William Frere Lawless

Argues that social science has not achieved the pre-eminence of physical science because it lacks a theory of social dynamics. To overcome this problem and prepare for a future of interacting agents, a theory is sketched of the social statics and dynamics in interaction contexts. The boundary limits of cognitive science are established and a theory that maps between objective and subjective reality is provided. By determining the relationships between perceived and actual situations and behaviors, interaction context theory has the potential to advance our knowledge of human behavior. 2012 APA, all rights reserved)

Rational social theorists have failed to confirm that observations of social reality equal social reality. Yet they argue that teams, organizations and social systems should minimize interdependence and competition, echoed by social psychologists to make data iid. But the evidence indicates that competitive teams maximize interdependence; self-reports of social reality correlate poorly with social behavior; and only competition measures interdependent social states. Rational expectations aside, we report progress towards a science of interdependence for human–machine teams. Our model of interdependence works like an uncertainty principle in the sense that tradeoffs arise from the uncertainty caused by measuring interdependent actors in orthogonal roles; e.g., in the tradeoff between teams and individuals, teams are more productive but more opaque. Previously, we described interdependence as bistable stories of social reality; the motivation to reject alternative interpretations, increasing uncertainty and errors; and the inability to factor social states. Now we explore education as a surrogate for intelligence in teams. We hypothesized that teams rely on the education of its members to produce more patents. We found that the average schooling in a nation is significantly related to its total patents produced.

Rational social theorists have failed to confirm that observations of social reality equal social reality. Yet they argue that teams, organizations and social systems should minimize interdependence and competition, echoed by social psychologists to make data iid. But the evidence indicates that competitive teams maximize interdependence; self-reports of social reality correlate poorly with social behavior; and only competition measures interdependent social states. Rational expectations aside, we report progress towards a science of interdependence for human–machine teams. Our model of interdependence works like an uncertainty principle in the sense that tradeoffs arise from the uncertainty caused by measuring interdependent actors in orthogonal roles; e.g., in the tradeoff between teams and individuals, teams are more productive but more opaque. Previously, we described interdependence as bistable stories of social reality; the motivation to reject alternative interpretations, increasing uncertainty and errors; and the inability to factor social states. Now we explore education as a surrogate for intelligence in teams. We hypothesized that teams rely on the education of its members to produce more patents. We found that the average schooling in a nation is significantly related to its total patents produced.

Rational social theorists have failed to confirm that observations of social reality equal social reality. Yet they argue that teams, organizations and social systems should minimize interdependence and competition, echoed by social psychologists to make data iid. But the evidence indicates that competitive teams maximize interdependence; self-reports of social reality correlate poorly with social behavior; and only competition measures interdependent social states. Rational expectations aside, we report progress towards a science of interdependence for human–machine teams. Our model of interdependence works like an uncertainty principle in the sense that tradeoffs arise from the uncertainty caused by measuring interdependent actors in orthogonal roles; e.g., in the tradeoff between teams and individuals, teams are more productive but more opaque. Previously, we described interdependence as bistable stories of social reality; the motivation to reject alternative interpretations, increasing uncertainty and errors; and the inability to factor social states. Now we explore education as a surrogate for intelligence in teams. We hypothesized that teams rely on the education of its members to produce more patents. We found that the average schooling in a nation is significantly related to its total patents produced.