source:

Cybernetics Society – YouTube

Cybernetics Society

Cybernetics Society website

London Tube Quick Cybernetics

The Uses and Abuse of Cybernetic Concept in Economics, Dr David Dewhurst

Radically Constructing Ethics. 50th Conference.

Prof Andrew Pickering on the early life and future potential of Cybernetics

Imparity, Service-Dominant Logic, and the Architecture of Enterprise: Jenkinson, CybSoc 2019

David Wood: Cybernetics Society Conference 2019

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Cybernetics Society – YouTube

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Registration

Centre for Systems Studies Seminar: Re-appraising Alexander Bogdanov’s Contribution to Systems Thinking

• Wed, Nov 18, 2020 4:30 PM – 6:30 PM GMT

Show in My Time Zone

Alexander Bogdanov is usually referred to, in the systems community, as someone who anticipated von Bertalanffy’s development of general system theory. With his rehabilitation in Russia, the opening of the Soviet archives, and the translation of more of his writings into English, the time is right for a fuller appraisal of the range of his contributions. This preliminary review outlines some avenues that such a reappraisal might explore. In particular: – The impact of his work at the time of the Russian revolution – The philosophy behind and the systems ideas expressed in his greatest work, Tektology – His science fiction writings describing the functioning of a fully fledged communist society situated on Mars – The similarities between his ideas and those of later systems thinkers, particularly Stafford Beer and his work in Chile Michael C. Jackson is Emeritus Professor at the University of Hull, editor-in-chief of Systems Research and Behavioral Science, and MD of Systems Research Ltd. He graduated from Oxford University, gained an MA from Lancaster University and a PhD from Hull, and has worked in the civil service, in academia and as a consultant. Between 1999 and 2011, Mike was Dean of Hull University Business School, leading it to triple-crown accreditation. Mike has been President of the International Federation for Systems Research and the International Society for the Systems Sciences. He is a Companion of the Association of Business Schools, a Chartered IT Professional, and a Fellow of the British Computer Society, the Cybernetics Society, the Chartered Management Institute, the Operational Research Society and the International Academy for Systems and Cybernetic Sciences. Mike has received many awards, two honorary degrees, and has been a visiting professor at numerous international universities. In 2011 he was awarded an OBE for services to higher education and business.

book via link:

Registration

Toward a theory of schizophrenia Gregory Bateson Don D. Jackson Jay Haley John Weakland First published: 1956

https://doi.org/10.1002/bs.3830010402Citations: 1,420 PDFTOOLS SHARE Abstract Schizophrenia—its nature, etiology, and the kind of therapy to use for it—remains one of the most puzzling of the mental illnesses. The theory of schizophrenia presented here is based on communications analysis, and specifically on the Theory of Logical Types. From this theory and from observations of schizophrenic patients is derived a description, and the necessary conditions for, a situation called the “double bind”—a situation in which no matter what a person does, he “can’t win.” It is hypothesized that a person caught in the double bind may develop schizophrenic symptoms. How and why the double bind may arise in a family situation is discussed, together with illustrations from clinical and experimental dat

Toward a theory of schizophrenia – Bateson – 1956 – Behavioral Science – Wiley Online Library

pdf link: http://www.uio.no/studier/emner/sv/sai/SOSANT2525/h14/pensumliste/bateson_toward-a-theory-of-schizophrenia.pdf

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Catch-22 and the paradoxes of organisational life | Eight to Late

Catch-22 and the paradoxes of organisational life

with one comment

“You mean there’s a catch?”

“Sure there’s a catch”, Doc Daneeka replied. “Catch-22. Anyone who wants to get out of combat duty isn’t really crazy.”

There was only one catch and that was Catch-22, which specified that a concern for one’s own safety in the face of dangers that were real and immediate was the process of a rational mind. Orr was crazy and could be grounded. All he had to do was ask; and as soon as he did, he would no longer be crazy and would have to fly more missions…”   Joseph Heller, Catch-22

continues in source:

Catch-22 and the paradoxes of organisational life | Eight to Late

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Systems Thinking for Sustainability – Sustainability Course – FutureLearn

Subjects 

Courses 

Using FutureLearn 

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• Online Courses
• Business & Management

NEW

Systems Thinking for Sustainability: An Introduction to the Symbiosis in Development (SiD) Theory

Understand how the Symbiosis in Development (SiD) framework helps you create the foundations of a sustainable society.Join course for free

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Systems Thinking for Sustainability – Sustainability Course – FutureLearn

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System Thinking | MIT xPRO

Join Professor Sterman for a live webinar on Thursday, October 15th at 12 PM ET and get your questions answered live. Reserve your seat here.

SYSTEM THINKING

A five-week online course that will make you a better problem solver and improve the performance of your projects by teaching you to apply system thinking in technical environments.

SIGN UP FOR UPDATES & YOUR WEEKLY SCHEDULE

Submit your information to receive updates about this online course and download the week-by-week schedule.

By submitting your information, you are agreeing to receive periodic information about online programs from MIT related to the content of this course.

BECOME A VITAL PART OF YOUR ORGANIZATION’S FUTURE

We are surrounded by systems. The products, processes, and projects that we work on are increasingly complex and interrelated systems. Organizations are calling on you, their technical professionals, to drive and optimize complex projects under high-pressure conditions.  

Through this online course, MIT faculty will teach you how to think of things as systems — the process of understanding how entities influence one another within a whole. You’ll be able to then communicate that gaining insight and apply new methods, techniques, and vocabulary to your projects and processes. System thinking (or “systems thinking”) helps organizations examine complexity and simplify it; recognize patterns, and create effective solutions to challenges. Understanding and approaching problems from a systems perspective in technical environments is an essential skill for your career. 

October 26, 2020

Online

5 Weeks

$1,149

ENROLL NOW

IN THIS COURSE YOU WILL LEARN TO:

Apply systems thinking to improve the performance of your projects. Understand how systems thinking is used in diverse areas such as logistics & transportation, project management, and computation. Participate in a project management simulation to apply the concepts learned, and engage in activities to contextualize each concept.

source:

System Thinking | MIT xPRO

source (h/t Mikael Seppala)

How to maximise the benefits of a system value approach | World Economic Forum

How can we maximise the benefits of a system value approach?

12 Oct 2020

1. Kristen PaneraliHead of Electricity Industry, World Economic Forum
2. Stephanie JamisonSenior Managing Director, Accenture Global Utilities Leader

The World Economic Forum COVID Action PlatformLearn moreMost PopularWhy we’re one step closer to a flu vaccine that lasts foreverAnne Trafton · MIT News 13 Oct 2020Chart of the Day: This is how the $88 trillion global economy is spread around the worldKate Whiting 13 Oct 2020WHO warns herd immunity strategy ‘unethical’ and other top COVID-19 storiesKate Whiting 13 Oct 2020More on the agendaForum in focusOur new partnership will accelerate the responsible sourcing of raw materials via blockchainRead more about this projectExplore contextFuture of EnergyExplore the latest strategic trends, research and analysis

• The path to an integrated zero-carbon energy system needs to take into account not only cost, but also system value.
• The journey towards a sustainable energy transition has three stages.
• Investments in renewables, efficiency and the grid come first and remain essential throughout the path

continues in source:

How to maximise the benefits of a system value approach | World Economic Forum

Much as I love the folks at Strong Towns and all my other friends and inspirations in urban and environmental spaces, this is not ‘stupidity’ or ‘trolling’ – though there might be tiny percentage of trolling in there – these are real human, family, and community concerns we must address.

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Philosophy and complexity | Francis Heylighen – Academia.edu

Philosophy and complexity

Francis Heylighen2007, Complexity, science and society179 Views21 Pages1 File ▾Show more ▾Abstract: The science of complexity is based on a new way of thinking that stands in sharp contrast to the philosophy underlying Newtonian science, which is based on reductionism, determinism, and objective knowledge. This paper reviews the historical development of this new world view, focusing on its philosophical foundations. Determinism was challenged by quantum mechanics and chaos theory. Systems theory replaced reductionism by a scientifically based holism. Cybernetics and postmodern social science showed that …

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Philosophy and complexity | Francis Heylighen – Academia.edu

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Business Modeling courses

Business Modeling Courses

… the fast, reliable path to Living Business Models

Everyone talks about “Business Models”, but most popular frameworks are little more than abstract descriptions! 

https://platform.thinkific.com/videoproxy/v1/play/btrk8r6je35bt9cgshog?autoplay=trueWe need models that work, doing what is actually happening in the real-world, and showing how the future may play out. Then we can test how our plans might improve things. 

Dynamic, “living” business models simulate reality.

They can transform the performance of any enterprise, or function, and enable you to tackle challenges with much more confidence. And because everyone can see why everything is changing, you get the “joined-up thinking” we all want.

If you are an analyst, consultant, business-student or teacher, then you should know how to build and use these models.

What will I learn?

Quite simply, how to specify, build and use working, quantified models of any business challenge or plan you choose!

• “Getting-Started”… a free extract from the full Core course. “Follow me” demonstrations to build a complete working model in an afternoon.
  
  FREE : more info
• Core concepts(Classes 1-4) … create working models of any enterprise, department or issue, following our ‘AgileSD’ process. With demo models and templates to help you start on your  challenges.
  
  £90/$135 .. more info
• Extensions(classes 5-10) … more  powerful frameworks – tackling competitors; developing staff, products, customers; handling intangibles and more. Each is awesome on its own, or add them to your business model.
  
  £150/$225 .. more info

How will I learn?

The process is simple:

… watch screen-show videos explaining key principles and demonstrating the steps to build a model

… copy the models yourself

… adapt the models to your own needs

You work to your own schedule. Use the course discussion forum to answer questions – or contact us. 

Our master-class courses guide you through this same process, but with scheduled webinars and personal guidance. You can also gain Certification by submitting assessed work.

Teachers … you can adopt the course materials to deliver yourself. Being student-led, the learning-per-contact-hour is very high, and much more engaging than other types of learning. Contact us for more information.

“Can I do this?” … YES, you can!

If you can build spreadsheets, you can build dynamic business models! 

You simply start from the performance outcomes you want to improve and keep asking “What causes this?” The answer sometimes includes items you already found, so you end up capturing the real world system that drives those outcomes. 

It is easier, faster and more reliable to build dynamic business models.

But although the principles are simple enough, you cannot build dynamic business models with spreadsheets! They just cannot handle the many interdependencies, the feedback and the threshold effects that pervade real-world situations. And the Sheetless software enables anyone to build models that match the system’s structure and mimic its behaviour with uncanny realism.

source:

Business Modeling courses

Fig. A1. The relation between abduction, deduction and induction…. | Download Scientific Diagram

Fig. A1. The relation between abduction, deduction and induction. Several alternative terms encountered in literature are given. Each has its own weakness (see text) (from Kleinhans et al., 2010).

Source publication

Fig. A1. The relation between abduction, deduction and induction. Several alternative terms encountered in literature are given. Each has its own weakness (see text) (from Kleinhans et al., 2010). Source publication

Fig. A1. The relation between abduction, deduction and induction…. | Download Scientific Diagram

Full paper at https://www.researchgate.net/publication/46709645_HESS_Opinions_Hydrologists_bring_out_shovels_and_garden_hoses_and_hit_the_dirt

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Theoretical Grounds, Pragmatic Grounds: Methods, Systems Changes Learning Registration, Mon, Oct 19, 2020 at 6:30 PM | Eventbrite

OCT 19

Theoretical Grounds, Pragmatic Grounds: Methods, Systems Changes Learning

by David Ing Free

Event Information

Progressing methods with a dualistic approach: (i) the scholarly team, on theoretical grounds, and (ii) the field team, on pragmatic grounds

About this Event

In October, members of the Systems Changes Learning Circle have been leading workshops at RSD9 (Oct. 14) and Global Change Days Beacon Events (Oct. 22). We are collectively evolving a core knowledge set under Creative Commons licensing, being deployed in different styles for different audiences.

Methods development has progressed with two interacting teams with contrasting emphases:

• the scholarly team, focused on correctness, validating on theoretical grounds; and
• the field team, focused on understandability, validating on pragmatic grounds.

For this Systems Thinking Ontario meeting, David Ing will review the introductory framing on which the circle has converged, and outline the sequence of activities expected ahead.

Please see: https://wiki.st-on.org/2020-10-19 for more details

Open-minded novices and learners are always welcomed. We’ll try to keep the conversations understandable by the layman, and entertain questions for clarification.

To be notified of future sessions, please join the Google Group: http://bit.ly/st-on

book at:

Theoretical Grounds, Pragmatic Grounds: Methods, Systems Changes Learning Registration, Mon, Oct 19, 2020 at 6:30 PM | Eventbrite

More from https://wiki.st-on.org/2020-10-19

2020-10-19

October 19 (the third Monday of the month, due to Thanksgiving) is the 84th meeting for Systems Thinking Ontario. The registration will be on Eventbrite at https://www.eventbrite.ca/e/theoretical-grounds-pragmatic-grounds-methods-systems-changes-learning-registration-125102505963.

Theoretical Grounds, Pragmatic Grounds: Methods for Reordering our Priorities through Systems Changes Learning

In October, members of the Systems Changes Learning Circle have been leading workshops at RSD9 (Oct. 14) and Global Change Days Beacon Events (Oct. 22). We are collectively evolving a core knowledge set under Creative Commons licensing, being deployed in different styles for different audiences.

Methods development has progressed with two interacting teams with contrasting emphases:

• the scholarly team, focused on correctness, validating on theoretical grounds; and
• the field team, focused on understandability, validating on pragmatic grounds.

For this Systems Thinking Ontario meeting, David Ing will review the introductory framing on which the circle has converged, and outline the sequence of activities expected ahead.

Here’s a description of the abstract for the RSD9 workshop:

— begin paste —

The idea of “systems change” has risen in popularity over the past few years. To make this more than just another buzzword, how might we approach it? In what ways does “systems change” mean more than just “change”? Does “systems change” build on the large legacy of “systems thinking”?

The Systems Changes Learning Circle is now in year 2 of 10 year journey. Our aim is to reify systems changes as a first-class concept. This extends prior published research on social and organizational change, based in the systems sciences. At RSD8, the Khan and Ing (2019) presentation reflected the early explorations coming from the core group. For 2020, at RSD9, we propose a workshop to share some methods in early stages of development for initiating deeper deliberations into systems changes.

Systems changes may involve:

• shifting adaptively;
• shifting behaviorally; and/or
• shifting ecologically.

Living systems may respond through:

• systematic changes;
• systemic changes; and/or
• timescape-landscape changes.

Degrees of systems changes may be judged as:

• unfolding nature;
• fixing problems; or
• history making.

The multi-day, iterative workshop still under development takes a multi-paradigm approach based on learnings grounded in five philosophies:

• (i) learning which, as phenomenology;
• (ii) learning what, as ontology;
• (iii) learning why, as epistemology;
• (iv) learning whom+when+where, as phronesis; and
• (v) learning how, as techne.

To convene working groups in advance of iterations on the five learnings, we now propose a Question Zero conversation for orientation, on Reordering Priorities. This workshop on Reordering Priorities can be conducted within 90 minutes, in-person or online, with parallel breakout groups.

The workshop will be structured as multiple steps:

• Step 0: Participants will introduce themselves briefly. To encourage discussion, participants will be encouraged to cluster into small groups with others whom they do not know well.
• Step 1: As individuals, participants will each quickly jot down three top three systems changes in which they are interested. These systems changes may be ones that they would like to come faster, or ones they would like to not happen.
• Step 2: A two-dimensional map will be presented. Individuals will be asked to place their top three systems changes with axes along:
  • urgent to important; and
  • local to distant (Pepper, 1934; Tolman and Brunswik, 1935).
• Step 3: In groups, each individual will be asked to show their mappings, and provide background for having prioritized those interests.
• Step 4: Authentic systems thinking orders synthesis (putting thing together) before analysis (taking things apart). Each group will be encouraged to attempt to synthesize its priorities across its participants.
• Step 5: One reporter from each group will reflect on their collective experience on reordering priorities.

Artifacts and comments from the group reports will be collected for summarization, possibly for publication in the proceedings. This knowledge-creating exercise will be used to refine methods for groups engaging in action learning.

The Systems Changes Learning Circle (founded 2019) is a group convening at the Centre for Social Innovation (Toronto) emerging from Systems Thinking Ontario (founded 2012). We include postgraduates and instructors from the Strategic Foresight and Innovation Program at OCADU in Toronto. Our content at licensed as Creative Commons at http://systemschanges.com . We cooperate with the Open Learning Commons at http://openlearning.cc , and the Digital Life Collective at http://diglife.com .

— end paste —

The scholarly team has been David Ing and Zaid Khan. The field team is Dan Eng, Kelly Okamura and Zemina Meghji.

Venue:

• OCADU, sLab (Strategic Innovation Lab), 205 Richmond Street West, Room 410

Suggested pre-reading:

Pre-reading is not required. A list of references includes:

• Emery, Fred E., and Eric L. Trist. 1965. “The Causal Texture of Organizational Environments.” Human Relations 18 (1): 21–32. https://doi.org/10.1177/001872676501800103.
• Ing, David. 2013. “Rethinking Systems Thinking: Learning and Coevolving with the World.” Systems Research and Behavioral Science 30 (5): 527–47. https://doi.org/10.1002/sres.2229.
• Ing, David. 2017. Open Innovation Learning: Theory Building on Open Sourcing While Private Sourcing. Toronto, Canada: Coevolving Innovations Inc. https://doi.org/10.20850/9781775167211.
• Khan, Zaid, and David Ing. 2019. “Paying Attention to Where Attention Is Placed in the Rise of System(s) Change(s).” In Proceedings of the RSD8 Symposium. IIT – Institute of Design, Chicago, Illinois: Systems Design Association. https://systemic-design.net/rsd-symposia/rsd8-2019/systems-change/.
• Pepper, Stephen C. 1934. “The Conceptual Framework of Tolman’s Purposive Behaviorism.” Psychological Review 41 (2): 108–33. https://doi.org/10.1037/h0075220.
• Ramírez, Rafael, John W Selsky, and Kees van der Heijden. 2008. “Conceptual and Historical Overview.” In Business Planning for Turbulent Times: New Methods for Applying Scenarios, edited by Rafael Ramírez, John W. Selsky, and Kees van der Heijden, 17–30. Earthscan. http://doi.org/10.4324/9781849774703.
• Tolman, Edward C., and Egon Brunswik. 1935. “The Organism and the Causal Texture of the Environment.” Psychological Review 42 (1): 43. https://doi.org/10.1037/h0062156.

Agenda

Post-meeting artifacts

Bloggers are encouraged to write about their learning and experiences at the meeting. Links will be added to this page.

Address wicked problems by ​ embracing complexity and creating systemic change 

Complex Systems Leadership Program – WICKED LAB

event:

Future of Sustainability report launch: from System Shock to System Change | Forum for the Future

Future of Sustainability report launch: from System Shock to System Change

Future of Sustainability: From system shock to system change – time to transform

US/Europe time zone

Date: 15 October
Time: 07:00 PT / 10:00 ET / 15:00 BST
Duration: 2h

Book a ticket

The devastating impact of the COVID-19 crisis has underlined the fact that we face a decade of discontinuity and uncertainty, with further shocks and systemic disruption ahead. Moments of radical disruption like this one force us to revisit what we value and to explore how we might reimagine the future. 

Join us for an immersive event marking the launch of our 2020 Future of Sustainability report, which has identified five key dynamic system shifters and tipping points set to influence the decade ahead, and a set of possible trajectories forward from the system shock created by the COVID-19 crisis.

Moderated by journalist Jo Confino the events will feature a number of visionary voices on how we can reimagine our world and drive the deep transformation needed to create a truly just, resilient and sustainable future. 

These interactive sessions will have opportunities to interact with our panelists and contribute your own thinking as we reflect on the role each of us will need to play to create the urgent transformation needed.  

Speakers:

• Daze Aghaji, Climate Justice Activist
• Jeffrey Hollender, Chair of the American Sustainable Business Council and Founder of Seventh Generation
• Roman Krznaric, philosopher and author of The Good Ancestor
• Ilze Melngailis, Senior Director, Business Council for the UN (BCUN) and Private Sector Engagement, UN Foundation
• Dr. Sally Uren OBE, Chief Executive, Forum for the Future

event:

Future of Sustainability report launch: from System Shock to System Change | Forum for the Future