Earth’s Complexity Is Non-Computable: The Limits of Scaling Laws, Nonlinearity and Chaos

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Share by Michael Garfield in the Complexity Explorer group on Facebook – a recommended join:

https://www.facebook.com/groups/2156854757698450

AbstractCurrent physics commonly qualifies the Earth system as ‘complex’ because it includes numerous different processes operating over a large range of spatial scales, often modelled as exhibiting non-linear chaotic response dynamics and power scaling laws. This characterization is based on the fundamental assumption that the Earth’s complexity could, in principle, be modeled by (surrogated by) a numerical algorithm if enough computing power were granted. Yet, similar numerical algorithms also surrogate different systems having the same processes and dynamics, such as Mars or Jupiter, although being qualitatively different from the Earth system. Here, I argue that understanding the Earth as a complex system requires a consideration of the Gaia hypothesis: the Earth is a complex system because it instantiates life—and therefore an autopoietic, metabolic-repair (M,R) organization—at a planetary scale. This implies that the Earth’s complexity has formal equivalence to a self-referential system that inherently is non-algorithmic and, therefore, cannot be surrogated and simulated in a Turing machine. I discuss the consequences of this, with reference to in-silico climate models, tipping points, planetary boundaries, and planetary feedback loops as units of adaptive evolution and selection.

Feedback: What connects and separates Jimi Hendrix and cybernetics?

Cybernetics Society – A science for life.

New and really nice Cybernetics Society website.

(This is the UK-based CybSoc, not to be confused with the American Cybernetics Society – though they work together closely)

System redesign toward creating shared value July 20, 2021 By Moein Khazaei, Mohammad Ramezani, Amin Padash and Dorien DeTombe

System redesign toward creating shared value – Integration and Implementation Insights

Feedback / Stafford Beer

Feedback / Stafford Beer – YouTube

Radical Uncertainty: Design beyond solutionism – Webinar

Radical Uncertainty: Design beyond solutionism – Webinar Tickets, Fri 23 Jul 2021 at 10:00 | Eventbrite

JUL 23

Radical Uncertainty: Design beyond solutionism – Webinar

by The Radical Methodologies Research and Enterprise Group (RaMREG)

Radical Uncertainty: Design beyond solutionism webinar. University of Brighton Radical Methodologies Research and Enterprise Group. RaMREG

About this event

The University of Brighton Radical Methodologies Research and Enterprise Group (RaMREG) and the Centre for Arts and Wellbeing (CAW) are delighted to invite you to Radical Uncertainty: Design beyond solutionism. This event will explore situations characterised by changeability, conflicting values and uncertain boundaries. Please see the outline below.

We are excited that we will be joined by guest speakers Mihir Bhat, Shilpi Srivastava, Zoe Sadokierski, Chris Rose, and Claudia Westermann. These speakers have been invited as their work and ideas have influenced our framing of the event. Each guest will present personal reflections informed by their work in response to the ideas and questions outlined below. We invite you to participate in the conversations and questions that emerge.

Radical Uncertainty: Design beyond solutionism

The term ‘radical uncertainty’ can be characterised by extreme complexity, instability or disagreement about what is considered known or knowable. As such, the event will discuss diverse conceptions of uncertainty and seek to identify modes of working that embrace rather than eliminate complexity.

The event seeks to identify and discuss situations characterised by changeability, conflicting values and uncertain boundaries. These include embodied, emotional, and tacit ways of knowing and representing the world (Mehta, Lyla, and Shilpi Srivastava, 2020) and ideas of responsibility, accountability and ethics.

Design is situated within the rich, shifting, complex and relational systemic situations as both discipline and practice. We, therefore, seek strategies that enable us to ‘stay with’ the unknown and the unknowable without becoming bound by cyclical exercises in rhetoric.

How can we embrace practices and deliver strategies that better engage with global challenges characterised by their radical uncertainty?

For further information about RaMREG and our members please see this link

Linking to https://stream.syscoi.com/2021/05/23/polycentricity-gerhard-guenther-and-more/ and the way in which everyone, these days, is seeking polycentric organisations (to some degree, and whether they know it or not)

Co-Production, Polycentricity and Value Heterogeneity: The Ostroms’ Public Choice Institutionalism Revisited – Tarko and Aligicia (2013)

https://www.academia.edu/5648350/Co_Production_Polycentricity_and_Value_Heterogeneity_The_Ostroms_Public_Choice_Institutionalism_Revisited?email_work_card=view-paper

An Introduction to Polycentricity and Governance – Mark Stephan, Graham Marshall, and Michael McGinnis (2019)

Principle seven of GRAID at Stockholm Resilience Centre – promote polycentric governance

Friston’s Free Energy Principle Explained (part 1)

Friston’s Free Energy Principle Explained (part 1) | jared tumiel

Absorptive capacity

Absorptive capacity – Wikipedia

Absorptive capacity

In business administration, absorptive capacity has been defined as “a firm’s ability to recognize the value of new information, assimilate it, and apply it to commercial ends”. It is studied on individual, group, firm, and national levels. Antecedents are prior-based knowledge (knowledge stocks and knowledge flows) and communication. Studies involve a firm’s innovation performance, aspiration level, and organizational learning. It has been said that in order to be innovative an organization should develop its absorptive capacity.

A Frame for Deframing in Strategic Analysis R. Dunbar, R. Garud, S. Raghuram Published 1996 Computer Science Journal of Management Inquiry Deframing processes are needed to deal with pervasive change. We describe what is meant by a frame and how strategy analysts develop and rely on frames to help their understanding. We also discuss the limitations of frames and the need in a changing world for people to be able to both frame and deframe to facilitate their understanding. We then present a frame for understanding the deframing process. 

[PDF] A Frame for Deframing in Strategic Analysis | Semantic Scholar

A Frame for Deframing in Strategic Analysis

• R. Dunbar, R. Garud, S. Raghuram
• Published 1996
• Computer Science
• Journal of Management Inquiry

Deframing processes are needed to deal with pervasive change. We describe what is meant by a frame and how strategy analysts develop and rely on frames to help their understanding. We also discuss the limitations of frames and the need in a changing world for people to be able to both frame and deframe to facilitate their understanding. We then present a frame for understanding the deframing process. 

Exploring the challenges of system leadership in the voluntary and community sector Stephen Moss

Full article: Exploring the challenges of system leadership in the voluntary and community sector

Exploring the challenges of system leadership in the voluntary and community sector

Stephen MossPages 125-137 | Received 23 Aug 2019, Accepted 03 Dec 2019, Published online: 23 Jan 2020

ABSTRACT

LankellyChase Foundation works to bring about change that will transform the quality of life of people who face severe and multiple disadvantage. It set up the ‘Promoting Change Network’ (PCN) to foster learning, and to support 40 or so organisations which receive funding from the Foundation. This was in recognition of the challenges they face in their work to alleviate severe and multiple disadvantages – combinations of problems around homelessness, substance abuse, mental health, domestic violence and abuse, and chronic poverty. Action learning was a supportive intervention commissioned by LankellyChase for PCN grantees, covering London and the North of England/Glasgow. Two Action Learning Sets met five and six times respectively between November 2014 and July 2015. The Sets demonstrated the importance and value of standing back and questioning your approach – when you are part of the (complex) health and care system you are aiming to change.