The Architect's Collaborator: Toward Intelligent Tools for Conceptual Design

In early stages of architectural design, as in other design domains, the language used is often very abstract. In architectural design, for example, architects and their clients use experiential terms such as "private" or "open" to describe spaces. If we are to build programs that can help designers during this early-stage design, we must give those programs the capability to deal with concepts on the level of such abstractions. The work reported in this thesis sought to do that, focusing on two key questions: How are abstract terms such as "private" and "open" translated into physical form? How might one build a tool to assist designers with this process? The Architect's Collaborator (TAC) was built to explore these issues. It is a design assistant that supports iterative design refinement, and that represents and reasons about how experiential qualities are manifested in physical form. Given a starting design and a set of design goals, TAC explores the space of possible designs in search of solutions that satisfy the goals. It employs a strategy we've called dependency-directed redesign: it evaluates a design with respect to a set of goals, then uses an explanation of the evaluation to guide proposal and refinement of repair suggestions; it then carries out the repair suggestions to create new designs. A series of experiments was run to study TAC's behavior. Issues of control structure, goal set size, goal order, and modification operator capabilities were explored. In addition, TAC's use as a design assistant was studied in an experiment using a house in the process of being redesigned. TAC's use as an analysis tool was studied in an experiment using Frank Lloyd Wright's Prairie houses.

The Japanese Business System: Key Features and Prospects for Change

This paper argues that the Japanese business system cannot be adequately understood without extending the focus of analysis beyond the individual firm to the vertical keiretsu, or business group. The vertical group or keiretsu structure was first identified and studied in the auto and electronics industries, where it is most strongly marked, but it characterizes virtually all sectors, service industries as well as manufacturing. Large industrial vertical keiretsu are composed of subsidiaries engaged in three distinct types of activities (manufacturing, marketing, and quasirelated business). The coordination and control systems are built on the flows of products, financial resources, information and technology, and people across formal company boundaries, with the parent firm controlling the key flows. The paper examines the prevailing explanations first for the emergence and then for the persistence of the vertical group structure, and looks at the current pressures for change and adaptation in the system.

Japanese Scientific And Technology Information in the United States - Public Policy and Private Initiatives

In January 1983 a group of US government, industry and university information specialists gathered at MIT to take stock of efforts to monitor, acquire, assess, and disseminate Japanese scientific and technical information (JSTI). It was agreed that these efforts were uncoordinated and poorly conceived, and that a clearer understanding of Japanese technical information systems and a clearer sense of its importance to end users was necessary. That meeting led to formal technology assessments, Congressinal hearings, and legislation; it also helped stimulate several private initiatives in JSTI provision. Four years later there exist better coordinated and better conceived JSTI programs in both the public and private sectors, but there remains much room for improvement. This paper will recount their development and assess future directions.