The Meaning of the Intelligent Consortium

Before formally introducing the organizational settings of the Intelligent Consortium, it is necessary to define its meaning. In traditional corporate organizations, based on their cybernetic and mechanistic settings, company owners and managers act as decision-makers, while grassroots employees typically take on the role of executors. Executors’ behaviors can be understood as either an extension of the decision-makers’ will or a substitute for their physical actions. Generally, I also consider machines to be physical extensions of human behavior, performing functions that transform the physical world beyond the limitations of human physical capabilities. As highlighted in the earlier critique, the effectiveness of mechanistic and cybernetic systems is influenced by information complexity, and overly complex information sets lead to diminished effectiveness in real-world organizational decision-making.

The Intelligent Consortium is an alternative to the organizational structure of cybernetic and mechanistic systems, resembling the architecture of a deep learning neural network based on connectionism. In the Intelligent Consortium organization, individuals are regarded both as intelligent agents and as neurons within the organizational network, and the organization itself is seen as an intelligent agent with higher intelligence potential, composed of these individuals. As demonstrated by the characteristics of deep learning network frameworks, each neuron serves as a decision-making unit within the intelligent program, contributing substantially to the final output. Similarly, in the Intelligent Consortium organization, every individual is considered a decision-making unit, influencing the organization’s external output through their decisions.

Drawing on the characteristics of connectionism, the organizational structure of the Intelligent Consortium, similar to a deep learning network, can circumvent the limitations associated with cybernetic computer programs (as mentioned earlier). It should enhance the intelligence potential of the intelligent agent by increasing the number of organizational individuals and incorporating larger amounts of information. Based on the perspective from “Decision and Intelligence” in “Organizational Settings of Intelligenism,” which equates improved organizational decision-making effectiveness with increased organizational intelligence degree, it can be inferred that increasing the number of individuals and expanding information volume may similarly enhance the organization’s decision-making effectiveness.