Thursday, November 8, 2012

Network Dynamics & Coupling: Shannon’s Reverie Reprised . . . updated


Shannon’s (fictional) Reverie . . .
Claude Shannon woke up one morning and said to himself, “Think of how our brains operate – it habituates to repeated stimuli but pays attention to a rare stimulus; things that are rare must carry a lot of information!” So, what do I know about quantifying rare or unlikely things? I know that things that are highly likely are highly probable; so unlikely-things or novelty can be thought of as the inverse of probability. But snap! Probability goes from 0 to 1; I need a “squashing” function around it so that the novelty measure does not blow up fast but at the same time, very low probability things (highly novel things) are highly weighted. How about . . .?




A bit of cleanup via taking expectations, probability density functions and some proper logarithms and we have Shannon’s famous equation for “information”,


When you reduce a (joint) probability density function to a scalar, there is a lot that you throw away; the “trick” is that the scalar that you come up with captures some aspect of reality that is *useful*. As the explosion of communication technologies in the past few decades shows, Shannon’s scalar sure did!

I am not claiming that this is how Shannon did his research but this is one way to approach new insights that you may have and their quantification.

Social and Other Networks:
In my recent blog on Social Networks, “What does ‘Emergent Properties in Network Dynamics’ have to do with Shopping?”, I noted the following: “Facebook connects us in a vast network – this is only a first step. The deep reason for the fascination with social networking can be understood from the shopper example. Shoppers are enmeshed in an ever-changing network of social interactions and preferences. Today in Retail Analytics, data are treated as isolated bits of information. In reality, data exist in *embedded* forms in preference and influence networks of the shopper as well as distributed in time and space.”

As you know, interest in understanding such Social Networks and controlling their “dynamics” via “influence functions” of nodes, etc., are at a fever pitch – advertising, retail and many other day-to-day eCommerce activities can benefit from a better conceptualization and quantification of social network dynamics.


We know that “coupling” in networks generate very interesting dynamics (see, Steven Strogatz, “Sync: The emerging science of spontaneous order”, 2003, for a very readable overview).  Consider the ultimate of all networks – the brain. When we do “brain mapping”, interesting patterns arise. The brain mapping pictures show scans of a “depressed” and a “non-depressed” person. In the Depressed case, the brain regions are NOT coupled whereas in the non-depressed or Normal case, there is significantly more coupling and more uniform activity across the entire brain. Note however that if we looked at such a scan for an epileptic patient during a seizure, the scan will be all “lit up” showing nearly-complete coupling – that is a degenerate case!

Reprising the Reverie . . .
Coming back to healthy coupling and following Shannon’s (fictional) thinking process outlined in the first paragraph, what do I know about quantifying “coupling”? I know that when the underlying sources are coupled, their “stimulation” of the neocortex is uniform and they show up equally across the network at the same time, much like a single “wavefront” that reaches all the regions simultaneously. Imagine you are at a beach looking out to the sea and gentle waves are rolling in – let us say in parallel to the beach. If you are standing knee-deep in the water and look in a direction parallel to the beachfront (i.e., up or down the beach), the spatial frequency in your “look direction” (or the frequency of “corrugation”) is 0 cycles/meter! Much like the ocean waves, the single waverfront of stimulation is nearly “constant” across the distributed neocortex and its relevant strength can be thought of as the power at zero frequency.

I happen to know that power at zero frequency is called “Scale of Fluctuation” or “θ” in random field theory. From the previous work of Eric Vanmarcke (“Random Fields”, 1983, with an updated edition in 2010),
For the initiated, the equation and the accompanying figures below are hugely meaningful! In the figure, the “height”, (g(0) times π ) and the “area” under the normalized autocorrelation function, ρ(τ), are marked in blue – this is “θ”! This is the graphical meaning of Vanmarcke’s equation for θ.


The result shown above is for a time series. For the brain mapping case, “θ” is 4π2g(0,0) of its 2-D normalized spectral density (same pattern follows for higher dimensional random fields). Calculations of θ for 1-D and 2-D cases are straight forward; ways to calculate “instantaneous” values of θ are also available using Kalman Filtering (introduced in my past publication, “Instantaneous Scale of Fluctuation Using Kalman-TFD & Applications in Machine Tool Monitoring”). Some curious properties of θ for 2nd order linear time invariant systems were also developed there. To recap the highlights –

From discrete-time linear time-invariant system principles, we know that constant damping ratio and undamped natural frequency contours in the z-plane are as shown on the left.
It is notable that for a second-order system, the constant θ contours shown on the right have remarkably simple geometric shapes. In fact, for θ = 1, the equation is quartic but very similar to a circle with origin at (0.5 + j0) and radius = 0.5!

Equation for θ = 1 contour is (x2 + y2) 2 + x2 + y2 – 2x = 0

There are more details in PG Madhavan, Theory and estimation techniques for Random Field Theory and "Theta" with practical applications: Instantaneous Scale ofFluctuation Using Kalman-TFD & Applications in Machine Tool Monitoring, SPIEProceedings, SPIE Vol. 3162, pp. 78-89, 1997.

Similar to Shannon’s scalar, H, θ reduces the joint probability density function to a scalar. Does θ capture some aspect of reality that is useful? The constant θ contours above seem to imply great significance as fundamental as natural frequency and damping – but at this time, such insights are not forthcoming!

Similar to Shannon’s scalar, H, θ reduces the joint probability density function to a scalar. Does θ capture some aspect of reality that is useful? Some real-world applications of θ from the past (see its use for machine tool chatter prediction) point to the following physical insights.



While highly speculative, previous studies and our “Shannon approach” suggest that θ is proportional to “coupling” and to “order” in a distributed node system whereas it is inversely related to “degrees of freedom (df)”. In the case of “df”, the concept is that more degree of freedom is a “dangerous precipice” for a distributed system where different parts are de-synchronized and they can spin off in different directions - pandemonium can ensue!

Large θ seems to indicate an ordered, widely-cooperative and well-functioning network; however, it is conceivable that a large θ may also indicate degenerate cases such as epileptic seizure or full-fledged chatter conditions (extreme cases of coupled sources and distributed action). An example is shown below.

Large θ on the left is a hallmark of “distributed order” whereas the large θ on the right, that of “locked-in order”. Low θ condition in the middle is visually indicative of disorder and the potential for degeneracy!


θ in Social Networks:
To help develop our intuition, let us consider some snapshots of geographcally distributed network maps. We have (1) Internet activity over continental United States, (2) LinkedIn infographic map and (3) Facebook social network map.

We notice strong coupling in the Eastern half of US among Internet nodes and similar features in the LinkedIn and Facebook networks. Our intuition is that the *bright spots* obvious in the Northeast US of the Internet map or the EU area in the Facebook map indicate more “correlated” activity. For simple network maps, we have developed primitive methods to estimate θ based on correlation functions.


Before we leave this blog, consider the brain map and the US map of the Internet. What we see in these pictures can be called “surface structure”, i.e., observed or measureable quantities. In the brain, the Surface Structure is created by activity deep within the brain (I am NOT referring to Chomskian linguistics model here). In the past, naïve physical modeling has conceptualized dipole oscillators in the “deep structure” of the brain giving rise to the Surface Structure as a starting point for theorizing. In the case of the brain, there are indeed Deep Structures (nuclei and ganglia and their dendritic potentials) giving rise to voltage variations on the scalp surface (earthquake tremors recorded on the surface of the earth and activity deep in the earth’s crust form a similar model).

Clearly, the Surface Structure of the Internet cannot be related to any actual Deep Structure in a physical model – there is no mechanical turk behind the Internet pulling the strings! However, even in such cases, conceptualizing observed activity as the resultant of implicit Deep Structure may be useful in developing analysis methods. The hope is that the physical model of network activity utilizing the concept of explicit or implicit deep structures with internal coupling will help advance our “analytics” tools for the extraction of patterns and information from spatially and temporally distributed networked systems.


www.JINinnovation.com
Dr. PG Madhavan was CTO Software Solutions at Symphony Teleca Corp. Previously, he was the CTO & VP Engineering for Solavei LLC and the Associate Vice President--Technical Advisory for Global Logic Inc.  PG has 20+ years of software products, platforms and framework experience in leadership roles at major corporations such as Microsoft, Lucent, AT&T and Rockwell and startups, Zaplah Corp (Founder and CEO) and Solavei. Application areas include mobile, Cloud, eCommerce, banking, retail, enterprise, consumer devices, M2M, digital ad media, medical devices and social networking in both B2B and B2C market segments.  He is an innovation leader driving invention disclosures and patents (12 issued US patents) with a Ph.D. in Electrical & Computer Engineering.  More about PG at www.linkedin.com/in/pgmad

Saturday, October 20, 2012

Analytics: New Insights & Actions in Brief


Facebook connected us in a vast network – this is only a first step. The deep reason for the fascination with social networking can be understood from an example. Shoppers are enmeshed in an ever-changing network of social interactions and preferences; desirable behavior can be made to emerge by perturbing the interactions within the network.

Insight #1: Network embedded data.
Today in Analytics, data are treated as isolated bits of information. In reality, data exist in *embedded* forms in preference and influence networks of the shopper as well as distributed in time and space. There are few if any analytics techniques that explicitly exploit embedding – if new ones do, such techniques will be very powerful.

Insight #2: Closing the Analytics Loop.
Analytics extract meaningful patterns and information from raw data. But what do we do with those insights? The promise of Analytics will be fulfilled only when we close the loop via actions that lead to profitability in the broad sense. Emergent Marketing is an example of closing the loop of “analytics” drawn from retail data and shopper network activity back to the customer generating purchase activity and additional new analytics.

Insight #3: Emergent Marketing.
Emergent Marketing is a low-level multi-node intervention in a human social network that creates the emergence of a ground-swell of a desirable activity (“emergent” activity) without identifiable one-to-one causality. In a “crawl-walk-run” approach to developing full-fledged Emergent Marketing techniques, JIT Branding is a “slow crawl”.

Insight #4: Just-in-time Branding.
JIT Branding using Linear Influence Model (LIM) is a primitive Emergent Marketing tool. LIM models minimally incorporate the dynamics and the ability to perturb the network in a fine-grained manner. The design and number of “contagions” for the emergence of desirable “ground-swells” of activity are also open issues at this time.
·          The true value of LIM modeling for JIT Branding is that key shoppers’ influence functions are estimated from historical data. In general, these influence functions are not available and naïve guesses have to be employed (such as exponential decay).

Closed-loop Analytics:
Insights from analytics can be “closed” in multiple ways: via the shopper, via merchandising and via many stages of the supply chain. Our focus is on closing the loop via the shopper; they involve advertisements, discounts or loyalty programs plus new approaches.
1.       Proximity Marketing using Passive Organic Search - implemented (New).
2.       Viral Marketing using Shop Ally™ - ready for implementation (relatively NEW).
3.       Emergent Marketing using JIT Branding™ - technology ready (brand NEW).

More details at . . .
o    “Emergent Marketing: A New Force in Social Commerce”http://pgmadblog.blogspot.com/2012/10/emergent-marketing-new-force-in-social.html
o     “What does ‘Emergent Properties in Network Dynamics’ have to do with Shopping?” http://pgmadblog.blogspot.com/2012/10/what-does-emergent-properties-in.html
o     "Business IPTV Service – A New Cloud Business Vertical" http://pgmadblog.blogspot.com/2009/09/advertisers-are-always-looking-for-ways.html


Dr. PG Madhavan was CTO Software Solutions at Symphony Teleca Corp. Previously, he was the CTO & VP Engineering for Solavei LLC and the Associate Vice President--Technical Advisory for Global Logic Inc.  PG has 20+ years of software products, platforms and framework experience in leadership roles at major corporations such as Microsoft, Lucent, AT&T and Rockwell and startups, Zaplah Corp (Founder and CEO), Solavei and Aldata. Application areas include retail, mobile, Cloud, eCommerce, banking, enterprise, consumer devices, M2M, digital ad media, medical devices and social networking in both B2B and B2C market segments.  He is an innovation leader driving invention disclosures and patents (12 issued US patents) with a Ph.D. in Electrical & Computer Engineering.  More about PG at www.linkedin.com/in/pgmad

Thursday, October 18, 2012

“Flow at Work” – not Workflow!


Did you watch the Obama-Romney second debate? On the “feisty-ness” meter, Obama started slow and ramped up to a higher level of controlled feistiness by the second half. Obama’s facial expression showed it all – tense at first and completely “in the moment” later.

Countless gurus have talked about living in the moment, being in the moment and so on. Being feisty (dictionary definition: full of spirit or pluck; frisky or spunky) allows you to be in the moment. When you are, you have all your resources available to you without being overly concerned about the environment you are in or the reactions that may come later. The Universe’s resources are at your disposal at that time! Mind you, feistiness has to be moderated for you to be able to marshal those resources – this is the difference between being angry or hyped-up and feistiness; it is a fine balance.

Feistiness resulting in “in the moment” moments also gives you “flow”. Flow is a concept discovered by Mihaly Csikszentmihalyi (I am told that the last name sounds like “Chick-sen-me-hai”). Csikszentmihalyi is noted for his work in the study of happiness and creativity (see his book, “Flow: The Psychology of Optimal Experience”). Here is Csikszentmihalyi’s concept.

Csikszentmihalyi’s Concept of “Flow”

Adapting to our case, let us say you are assigned a task at work. The balance between the challenge of the task and your skill level determine how well you perform the task (and likely the quality of your output). Let us say the task puts you in the top-left red-colored section – ulcer time; you are faced with a massive challenge that you are ill-equipped to meet. Now consider the bottom-right green-colored section. There may be times in your career that you want to be here and coast a little bit; you just had your 3rd child in three years, 2 of them are colicky and the other one has not figured out the concept of sleeping at night. You may indeed want to be in the green section for a few calendar quarters. This may not be the optimum return on investment for your employer but at least the employer is not losing you!

Forget the bottom-left bluish sections – everyone loses. The extreme top-right sector is where the magic happens; “Flow” is where we want to be; you, your employer, your family and your friends. You are super-productive, you are playful and fun! Can you live in the Flow sector forever? That would be nice . . .

In the figure above, you “hopscotch through Flows”; life is made up of a sequence of dwell-times in Flow sectors – this is more than a charmed life! Anything remotely close rarely happens to most of us; more than likely, our lives are something like this . . .


Your work life will be all over the place with a few visits to the Flow sector if you are fortunate! The best we can hope for and work towards is something in-between these two scenarios. There are things we can do as (1) a worker, (2) a leader and (3) outside work to find Flow. There are also things we can do with dwell-times in the Flow sector: transient Flow and persistent Flow. Let us consider them in some detail.

Persistent Flow is the kind that is associated with work tasks such as involvement in a multi-calendar- quarter project. As far as Transient Flow is concerned, we already talked about one example – President Obama’s controlled feistiness that put him in the Transient Flow state. With external concerns gone, his temporarily-unavailable skills reappeared in the later portion of the debate and they rose to match the challenge of the situation. Feistiness is an innate trait; there may be other personality traits that will allow you to surface Transient Flow at will. External situations can also engender Flow in us. A common example is software coding and debugging. The activity draws you in so much that you forget the external world; you are in the moment and Flow state ensues (this may be why many young folks are drawn to software!). However, note that external situations are not always under your control and hence such Flow states cannot be called up when you want it. It appears that Buddhist monks and gurus can turn on Transient Flow at will by “being in the moment”; or perhaps do this continually (“permanent” Flow). Unfortunately, this level is not accessible to the average worker.

Flow as a Worker:
You are the best judge of your skills; you alone know the true level of it in a particular area. Having said that, we typically judge our skill level in the context of a challenge; there is nothing like an intrinsic skill level measure that is accessible to us. Challenges are similar; knowing the challenge level of a task a-priori is an art form; you and your manager must jointly estimate it. However, in both cases, by mid-career, you and your manager can get a decent estimate of a pending task’s challenge and your skill levels. Choose tasks that will put you in the Flow sector whenever you can; this is worth fighting for! At least, try to land in the yellowish sectors at every opportunity.

Flow as a Leader:
There will be many times in your career when you have the chance to, or play a part in putting together a team. I always try to deliberately put as many of my team members in the Flow sector as I can for as long as I can and explain to the team what I am trying to accomplish. Any project or organization has tasks that range over many challenge levels. So if you are in a position to hire fresh talent, hire people with skill levels that match task challenge levels. If you hire all geniuses, some of them will end up in the bottom-right sectors – when skills are under-matched by the task, attention wanders and productivity goes down. On the other hand, if the team members are in their own Flow sectors, life is good for the leader – team dynamics are great, people are super productive and the project may go even faster than the published schedule! One other thing that the leader ought to do is to explain when a team member has to make a side trip to the bluish areas temporarily due to special project circumstances – this is “taking one for the team” by the member; publicly acknowledge it and reward it.

Flow outside Work:
For most Americans in their middle years, work is life. However, there is life outside work! Flow outside work comes in two flavors. One is an escape and the other is a “calling”. For some of us (unfortunately), work is a pay check so that we can indulge in our outside passions – mountain climbing, going to flea markets or building furniture. These individual passions provide the Flow that they cannot get at work. Others have “callings” outside work – could be their children, a charity, environmental concerns and so on. As in the previous case, work is a paycheck that pays for their calling. There may be circumstances which make us think that Flow outside Work will compensate for the lack of Flow at Work; do not settle for either-or. Imagine spending half your life in Boredom and the other half in Arousal (bottom and top of Csikszentmihalyi’s picture) – not a very pretty picture.

Clearly, Persistent Flow at and outside Work as well as Transient Flows lead to “Flow in our Lives”. Hope you find it!


Dr. PG Madhavan was CTO Software Solutions at Symphony Teleca Corp. Previously, he was the CTO & VP Engineering for Solavei LLC and the Associate Vice President--Technical Advisory for Global Logic Inc.  PG has 20+ years of software products, platforms and framework experience in leadership roles at major corporations such as Microsoft, Lucent, AT&T and Rockwell and startups, Zaplah Corp (Founder and CEO) and Solavei. Application areas include mobile, Cloud, eCommerce, banking, retail, enterprise, consumer devices, M2M, digital ad media, medical devices and social networking in both B2B and B2C market segments.  He is an innovation leader driving invention disclosures and patents (12 issued US patents) with a Ph.D. in Electrical & Computer Engineering.  More about PG at www.linkedin.com/in/pgmad