1. Sustainability (and other stories)
HART to earth
Sustainability
(and other stories)

2. Agenda
Sustainability: role for HART
Modeling for HART
Video!!!

3. HART for sustainability
Sustainability issues
New solutions
New insights
New methodologies
New challenges
New tools
New applications
HART

4. Sustainability: more than environment
environmental, economic and social issues are interlinked
economy only exists in the context of a society,
both society and economic activity are constrained by the earth’s natural systems.
A secure future depends upon the health of all three
environment
economy
society
Sustainable Development encompasses balancing environmental, economic, and societal needs.

5. Social and economic development
Millennium Development Goals (UN)
to be achieved by 2015 or 2020
Hunger and poverty, education, women’s position, children and mothers, health, environmental sustainability
Global partnership for development

6. HART themes for sustainability
Collaboration
Sensor networks
Intelligent systems
Distance, distributed, teams
Simulation
ABMS
What if analysis
Augmented reality
Gaming
Virtual environments

7. Chances for HART Human built systems and human impact:
design, optimization, modeling and impact
Energy and resource management;
Transportation;
Sustainable communities and cities; urban planning;
Eco-system monitoring, modeling and management:
Models of ecosystem structure and function;
species distribution and migration;
invasive species; emerging diseases;
Pollution: greenhouse gas emissions, toxic pollutants, and agricultural runoff.
Economics and human behavior modeling:
Human well-being
Health support

8. Integrated model for HART
Aim: a framework where social behaviour can be studied
For H, A and R
Including
a generic architecture able to represent social and individual aspects,
adaptable to (nature, capabilities, architectures) the individuals,
and at different levels of abstraction

9. What do I do? Agents and organizations Agents Organizations Autonomy
Regulation
Agents are motivated by their own objectives, beliefs…
May take up role in organization if that serves their purposes
Organizations have own purpose
Exist independently of the agents populating it

10. Regulation versus Autonomy
Regulated, or directed, behavior
Pre-determined behavior, external to agent:
Lack of agility
Do not consider differences in individual capabilities
Strict obedience to rules often does not get work done
Autonomous behavior
Ability to make decisions about own activity
Individual rationality is insufficient to deal with social behavior (helpfulness, greater good, …)
(Informal) structures are necessary for coordinating processes and stability

11. Approach: OperA
Balance between organizational regulation and individual autonomy
Specify interaction independently from agent’s internal design
Interaction structures are not completely fixed in advance
Enables open systems and heterogeneous participation
OperA: separation between agent and role
Minimal requirements, dynamic enactment
Explicit agreements concerning individual performance
Explicit agreements concerning interaction
Enables evolving societies
OperA: landmarks H A R

12. Social System Individual Collective Intentional Behavioural Social
Cultural
Social System
Internal
External

13. Collective structures
The MASQ Metamodel
(Ferber, Stratulat, Tranier, 2009)
Individual
Collective
Internal
External
Mind
Presence/ Object
Decisional part
of an agent
Entities in
the environment
Culture
Space
Shared elements
Social norms
Collective structures

14. Presence Mind Space Culture
BRIDGE
Perceptions
Influence
External state
& Capabilities
Presence
OperA
Internal state
Mind
Collective structures
& Interaction rules
Space
relation
Objects
Culture
Constitutive & Regulative norms

15. Mind: implementation Model individual decision making
Represent the impact of the social on the individuals and what impacts on the social level
(simple) rules
(complex) reasoning models, e.g. BDI
Emulate human behaviour as a conjunction of
Reasoning (decision-making)
Emotions
Personality
Personal values (cultural background, ethical or moral beliefs etc.)

16. The BRIDGE architecture
Beliefs
Response
Intentions
Desires
Goals
Ego
The BRIDGE architecture B E D G I
Inference method
personal ordering
Preference
Cultural beliefs
Normative beliefs
Growth needs
deficiency needs
sense
act
generate
select
plan
update
interpret
filter
plan select
direct
select
explicit
implicit
overrule R
direct
urges, stress
stimuli

17. Presence: Implementation
Virtual: agents
Physical: robots
Simulated humans
Capabilities
Sensing
Acting
Communicating
Roles:
Expected capabilities, objectives, norms

18. Spaces: Implementation
Teamwork
Aims and requirements are determined for teamwork
Global behaviour is more than ‘sum’ of individual behaviours
Social Spaces
OperA Organizational Model:
Social structure
Organization Structure
Normative Structure
Physical Spaces:
tbd

19. Creating the Social Structure

20. Creating the Social Environment

21. Creating the Interaction Structure

22. Validation Validation checks:
Meta-model constraints (is the model an instance of the meta-model?)
OperA specific constraints (is the model a correct OperA model?)
Validation intended as design-assistance

23. Culture: Example of Implementation
UAI (Uncertainty Avoidance Index).
High: high defensive threshold against change; acceptance of government orders.
IDV (Individualism).
High IDV: agents will follow own goals and beliefs before those of the society
PDI (Power Distance Index).
High: individuals are more likely to follow norms coming from authorities.
Combinations!
Eg. high UAI and high PDI leads to a pyramid model of organization.
UAI high: Oa φ ≥a Na ¬φ
deontic norms are preferred over social norms
IDV high: Ga φ ≥a Oa ¬φ
individual goals are preferred over norms
PDI high: Bfarmer Bofficial φ → Bfarmer φ
farmer accepts beliefs of officials

24. Dynamics: Behaviour change - prescription
Mind
Presence
deliberation
sense
Culture
Space

25. Dynamics Behaviour change - emergence
Mind
Presence
deliberation
sense
Culture
Space

26. Final remarks Work in progress ! Next steps:
Formalization and implementation of BRIDGE agents (e.g. using 2APL or GOAL frameworks)
Culture model
OperAtionalization:
From OperA model to running simulation (Repast, Brahms)
From OperA model to ‘closed’ system:
Roles as skeletons for agents (in ALIVE project, using AgentScape)
From OperA model to ‘open’ system:
Roles as input for agent participation (deliberation, negotiation, with Birna, Catholijn)

27. Video: you even get to choose!
Fun:
Highlights: