Decision-Making and Intelligence

In the actions of organizational individuals, execution is a manifestation of pure mechanism and cybernetics, because execution is merely the process of organizational individuals taking action based on the only path derived from decision-making. As stated earlier, execution only produces information and does not apply existing information, so observing pure execution cannot assess an individual’s or organization’s intelligence degree. Thus, the intelligence of individuals and organizations is realized through the decision-making process, with execution serving as the manifestation of that intelligence.

Based on this reasoning, what constitutes good organizational decision-making, and what constitutes good organizational intelligence? Are the two equivalent?

When an evaluated organization, as an individual within a larger organization, achieves better external rights transformation efficiency while satisfying internal individuals’ rights transformations, it can be said to exhibit good organizational decision-making. According to the theory presented in the chapter “On Intelligence,” good intelligence means that an intelligent agent has better adaptability to its external environment, enabling it to acquire more external resources. In the Intelligenism definition of intelligence performance, good organizational decision-making ability is nearly equivalent to the high intelligence performance of intelligent agents. Organizations make diverse decisions that are distributed among individuals, and effective organizational decision-making relies on individuals making quality decisions. As introduced in the “On Intelligence” chapter regarding deep learning architecture, constructing an organizational network structure akin to a neural network—by treating individuals as neurons—may enhance decision quality, leading to improved organizational decision-making efficacy. The chapter On the Intelligent Consortium will explore this construction approach.