Akusov V.V., Toporov A.A.
When operating any technical system there is an interaction of its elements with each other, as well as with the working and environment. Such an interaction leads to a change in the geometric parameters of elements, such as fort, dimensions, roughness: physical, mechanical and Chemical properties, such as electrical conductivity, strength, and the like. and occurs as a result of corrosion processes. wear. occurrence of microcracks. change in the structure of structural materials.
It is important to take into account the change in geometric parameters for the load-bearing elements of the system, the mating surfaces of the elements, as well as for elements that directly interact with the working and environment. So. for example, for load-bearing power structures, a change in shape can lead to a change in the stress-strain state, for rapidly rotating masses such as rotors, turbines - to the occurrence of unbalance. which in turn causes vibrations. For surfaces that provide sealing, changes - lead to depressurization, leaks, emissions, loss of substances. All this can ultimately lead to man-made accidents, large-scale emissions into the environment.
Thus, during the operation of the entire system, its initial properties change. As a result, at each moment of time, the parameters and properties of the system differ and sometimes significantly from the properties of the original system. To develop recommendations for the operation of the system, taking into account changes in its state, measures to prevent negative changes, and create repair schedules, it becomes necessary to predict the state of the system at given points in time under given operating conditions.
The most acceptable method for solving the problem is a systematic approach when a technical object is considered as a system consisting of elements that has internal and external connections. Significant factors and properties are determined for each element and connection. Changing the properties of the elements leads to a change in the properties of the entire system, therefore, it is necessary to identify the variable values, as well as models for their change. For a number of parameters, their changes are recorded by means of diagnostics with entry into the database; for others, it is possible to use known analytical dependences of the change in the state of controlled parameters. Also , with the accumulation of a sufficient amount of information about the variable parameters, it becomes possible to create statistical models.A special task is the choice of state criteria, both for the elements and for the entire system as a whole, given that the system has properties that the elements do not have.
It is possible to implement such a model only with the use of a computer, since the processing of large amounts of information is required.
The proposed implementation of the task was carried out in the "client-server" system using the MySQL DBMS - for storing and accumulating information, the PHP module - for processing data and implementing a mathematical model, as well as a browser for displaying the results on the user's screen, i.e. creating a user interface.
At present, a database structure has been developed, a subsystem for structuring objects has been implemented, i.e. building it in the form of a hierarchy tree (rns.1) - taking into account the subordination of elements in assembly unit and node using the information stored in the database.
Figure 1 - Building a hierarchy tree
Figure 2 - An example of constructing a "Spider-CIS" graph
Also implemented is a subsystem for calculating changes in the state of a system element, internal and external links, nodes and the object as a whole. As a state criterion, the “CIS Spider” graph was used, due to its visibility and the possibility of using it not only for elements and links, but also for nodes and the object as a whole. To display the change in the technical state of elements and connections, the values of the object's variable parameters are plotted along the axes of the graph as a percentage compared to the initial state (Fig. 2). The basis for calculating the level of state change is the change in the area of the resulting polygon. When assessing the level of change in the state of nodes and the entire system, the level of the state of each element and connection is plotted on the axes.
The developed system allows to accumulate in the database information about the structure of the object, the history of changes in the parameters of the elements of the system, to calculate the degree of change in the state of the elements of connections, as well as the entire system with a graphical display. It is possible to issue practical recommendations, for example, on possible replacements of materials, changes in the accuracy of mating elements, replacement of types of lubricants, etc.
The implementation of the proposed model and program is carried out on the example of a jaw crusher and the base of recommendations for taking measures in accordance with the wear of its elements.
Bibliography
In recent years, more and more widely used various ways graphical presentation of information. On the one hand, this is due to the efficiency of perception of information received through visual channels, and on the other hand, the development of computer graphics tools, expanding the possibilities of its application. Graphical representations are usually an aid in decision making
Histograms are widely used. The advantage of histograms is their visibility. The disadvantages include the fact thatthe histogram (as well as similar diagrams) allows, as a rule, compare solutions based on only one single criterion. Histograms can be helpful at comparison of several options (more than two)one criterion. Comparison by several criteria using histograms is possible if the values corresponding to different criteria are measured in the same units. In this case, the data is presented in the form of a series of columns. However. if different options have different qualities to different extents, and an advantage in one criteria is combined with disadvantages in others, making a decision based on the histogram becomes difficult.
Unlike charts built in rectangular decarescoordinates, "Spider - TsIS" (the abbreviation "TsIS" is formed by the first letters of the name of the Central Institute of Welding, in which this method was developed) is a visualchart built in polar coordinates. axes,on which the values of the criteria are plotted are directed according to thedius from the center of the circle to the periphery. On fig. 20 atan example is provided to illustrate this method.
Let's say an engineer wants to change jobs. In search of a new place, the engineer received two proposals that are very different from each other, but each has its own advantages and disadvantages. Therefore, a person finds it difficult to accept this or that proposal. In one case we are talking on the post of head of department large enterprise, very tempting from a material point of view and meaning a well-known promotion, but associated with a heavy workload. Another proposal is less profitable in terms of money, but it is associated with less workload. In the second case, our engineer would be, as up to now, an employee technical department. The decision is further complicated by other considerations: in both cases, he must change his place of residence, which is also connected with the need to change his place of work for his wife.
The person decides to use the "Spider-CIS" method to find the best solution, presenting his problem on the "web" (see Figure XX). The first step is to match the decision criteria. The engineer selects 8 criteria:
salary,
independence;
professional interest;
restructuring (at work, relationships withcolleagues);
the possibility of obtaining housing;
the possibility of a new job for the wife;
additional loads (responsibility, the need to make decisions often, business trips, troubles, etc.),
additional benefits (bonuses, vacation, pleasant colleagues, etc.).
For these eight criteria, the engineer draws a circle and in it eight radial scales (see Fig. 20), on which he applies numerical and verbal designations in such a way that the best values are located closer to the center, and the worst ones are further from it, closer to the outer ones. circles. It does not matter how the scales are graduated - in relative units, legend or just verbally. The main thing is to see a gradual change in the criteria, reflecting a tendency to worsen when moving from the center to the periphery.
After completing this work, it is necessary to connect the points marked on the axes with a closed line - a polygon. First for the first and then for the second sentence. It is this closed broken line that is called the web. Now, on our polar diagram, two generally irregular polygons (an n-gon, where P - number of criteria), each of which presents its proposal.The "Spider-CIS" scoring rule says: "web" outlining the smallest area corresponds to the best option.
Note that the comparison does not imply an exact calculation of areas. If the difference in the magnitude of both areas cannot be reliably estimated "by eye", then it is insignificant. If the difference is striking, the matter is clear, and no measurements are required.
With this method of comparing two options, the shortcomings in them seem to be revealed by themselves and it becomes clear to what extent the improvement of one or another parameter will have a beneficial effect on the “big picture” (the area of the “web”). The number of objects or variants compared using the CIS diagram should not exceed four, otherwise the advantage of visibility is again lost.
The wasp spider belongs to the family of orb-weaving spiders. Its web is very remarkable - the pattern consists of zigzag broken lines. You can usually find such a trapping net in well-lit areas among bushes and herbaceous plants. This type most common in central and southern Europe.
Description
The wasp spider, or argiope bruennichi, is a fairly large insect. Representatives of this species have pronounced sexual dimorphism: females are much larger than males. In adult females, the average body size is 3 cm, but sometimes larger insects are also found. Males are much smaller - their body length, as a rule, does not exceed 0.5 cm.
Wasp spider has pretty bright color on the abdomen - it is covered. Six notches are located along the edges of the abdomen - in this area you can see the scatter of colors from orange to darker, almost brown. The head is black. On the cephalothorax there are short hairs of an ashy shade. The legs are long, black, girdled with a pattern in the form of pale yellow rings.
On a note! This coloration is unique to females. Males are much less expressive - their body is usually black or gray!
Lifestyle
Representatives of this species prefer to live in small groups of 20 individuals each. They settle in fields and meadows, in forest areas, as well as in other places with dense vegetation. At the same time, they choose open areas, which are well translucent and warmed up by the sun's rays.
To build a web, these insects choose a large spreading plant or build it between several shrubs. It takes about an hour for a spider to make one trapping net, and the construction process itself always takes place at twilight. The central part of the web consists of a stabilimentum - a pair of well-marked threads located opposite each other, which diverge from the middle.
It is interesting! The web of argiope bruennichi has the ability to reflect ultraviolet rays and it attracts insects quite well!
The finished fishing net is very beautiful - it has small cells arranged in a zigzag pattern. And in its center is always a spider that looks like a wasp. The hostess is located on the underside of the web, her long legs wide apart, and patiently waits for the next victim to fall into the trap.
Nutrition
The basis of the diet of the wasp spider is insects, both orthoptera and others. Most often, the following fall into the spaced networks:
- grasshoppers;
- flies;
- mosquitoes;
- butterflies;
- filly;
Caught in the web, the victim begins to twitch, which attracts a hunter located nearby. The spider immediately approaches, plunges its jaws into the body of the prey and paralyzes the caught insect with poison. As soon as the victim freezes, the hunter deftly wraps it in a web, bites off the restraining threads and hides it in a secluded place.
After some time, the poison, which contains digestive enzymes, softens the body of the victim, after which the spider begins to eat.
reproduction
The female becomes sexually mature immediately after molting. She throws off the old chitinous cover and allows the male to fertilize her, after which she eats him.
On a note! Scientists still cannot come to a consensus on why she does this. Some believe that in this way she tries to saturate her body with protein, which is necessary for the normal bearing of eggs. Others believe that a natural reflex is triggered - the female eats the male due to incompatibility in size, that is, it acts according to the principle of natural selection, when large individuals destroy small ones!
A female spider with a color like a wasp lays eggs about a month after mating. She weaves several cocoons from the web and places about 400 eggs in each. She hangs all the cocoons near her hunting net and soon dies.
Future offspring spends in a dense warm cocoon all winter. With the advent of heat, the young come out of the eggs, and spend some time in close proximity to the cocoon. During this period, many spiders die and there is only one reason for this - overpopulation of the territory, due to which there is not enough food for everyone. Thus, some packs die of starvation, others are eaten by their own brethren.
The survivors leave their homes around August. In windy weather, they scatter around the neighborhood with the help of their web. In autumn, the young reach sexual maturity.
Danger
The venom of the wasp spider is deadly to insects, but practically harmless to humans. At the same time, argiope bruennichi does not purposefully attack people. This insect can bite only by chance, if disturbed by picking it up. On the affected area may occur:
- slight swelling;
- redness;
- burning;
- pain.
But these symptoms often pass very quickly. If, after a wasp spider bite, discomfort begins to bother you, then something cold is applied to the affected area for speedy healing. After such a compress, the pain subsides and the swelling disappears.
In general, wasp spider venom for humans is quite weak. However, sometimes, in particular, with weak immunity, the negative reaction of the body can be quite intense. In such cases, anti-inflammatory ointments usually help. Argiope bruennichi poison can be dangerous for humans only if they are allergic to insect bites. In this situation, you should definitely seek qualified medical help.
The theory and practice of decision-making in conditions of multi-criteria was most capaciously disclosed in his work by R.L. Keaney and H. Rife.
An example of a method for making multi-criteria decisions from history. There are many variants of heuristic (not having a rigorous justification) methods of decision making. Probably one of the first was proposed in a letter from the famous scientist and politician B. Franklin to his friend D. Priestley (the letter was sent on September 19, 1772).
To quote him: “When difficult cases are encountered, they are difficult, mainly because, when considering them, all the arguments for and against are not simultaneously present in the mind; sometimes one part is present, at other times another, the former disappearing from view. Consequently, different goals or tendencies in turn take over, and there is an indeterminacy that puzzles us.
My way of overcoming this is to divide half the sheet of paper with a line into two columns; in one write the arguments “for”, and in the other - “against”. Then, after thinking about it for three or four days, I put under different headings short hints about the different motives that come to my mind at different times and say for or against the course of action.
When I have these together in view, I try to estimate their respective weights; if I find two, each on the other side, that seem to be equal, I cross them out. If I find a pro equal to two cons, I cross out all three. If I think that some two pros are equal to three cons, I cross out all five; continuing in this way I find in time where the balance is; and if after a day or two of further reflection nothing new appears on either side, I arrive at a corresponding certainty.
An excursion into the psychological theories of human behavior in decision making. The results of studies of people's behavior in solving multicriteria tasks were used in the development of a number of theories describing people's behavior in selection tasks (Table 44).
Table 44
Psychological theories of human behavior in decision making
| Theory | Author, source | Essence |
| Search for a dominant structure | G. Montgomery, O. Swenson. | Hypothesis: When choosing the best of a number of alternatives, the decision maker seeks to create a dominant structure. Pairwise comparing all (parts) of alternatives. The decision maker is looking for the one that: 1) is better than each of the others in at least one criterion; 2) its disadvantages are less significant than the disadvantages of alternatives compared with it. In accordance with the theory of the search for the dominant structure, the decision maker in the process of PR covers all alternatives with a glance, choosing the one that, at first glance, can be dominant. Then the other alternatives are compared in pairs with the chosen one. If the chosen alternative is the best, then the dominant structure is built and the decision maker can explain the choice. If, in any of the comparisons, some other alternative turns out to be better, then it is already considered as potentially dominant. This theory was confirmed when tracing PR processes using the method of verbal protocols. It turned out that the attention (percentage of the total problem solving time) paid to the dominant alternative in the selection process was greater than for any other alternative. |
| Designing strategies | D. Payne | In the process of solving the problem, not one, but several strategies are used. When comparing alternatives, people can first ignore the differences in scores on a number of criteria, then use the additive difference strategy, then the elimination strategy, and so on. The behavior of the subjects in the experiment is characterized by a combination of strategies, and not just one strategy. At the same time, the assessment of alternatives that have fallen into the zone of human attention has a direct impact on the formation of the overall strategy. At the stages of comparisons of alternatives, the selection rules may change depending on: 1) human efforts in applying the rule; 2) on the desired selection accuracy. People can make a mistake in choosing a strategy under the influence of certain (often insignificant) characteristics of alternatives. D. Payne's hypotheses were confirmed when tracing PR processes using the information board method. The outlined behavioral traits are typical for unprepared decision makers who have experience in PR, who own their favorite strategies, which they apply when solving problems. |
Graphic representation is of great importance for a person. It is known that 83% of all information that we perceive from the outside world enters our consciousness through the eyes. Often used as a graphical representation of information histograms. On fig. 32 shows a comparison of technological options in the form of histograms, where each of them has its own criterion (defective rate, manufacturing time, manufacturing cost). The histogram (as well as similar charts) allows comparison by only one criterion. As can be seen from fig. 32, while it is possible to compare either only the manufacturing time, or only the manufacturing cost, or only the parameter characterizing the quality of the product for two technologies. It is impossible or only partially possible to cover all three quantities. The extension to the three-dimensional case does not improve the situation much, because it allows taking into account only one more (second) criterion. In addition, it is necessary to depict the relationship between the criteria. Less difficulty arises when extending the graphical comparison to several options while maintaining one criterion. In this case, it is only required to put a number of bars next to each other in the histogram. However, since when making a decision it is often necessary to resort to several criteria, the noted drawback is significant.
Rice. 32. Comparing Variants Using Histograms
At one time, the Central Welding Institute (CIS) in Halle (GDR) developed a method called "spider-CIS", although the diagram used in it does not resemble a spider, but a web. Unlike diagrams built in rectangular Cartesian coordinates, "Spider-CIS" represents a diagram built in polar coordinates. The axes on which the values of the criteria are plotted are directed along the radii from the center of the circle to the periphery. On fig. 33 is an example explaining the method.
For example, a person by profession an engineer wants to change jobs. Looking for a new place, he receives two proposals that are different from each other, but each with its own advantages and disadvantages. Therefore, a person finds it difficult to make a decision. In one case, we are talking about the position of the head of a department in a large enterprise, tempting from a material point of view and meaning promotion, but associated with a heavy workload. Another offer is less profitable in terms of money, but is associated with lower loads. In the second case, the engineer would be, as today, an employee of the technical department. The decision is complicated by other considerations: in both cases, the place of residence changes and it is necessary to change the place of work for the wife. A person decides to use the Spider-CIS method to find a solution, presenting his problem on the "web" (see Fig. 33).
 |
Rice. 33. Comparison of options using the "Spider-CIS" method
The first step is to compare decision criteria. The engineer selects eight criteria: 1) salary; 2) independence; 3) professional interest; 4) restructuring (at work, relationships with colleagues); 5) the possibility of obtaining housing; 6) the possibility of a new job for the wife; 7) additional burdens (responsibility, business trips, troubles, etc.); 8) additional benefits (bonuses, vacation, pleasant colleagues, etc.).
For these criteria, a circle is drawn and there are eight radial scales in it, on which numerical and verbal designations are applied so that the best values are located closer to the center, and the worst ones are farther from it. It does not matter how the scales are graduated - in relative units, conventional notation, or only verbally. It is important that a gradual change in the criteria be seen, reflecting a tendency to worsen as one moves from the center to the periphery. In accordance with this, for the “salary” criterion, higher numbers are located closer to the center, for the “independence” criterion, which is assessed according to the system of grades reverse to school ones, higher scores are located on the periphery. With the verbal designations of the remaining criteria, everything depends on the wording of the criterion - whether such assessments as “very large”, “very high” should be located closer to the center or further from it (for example, a large load is a disadvantage, why this criterion value should be located further from the center ; large additional benefits - dignity, so the place of this value is closer to the center).
At the final stage, the points marked on the axes are connected by a closed line - a polygon. First for the first and then for the second sentence. It is this closed broken line that is called the web. Now two generally irregular polygons have formed on the polar diagram, each of which represents its own proposal. Evaluation rule based on "Spider-CIS": "web" outlining the smallest area corresponds to the best option.
When discussing the issue of decision-making in a multi-criteria environment, it is difficult to ignore the quality management system developed in Japan and recognized throughout the world.
Seven simple Japanese statistical methods for quality control, analysis and management. By 1979, a group of Japanese specialists led by K. Ishikawa identified "seven simple Japanese statistical methods for monitoring, analyzing and managing quality." The methods were given this name due to the fact that although they are designed to work with numerical (statistical) data, they are relatively simple and can be effectively used by workers without special mathematical training. This ensures the end-to-end development of the philosophy of the system of methods of all levels of production - from a simple worker to a top manager of the company.
The main purpose of simple quality tools is to monitor the current process and provide facts for correcting or improving the process.
The first one is checklists. Them general form shown below in Fig. 34.
Rice. 34. Type of control sheet
The second simple but effective tool is flat graphics. Here we mean the well-known conventional graphs that allow us to identify the correlation between two different factors (Fig. 35-37).
Rice. 35 . Scatterplot (Relationships
there are almost no quality indicators)
Rice. 36. Scatterplot (there is a straight line
Rice. 37. Scatterplot (there is an inverse
relationship between quality indicators)
The third methodological tool is histograms(from other Greek. column + writing) - a way of graphical presentation of tabular data. Histograms are one of the options for a bar chart that displays the dependence of the frequency of product or process quality parameters falling into a certain range of values from these values.
The histogram is constructed as follows: 1) determine the highest value of the quality index; 2) determine the lowest value of the quality index; 3) define the range of the histogram as the difference between the largest and smallest value; 4) determine the number of histogram intervals; 5) determine the length of the histogram interval (range / number of intervals); 6) split the range of the histogram into intervals; 7) count the number of hits of the results in each interval; 8) determine the frequency of hits in the interval; 9) build a bar chart.
The fourth tool stratification (stratification). It is the process of sorting data according to some criteria or variables, and the results are often shown in charts and graphs (Figure 38).
Rice. 38. Data Stratification
It is possible to classify the dataset into various groups with general characteristics, called the stratification variable. It is important to set which variables will be used for sorting. Stratification is the basis for other tools such as Pareto analysis or scatterplots. The combination of tools makes them more powerful. On fig. 38 shows an example of analysis of the source of defects. All defects (100%) were classified into four categories - by suppliers, by operators, by shift and by equipment. From the analysis of the presented data, it is clearly seen that the largest contribution to the presence of defects is made in this case by “supplier 1”.
The fifth widely used tool (Fig. 39) is Ishikawa diagram(cause and effect diagram). Proposed by a professor at the University of Tokyo, Ishikawa Kaoru back in 1953.
Rice. 39. View of the Ishikawa diagram
The sixth effective tool is V. Pareto diagram. The Pareto analysis was named after the Italian economist Vilfredo Pareto, who showed that most of the capital (80%) is in the hands of a small number of people (20%). Pareto developed logarithmic mathematical models describing this non-uniform distribution, and mathematician M.O. Lorenz provided graphic illustrations.
Pareto Rule - 20:80 - universal principle applicable in a variety of situations, and no doubt in solving quality problems. Joseph Juran noted the universal application of the Pareto principle to any group of causes that produce a particular effect, with most of the effects caused by a small number of causes. Pareto analysis ranks individual areas in terms of significance or importance and calls for identifying and first of all eliminating those causes that cause the most problems (inconsistencies).
Pareto analysis is illustrated by the Pareto diagram (Fig. 40), on which the abscissa shows the causes of quality problems in descending order of the problems they cause, and the ordinate shows the problems themselves in quantitative terms, both in numerical and accumulated (cumulative) ) in percentage terms.
The diagram clearly shows the area of priority action, outlining those causes that cause the most errors. First of all, preventive measures should be aimed at solving the problems of these problems.
Rice. 40. Pareto Chart
seventh tool - control charts. This is a special type of diagram, first proposed by W. Shewhart back in 1925. They have the form shown in fig. 41 and display the nature of the change in the quality index over time.
Rice. 41. General view of the control chart
According to Kaoru Ishikawa, the use of these methods can solve 95% of any problems that arise in production. Based on the task, a system for applying quality methods is being developed. It does not have to contain all seven methods. The order of application of quality control tools in the system may be different, depending on the established goal.
Questions for self-examination
1. Tell us about the essence of B. Franklin's method used in making multicriteria decisions.
2. Name the psychological theories of human behavior when making decisions.
3. What is the essence of comparing options using histograms?
4. Tell us about the essence of building a Spider-CIS diagram and making decisions on it.
5. Tell me about seven simple statistical methods– tools for monitoring, analysis and quality management – the basis modern systems quality management in Japan and the world as a whole.
Planning and conducting meetings
The importance of meetings in decision making. Meetings are the lifeblood of any organization. It is estimated that 50 to 90% working time a modern leader spends on meetings, meetings, meetings, conversations, negotiations, etc. An illustration of the classification of tasks solved individually or collectively under conditions of different information certainty is given in fig. 42.
Rice. 42. Classification of decision-making problems
The meeting is a form of collective decision making in small groups. We are talking about decisions that are made in commissions, juries, colleges - small groups. In this case, the decision-making group (GPR) acts as the decision maker. The traditional way to solve these problems is to organize meetings (sessions) at which members of the collective decision-making body act as experts, evaluating various options for solutions and persuading other members to join their opinion. In many cases, these discussions lead to consensus, which sometimes reflects a compromise between the members of the collective decision-making body.
Today there is the following typology of meetings (Table 45).
Table 45
Meeting types
It is important for leaders at all levels to know how to conduct meetings effectively. There are many beautiful (and not very!) examples of these procedures from history. Written back in 1922 by V.V. Mayakovsky’s poem “The Sitting Ones”, which ends with the words: “You won’t fall asleep with excitement. Early morning. With a dream I meet an early dawn: “Oh, at least one more meeting regarding the eradication of all meetings!”.
Much has been done to reduce meeting time. So, great entrepreneur and production manager Henry Ford, Sr., held a number of meetings standing up for efficiency, stimulating intellectual efforts with the physiological resources of the participants.
Technology for preparing and holding meetings. There are five proven rules for preparing meetings (Table 46).
Start of the meeting. You need to start the meeting right on time. In the opening remarks, it is necessary to clearly outline the problem under discussion and once again draw the attention of all those present to ultimate goal meetings. To encourage discussion, highlight the practical implications of the issues being discussed. Even better, ask your audience a series of specific questions right away. Try to clearly see the connection between the topic of the meeting and the interests of those who attend it, to whom it may seem useless. Agree with the meeting participants the rules for working together. Assign one of the participants to take the minutes. The opening speech should be within 10 minutes. It is recommended to write down main theme and the sequence of topics on the board in such a way that they are always in front of the eyes of the audience and speakers.
Table 46
Rules for preparing meetings
| № | rule | Comment |
| Clearly define the topic and desired outcome of the meeting | If the topic is vaguely defined and there are many aspects to it, then after the discussion the participants have a feeling of dissatisfaction. In addition, you need to determine for yourself what result you need: make a decision on a particular issue; develop recommendations for making such a decision; convince those present that the steps you have already taken are the right ones | |
| Plan your agenda carefully | Choose the order in which questions are to be considered. At the same time, proceed not from business criteria, but from psychological ones. It is best to start with the topic that is easiest to solve. The “success” achieved will cheer the meeting participants. Identify issues that might spark lively discussion and think about ways to steer that discussion in the right direction. Illustrate difficult problems with visual aids. Consider in advance what character traits of certain participants in the meeting may appear in its course and how to respond to them. Think in advance how to involve the most reticent of those present in the discussion of problems. The opinion of this category of specialists can be very valuable. You can't let them get away with it | |
| Familiarize the participants of the meeting with the facts discussed during the discussion | This familiarization can be arranged prior to the meeting by providing appropriate documentation to prospective attendees. | |
| Send an invitation early to those who should attend the meeting | From such an invitation, the subject and purpose of the meeting should be clear. Those who cannot effectively help to achieve the desired results should be informed of the progress of the meeting, can then receive the minutes and see the results. | |
| Choose a venue for the meeting based on its objectives | Accommodation conditions for participants are very important for creating an appropriate business environment. The room should have normal air temperature, good ventilation and not too luxurious furnishings. Everyone present should be able to easily see and hear the speaker. |
Organization of the discussion. The discussion can be organized in different ways. An open and fruitful discussion is possible only in an atmosphere of ease. It is necessary to maintain a calm and friendly tone all the time, excessive formality can stifle discussion.
The presentations should be arranged in such a way that the discussion develops gradually. If you really want to benefit from the meeting, you need to be familiar with all points of view on the issues discussed, incl. and with those that are opposite to yours. And that means you have to be very careful with your choice of words. A sharp remark like “this is absolutely wrong” or “you are fundamentally mistaken” kills the thought and hurts the self-esteem of the speaker, and therefore blocks the path of a true discussion.
Sometimes it is useful to give an immediate assessment to each proposal that is made. However, if there is a fear that critical assessments can cool the creative ardor of the participants, then it is better to use the “brainstorming” method, where it is allowed to express seemingly incredible proposals, and their criticism is prohibited until the end of the “attack”.
You will be able to achieve the development of the discussion in the right direction if you always make sure that the speakers remain within the framework of the problem and they are not "drifted" to the side. But it is necessary to act in this case very diplomatically. In order not to offend or humiliate the opponent, a number of the following rules have been developed:
1. Despite the irritation, speak slowly and quietly.
2. Address not directly to your opponent, but to the entire audience. This creates a businesslike and relaxed environment.
3. At the very beginning of your remark, emphasize that on some issues the views of you and your opponent coincide. You can even back it up with some new argument. Only after that it is necessary to move on to counterarguments, formulating them in the form of specific questions.
Skillful questioning is the right way to manage a discussion. At the same time, it is possible to switch the attention of those present from one topic to another, to focus attention on aspects of the problem that have remained in the shadows. This makes it possible to find out new data or to force the meeting participants to take a clearer position on a particular issue.
One of the important requirements for the leader of the meeting: do not impose your position on the other participants from the very beginning. Remember that the position of the leader gives special weight to your words, and those present who hold opposing views on the issue under consideration may simply not dare to express them so as not to contradict the authorities.
In addition, a neutral position does not at all exclude the possibility of expressing one's opinion. You just need to state it in the third person: “Recently I read that ...” or formulate it as a question: “Maybe you should think about the question ...”.
End of the meeting. At the end of the meeting, briefly summarize the discussion and identify future activities that are planned to be carried out in accordance with the decision.
End the meeting on a positive note. This makes it possible to achieve confidence that all those present clearly understand what was discussed at the meeting, they are convinced that some progress has been made in the course of the discussion.
The results of the meeting must be recorded in the minutes and distributed to all persons who should be informed about them.
The effectiveness of the meeting depends entirely on the overall leadership style. The principle “I am the boss in this house” will inevitably affect the atmosphere of the meeting. In this case, an informal discussion will not work. It is possible only with a truly collegial leadership style.
Meeting participant types. When holding a meeting, one should proceed from the fact that one often has to deal with the characteristic types of participants in the discussion (Table 47). Therefore, you need to know how to deal with them or how to neutralize them.
Table 47
Type of meeting participants
| № | Type name | Method of interaction (neutralization) |
| "Wrangler" | Maintain composure and efficiency. Leave a group of participants to refute his claims | |
| "Positivist" | Offer him a debriefing, consciously draw him into the discussion | |
| "Know-It-All" | Call on a group of participants to take a stand on his statements | |
| "Talkative" | Tactfully interrupt. Remind about the rules | |
| "Shy" | Ask simple questions, build confidence in his abilities | |
| "Negativist" | Recognize and value his knowledge and experience | |
| "Disinterested" | Ask him about work. Give examples of his area of interest | |
| "Big bump" | Avoid direct criticism, use the “yes, but…” technique | |
| "Questioner" | Address his questions to a group of participants |
General Tips organization and conduct of the meeting boil down to the following five recommendations.
1. You should spend 10-15 minutes to draw up for yourself at least a schematic plan for the upcoming meeting. Outline who in what order to give the floor, what to address Special attention present and what to expect from them.
2. Learn to highlight the main idea in each speech. Abstract from the "verbal noise", which is inherent in many specialists who sincerely believe that it is simply not respectable to briefly express their opinion or proposal, and therefore try to fully occupy the time allotted to them according to the regulations.
3. Suppress any emotional outbursts during the meeting. After all, emotions drastically reduce the effectiveness of the exchange of views, but they greatly increase the duration of meetings.
4. Stop the attempts of individual specialists to confuse the rest of the audience, using for this purpose extremely specific terminology, understandable only to them.
5. Try until the very last time to hide from the meeting participants, if they are your subordinates, the personal opinion with which you came to this meeting.
Thus, any meeting, as a common way of making collective decisions, has advantages and disadvantages (Table 48).
Table 48
Advantages and disadvantages of meetings
To overcome vices traditional ways collective decision making three lines of research on decision-making in small groups: 1) non-antagonistic games; 2) group decision support systems; 3) organizing the work of the decision-making group with the help of an intermediary (analyst, consultant).
1. Non-antagonistic games. One of the areas in game theory, focused on the development of mathematical models that describe the process of developing a compromise, is the search for equilibrium points. Works in this direction are, as a rule, purely theoretical.
2. Group decision support systems. Are being developed local networks for HPR members, formal algorithms for comparing preferences on a given set of objects. Decision support systems are designed to make each member of the PRT aware of the views of others. The task of coordinating the opinions of the members of the GPR is either not set, or is reduced to averaging opinions. From a practical point of view, the approach does not correspond to the tasks of making responsible decisions.
3. Organization of the work of the GPR with the help of an intermediary (analyst, consultant). From a practical point of view - the most promising direction. A striking example– decision conferences. The organization and holding of decision-making conferences are associated with the names of S. Kamerer (USA) and L. Philips (England). They were the first to develop the methodological foundations for organizing decision-making conferences and got a good practical result.
In the processes of collective decision-making, various methods are used, the essence of which is disclosed below in Table. 49
Table 49
Characteristics of methods for finding solutions
| № | Method | a brief description of |
| Brainstorm | It consists in a collective attack of the problem. Known as "brainstorming", "conference of ideas", proposed by A. Osborne. Its principles are: 1. Two groups of people participate in solving the problem: idea generators and experts. Generators are people with creative thinking, imagination and knowledge in science, technology, economics. Experts are people with a large amount of knowledge and a critical mindset. They play the role of analysts. 2. There are no limits when generating ideas. Any ideas are expressed, incl. erroneous, playful, without evidence and justification. They are recorded in the protocol, in the computer, on video. The basis of the method is the separation of the process of integrating ideas from the process of evaluating them. The generation of ideas is carried out in an environment where criticism is prohibited. 3. The philosophical basis of the assault is the views of Z. Freud, according to which the human consciousness is a fragile stratification over the abyss of the subconscious. Usually, a person's thinking and behavior is determined by consciousness, where control and order reign: consciousness is "programmed" by habitual ideas. But elemental forces raging in the subconscious break through the thin crust of consciousness. They push a person to violate prohibitions, irrational thoughts. During the assault, one has to overcome psychological complexes, prohibitions, due to the usual ideas about the possible and the impossible. Therefore, it is so important to create conditions for the breakthrough of vague ideas from the subconscious. The whole force of the assault is manifested in the ban on criticism. But the ban on criticism is also a weakness of brainstorming. To develop an idea, you need to identify its shortcomings. And for this, a critique of this idea is needed. | |
| Synectics | It is a method of searching for an idea by attacking a problem by groups of professionals using analogies and associations. "Synectics" (from Greek) means "combination of heterogeneous elements" and is based on the principles of brainstorming. But if the usual assault is carried out by people who are not trained in special techniques, then synectics involves the participation of permanent groups of specialists and uses the appropriate analogies. |
Continuation of the table. 49
lines on the axes, a closed line - a polygon. First for the first and then for the second sentence. It is this closed broken line that we called the web. Now, in our polar diagram, two generally irregular polygons (n-gons, where n is the number of criteria) have formed, each of which represents its own proposal. The evaluation rule based on the "Spider - CIS" says: "web", outlining the iaaaaaaaaaaa, corresponds to the best variant.
Qualitatively, this is quite understandable. If the best values of individual criteria are always on the inner circle, the area of the polygon should be the smaller, the better the corresponding variant is evaluated. This is a global statement that takes into account all criteria. It follows from it that in order to obtain a quantitative result, both sites must be measured.
There were supporters of such an intention. It is important, however, to clearly understand that the “web” of the “Spider-CIS” does not have a geometrically unambiguous area. Even if the same criteria were chosen and the same numerical values were assigned, the area of the corresponding p-coal can only change due to the fact that we have changed places in the scale, that is, their (counted along the arc of a circle) sequence. The area and shape of the "web" also changes if any criterion is excluded from consideration, or vice versa. is additionally introduced if the angles between the scales are not the same or if we change the divisions of the scales or the internal values are out of range.
Thus, there are many factors that affect the area of \u200b\u200bthe "web", so about a geometrically unambiguous size, with all the desire to be no knife ~. In addition, such measurements are simply vain work. This would mean, as they say, to fire cannons at sparrows. It may be objected that we are not talking about the absolute value of the area (in square millimeters). but only about the ratio of the values of the two areas, in order to better answer the question which of the two "webs" is smaller. This should be answered: if the difference in the magnitude of the two areas cannot be properly assessed "by eye", then it is insignificant. If the difference catches the eye, it's a clear matter, and no measurements are required. And if the difference is so small that “by the eye” is indistinguishable, then it is not worth measuring, since taking into account all the inaccuracies and subjective factors mentioned above, this difference does not matter. So, it must be said that the choice between two (barely several) options with the help of "Spider - TsIS" is feasible only if the difference between the areas of the corresponding
of the "spider webs" is striking. Otherwise, both (or all) possibilities should be considered as equivalent or having the same order. From this point of view, the method "Spider CIS" cannot be considered a fully quantitative method, perhaps only half.
After these theoretical considerations, let's take a look at Fig. 20. See which of the two areas is smaller? Anyone who has a good eye will notice that the offer of the position of the head of the unit corresponds to a smaller
ivic in remis
Shiaasimimi
i' wiyami
having m ip
n rasim "sciatica and
e evsei s" Mesim e
Cheese" sisa vvverm Nys
Sejschia misery Levisa minchs
Rice. 20 Comparison of two syn machines for spot welding
The busy reader can "come to terms with the haraatv-
Ristic devices ala spot welding. referring to the book:
square. Anyone who does not believe can make carbon copies of these "webs", cut them out and weigh them on an analytical balance or measure them with a planimeter.
As the next example, consider one of the first applications of the method, which was implemented in the CIS to select a promising development option. It was necessary “to equalize how two types of spot welding pliers are quoted on the world market (Fig. 2)) p. were used for honeydew
Loading...