the basis of such unrealistic picture".
Herbert Simon rediscovered path diagrams, which were originally invented by Sewall Wright around 1920.