May 01, 2013
TYPES OF SYSTEMS
There are four basic types of system depending on whether the parts and the whole can display choice, and therefore, be purposeful.
|Type of System Model||Parts||Whole||Example|
|Mechanistic||No choice||No choice||Machines|
July 15, 2011
Stafford Beer, Cybernetics and More!
Here are several videos that have Cybernetics as their main topic, as provided to us by Javier Livas. Some have been made using material from Stafford Beer directly. The rest deal mostly with Management Cybernetics as applied to different situations. Included are two major videos each of which last for more than two hours. The first is UNIVERSO KUBERNETES which talks about the evolution of the science of Cybernetics and its implications. The second is THE UNIVERSAL MANAGER which puts together Beer's ideas on management in a single package.
What is Cybernetics?
Feedback / Stafford Beer
The Intelligent Organization PART I Stafford Beer // Javier Livas
The Intelligent Organization PART II Stafford Beer // Javier Livas
The Intelligent Organization Q&A
Viable System Model
Viable Systems meet Complex Adaptive Systems
Management Cybernetics: Science of Effective Organization
Management Cybernetics & Redesigning Government
Management Cybernetics & Chaos Theory
Management Cybernetics: The Law of Requisite Variety
Management Cybernetics: The Cybernetic State
Pycho-Cybernetics and Management Cybernetics
Law & Cybernetics
The Human Brain & Cybernetics
Stuff, Life & Cybernetics
Soros, Popper & Cybernetics
(The Budapest Conferences and Financial Times Videos by George Soros)
Model of a Living Organization
The Financial Crisis and Cybernetics
Cybernetics vs Status Quo: Ideas from Stafford Beer
Cybernetics and Systemic Traps
The Universe and You
The US DOLLAR, a recursive theory of money creation
CAPTAIN of the Brain Explorer Submarine (ALL)
THE UNIVERSAL MANAGER, based on Stafford Beer's Viable System Model // Javier Livas
April 05, 2008
A. Stafford Beer and Project Cybersyn
more equal and responsive than before - a sort of socialist Internet, decades ahead of its time.
Recently, an article was published in New York Times detailing the "Chilean" experiment conducted by Stafford Beer and his colleague for the Allende administration. To read the article click on the following URL: Before '73 coup, Chile tried to find the right software for socialism
June 15, 2006
Thinking about the Future and Globalization
So much time is currently spent in worrying about the future that the present is allowed to go to hell. Unless we correct some of the world's current systemic deficiencies now, the future is condemned to be as disappointing as the present. My preoccupation is with where we would ideally like to be right now. Knowing this, we can act now so as to constantly reduce the gap between where we are and where we want to be. Then, to a large extent, the future is created by what we do now. Now is the only time in which we can act.
I have found widespread agreement among governmental and organizational executives that their current state is more a product of what their organizations did in the past than a product of what was done to them. Therefore, our future state will be more a product of what we do now than of what is done to us.
If we don't know what state we would be in right now if we could be in whatever state we wanted, how can we possibly know in what state we would like to be in the future? Furthermore, statements of where we want to be in the future are usually based on forecasts of what the future will be. Such forecasts are inevitably wrong; we cannot identify all the significant changes that will occur in our environments between now and then.
It is for this reason that so many plans are never completely implemented; they are dropped when it becomes apparent that the forecasts on which they are based are false. I was once told by a public planner that only two percent of the public-sector plans produced in my country were ever completely implemented for this and other reasons.
October 21, 2005
Dancing With Systems
By Donella Meadows
1. Get the beat.
2. Listen to the wisdom of the system.
3. Expose your mental models to the open air.
4. Stay humble. Stay a learner.
5. Honor and protect information.
6. Locate responsibility in the system.
7. Make feedback policies for feedback systems.
8. Pay attention to what is important, not just what is quantifiable.
9. Go for the good of the whole.
10. Expand time horizons.
11. Expand thought horizons.
12. Expand the boundary of caring.
13. Celebrate complexity.
14. Hold fast to the goal of goodness.
People who are raised in the industrial world and who get enthused about systems thinking are likely to make a terrible mistake. They are likely to assume that here, in systems analysis, in interconnection and complication, in the power of the computer, here at last, is the key to prediction and control. This mistake is likely because the mindset of the industrial world assumes that there is a key to prediction and control.
To read this article, click on the link: Dancing With Systems
September 16, 2005
Essay in Honor of Dr. Aron Katsenelinboigen
Vera Zubarev writes about Aron Katsenelinboigen - whom she
describes as friend, father, and teacher - and discusses their conversation
"which never stops."
Dr. Aron Katsenelinboigen was professor emeritus of operations and information management. Born in the
Dr. Vera Zubarev is a bilingual Russian-English poet, writer, and scholar who
teaches in the Department of Slavic Languages at the Universityof
To read the essay, please click on the following link: My Journey by Vera Zubarev
June 29, 2005
Design For A Self-Regenerating Organization
Dr. Michael C Geoghegan (email@example.com) and Dr. Paul
Ashby Centenary Conference
March 4-6, 2004, University of Illinois, Urbana
Ashby’s Design for a Brain [Ashby 1952] comprises a formal description of the necessary and sufficient conditions for a system to act ‘like a brain,’ that is, to learn in order to remain viable in a changing environment, and to ‘get what it wants’. Remarkably, Ashby gives a complete, formal specification of such a system without any dependency on how the system is implemented. In this presentation the authors will argue how Ashby’s formalisms can be applied to human organizations.
All organizations seek to successfully carry out
transactions that achieve their goals and assert their identity, whether to educate
college students for employment, to govern a territory fairly, or to make money
for shareholders. An organization’s transactions are predicated on agreements,
and agreements in turn are based on conversations in a shared language. Thus human
organizations are delimited by their operation in the domain of language, and
Ashby’s ‘essential variables’ are the ‘shared truths’ of an
organization—perturbed by the environment, regulated by employees’ actions, and
carried in its language.
To read this article, click on the link: Design For A Self-Regenerating Organization.