Embodied Cognitive Science Unit (Tom Froese) | OIST Groups

 

Source: Embodied Cognitive Science Unit (Tom Froese) | OIST Groups

Embodied Cognitive Science Unit (Tom Froese)

What is the mind? Traditionally, cognitive science has approached this question in terms of the hypothesis of a physical symbol system: the mind/brain is a computer, and cognition is computation. More recent approaches to cognitive science have questioned the adequacy of this hypothesis and have begun to advance alternative frameworks that substantially broaden the basis of the mind, leading to the rise of embodied, embedded, extended, and enactive (4E) cognition. These approaches develop in different ways a shared core commitment to the claim that agent-environment interaction is a foundational part of cognition, rather than just a secondary product of cognition. Together these approaches are broadly known as embodied cognitive science.

In this unit we pursue the implications of embodied cognitive science from the mind’s most basic expressions in adaptive behavior to its most complex manifestations in abstract thinking. Our interdisciplinary research is framed by a general interest in better understanding the major transitions from minimal cognition to human cognition, and our guiding insight is that changes in environmental mediation, especially sociocultural and technological mediation, have the potential to transform and potentiate the mind.

We employ a diversity of methods that are drawn from the intersection of computer science and complex systems theory: agent-based modeling, artificial neural networks, evolutionary robotics, time series analysis, virtual reality, sensory substitution interfaces, and human-computer interaction.

Latest Posts

Source: Embodied Cognitive Science Unit (Tom Froese) | OIST Groups

 

 

What is systems leadership, and how can it change the world? | World Economic Forum

#systemsleadership makes it to the World Economic Forum (via the CR Initiative (Corporate Responsibility I assume) at the Harvard Kennedy School. Longer report at https://www.hks.harvard.edu/sites/default/files/centers/mrcbg/files/Systems%20Leadership.pdf

Source: What is systems leadership, and how can it change the world? | World Economic Forum

Systems leadership can change the world – but what exactly is it?

Christiana Figueres, Executive Secretary of the United Nations Framework Convention on Climate Change (UNFCCC), gestures during a news conference after a week long preparatory meeting at the U.N. in Geneva February 13, 2015. The United Nations Climate Change Conference, COP21 or CMP11, will be held in Paris November 30 to December 11, 2015.
Christina Figueres’ leadership helped bring 195 countries together to sign the 2015 Paris Agreement
Image: REUTERS/Denis Balibouse

As world leaders and activists gather in New York this week to address the climate crisis and the faltering rate of progress toward the UN’s Sustainable Development Goals (SDGs), the calls for systemic change are getting ever louder. Systems change is an inspiring goal – but how can we achieve it?

Transforming a complex system – such as the energy, health or food system – is a monumental task requiring coordinated action by people with very different viewpoints. Systems-change initiatives often engage hundreds of organizations – governments, companies, civil society organizations, worker associations, research institutions and others – combining their capacities to achieve a shared goal.

These large-scale initiatives are often driven and supported by people who fit a certain profile – those who are able to catalyze and empower collective action among others, rather than controlling or directing the action themselves. These people are increasingly described as systems leaders.

A balancing act
A balancing act
Image: Harvard Kennedy School

We studied examples of systems leaders working on diverse issues around the world, and found some striking similarities. Systems leaders – whether they are global leaders or community activists, working in Europe, Asia, Africa or the Americas – often apply a similar set of tactics and have similar experiences leading large, complex initiatives. We summarized some of the key elements and success factors of systems leadership in a new report in the interest of encouraging others in the global community to apply and refine this approach.

Systems leadership: a tool for our times

Systems leadership is a set of skills and capacities that any individual or organization can use to catalyze, enable and support the process of systems-level change. It combines collaborative leadership, coalition-building and systems insight to mobilize innovation and action across a large, decentralized network.

Two very different examples illustrate what it can look like in practice. The 2015 Paris Agreement, signed by 195 countries with support from thousands of organizations, was spearheaded by Christiana Figueres, a global diplomat who emphasized practicality, flexibility and collaboration to bring stakeholders onboard, securing an historic agreement. At a more local level in Richmond, California, a community organizer named Najari Smith founded a new venture called Rich City Rides, galvanizing community members, local businesses and city government to address the interconnected challenges of employment, health and environmental sustainability among low-income communities of color in the city.

These two leaders operated in very different spheres, but they used some similar tactics: combining a deep understanding of the systemic issues they wanted to address; an ability to engage and align diverse stakeholders around shared goals; and an emphasis on empowering action and collaboration by a broad network of organizations.

Systems leaders apply an unusual combination of skills and attributes to mobilize large-scale action for systems change. Like many leaders, they tend to be smart, ambitious visionaries with strong skills in management and execution. Unlike traditional leaders, they are often humble, good listeners, and skilled facilitators who can successfully engage stakeholders with highly divergent priorities and perspectives. Systems leaders see their role as catalyzing, enabling and supporting widespread action – rather than occupying the spotlight themselves.

Systems leadership in action

The systems leadership approach is well-suited to complex challenges that require collective action, where no single entity is in control. However, the approach is challenging – involving high transaction costs, ambiguous outcomes and long timeframes. It is best applied to complex issues that cannot be solved through more direct means.

We distilled five key elements of the systems change process into the ‘CLEAR’ framework for leading systems change. These five elements are not necessarily sequential – they may overlap or repeat in cycles throughout the course of an initiative.

1. Convene and commit

Key stakeholders engage in moderated dialogue to address a complex issue of mutual concern. They define shared interests and goals, and commit to working together in new ways to create systemic change. For example, the We Mean Business Coalition engaged nearly 1,000 leading companies to advocate for ambitious, science-based climate policy, and has made over 1,500 action commitments.

2. Look and learn

Through system mapping, stakeholders jointly build a shared understanding of the components, actors, dynamics, and influences that create the system and its current outcomes, generating new insights and ideas. For example, The Global Alliance for Improved Nutrition targets specific gaps in the nutrition system, working to catalyze and scale market-based solutions, and targeting vulnerable populations who are most in need.

3. Engage and energize

Strong stakeholder engagement is built through continuous communication to build trust, commitment, innovation and collaboration. Inspiration, incentives and milestones help drive progress and maintain momentum. For example, the New Vision for Agriculture initiative engaged over 650 organizations and 1,500 individual leaders around the world, catalyzing action in 21 countries including over 90 value-chain projects.

4. Act with accountability

Shared goals and principles set the direction of the initiative, while measurement frameworks help track progress. Coordination and governance structures can be developed as initiatives mature. For example, the Every Woman Every Child movement mobilized hundreds of action commitments towards its global strategy, monitoring progress through a unified accountability framework, with oversight from a high-level steering group and coordination by a global secretariat.

5. Review and revise

Stakeholders review progress regularly and adapt their strategy accordingly. Adopting an agile, flexible, innovative and learning-centered approach allows for evolution and experimentation. For example, the 2030 Water Resources Group evolved its organizational structure through several stages, commissioning external evaluations to both review its progress and recommend opportunities to increase its impact.

While the CLEAR Framework appears quite structured, the reality of the systems change process is often messy and ambiguous. Many stakeholders describe the experience of systems leadership as a journey of discovery that evolves over time, leading to moments of discovery or insight – what we describe as ‘Aha! moments’ – that crystallize each step of the journey.

Mainstreaming the systems leadership approach

While the concept of systems leadership makes intuitive sense to many stakeholders, it is not yet widely embraced and practiced. Mainstreaming its application will require a broader and more coordinated effort to develop research, share knowledge and build capacity. A number of philanthropists, consultancies and academics are active on these fronts, but they are not always well-connected. New platforms are needed to connect practitioners and experts, share insights and accelerate learning to support a wider array of organizations in applying Systems Leadership to advance progress toward the SDGs.

 

 

Boids (Flocks, Herds, and Schools: a Distributed Behavioral Model) – background and update by Craig Reynolds

 

Source: Boids (Flocks, Herds, and Schools: a Distributed Behavioral Model)

 

Boids
Background and Update
by Craig Reynolds[You need to be using an Java-enabled browser to see this demo.]
(more information about this applet (and others) is available)

In 1986 I made a computer model of coordinated animal motion such as bird flocks and fish schools. It was based on three dimensional computational geometry of the sort normally used in computer animation or computer aided design. I called the generic simulated flocking creatures boids. The basic flocking model consists of three simple steering behaviors which describe how an individual boid maneuvers based on the positions and velocities its nearby flockmates:

separation diagram Separation: steer to avoid crowding local flockmates
alignment diagram Alignment: steer towards the average heading of local flockmates
cohesion diagram Cohesion: steer to move toward the average position of local flockmates

 

Continues in source: Boids (Flocks, Herds, and Schools: a Distributed Behavioral Model)

 

EconPapers: The Pretence of Knowledge – Hayek’s Nobel Prize Lecture, 1974

(The paper which Graham Berrisford alleges looks like a riposte to Stafford Beer’s CyberSyn – in any case, a useful and interesting piece of systems thinking)

By Friedrich von Hayek; Abstract: Lecture to the memory of Alfred Nobel, December 11,

Source: EconPapers: The Pretence of Knowledge

pdf: http://pavroz.ru/files/hayekpretence.pdf

Link to journal article: https://econpapers.repec.org/article/aeaaecrev/v_3a79_3ay_3a1989_3ai_3a6_3ap_3a3-7.htm

Towards a heart and soul for co-creative research practice: a systemic approach (multiple authors – 2019)

 

Source (includes pdf download): Towards a heart and soul for co-creative research practice: a sys…: Ingenta Connect

 

Towards a heart and soul for co-creative research practice: a systemic approach

The language of co-creation has become popular with policy makers, researchers and consultants wanting to support evidence-based change. However, there is little agreement about what features a research or consultancy project must have for peers to recognise the project as co-creative, and therefore for it to contribute to the growing body of practice and theory under that heading. This means that scholars and practitioners do not have a shared basis for critical reflection, improving practice and debating ethics, legitimacy and quality. While seeking to avoid any premature defining of orthodoxy, this article offers a framework to support researchers and practitioners in discussing the boundaries and the features that are beginning to characterise a particular discourse, such as the one that is unfolding around the concept of co-creation. The paper is the outcome of an online and face-to-face dialogue among an international group of scholars. The dialogue draws on Critical Systems Heuristics’ (Ulrich, 1994) questions concerning motivation (revealing assumptions about its purpose and value), power (interrogating assumptions about who has control and is therefore able to define success), knowledge (surfacing assumptions about experience and expertise) and legitimacy (disclosing moral assumptions). The paper ends by suggesting important areas for further exploration to contribute to the emerging discourse of co-creation in ways that support critical reflection, improved practice, and provide a basis for debating ethics and quality.

I.S.S. – Italian Systems Society

Source: I.S.S. – Italian Systems Society

The Complex Systems Society

 

Source: About CSS

 

What is the

Complex Systems Society?

About Us

The purpose of the Society is to promote the development of all aspects of complex systems science in the countries of Europe, as well as the whole international scientific community. See CSS Statutes and CSS By-Laws.

The Society aims to promote complex systems research pure and applied (What are Complex Systems?), assist and advise on problems of complex systems education, concern itself with the broader relations of complex systems to society, foster the interaction between complex systems scientists of different countries, establish a sense of identity amongst complexity scientists, and represent the complexity community at all international levels.
It is regulated by a CSS Council and by a CSS Executive Committee.

The Society was first launched at a European level on 7th Dec 2004 during The European Conference on Complex Systems at Foundation ISI in Torino, Italy. It became an international society in 2006 during the ECCS06 Conference in Oxford.
Since 2004, the Conference on Complex Systems organized by the CSS, is the most important annual meeting for the complex systems research community.

a large unruly list of systems thinking organisations – Google Docs

Source: a large unruly list of systems thinking organisations – Google Docs

 

 

About WOSC | World Organization of Systems and Cybernetics

 

Source: About WOSC | World Organization of Systems and Cybernetics

About WOSC

The World Organization of Systems and Cybernetics (WOSC) – World Organization for Systems and Cybernetics (OMSC), is an association of individuals and organizations promoting systems thinking and cybernetics worldwide.

WOSC was founded in 1969 , with the desire to support the communication of individuals and organizations related to systems thinking and cybernetics worldwide. To perform its tasks, it is organized as follows:

President

Teacher. Raúl Espejo (UK)

Advisory Board

Director General:

Dr. Igor Perko (Slovenia)

Board of Directors, assisted by the Director-General

Source: About WOSC | World Organization of Systems and Cybernetics

 

 

The Search for the Weaver of Dreams by Russell Roberts – YouTube

This talk is my attempt to explain emergent order in economics, what I consider the discipline’s deepest idea–that some things are orderly and that some problems get solved without explicit design from the top down. This talk was given in 2012 at SMU’s O’Neil Center: https://www.smu.edu/cox/centers-and-i…

World Organisation of Systems and Cybernetics 18th Congress-WOSC2020 Moscow, 16-18 September 2020

 

Source: A manifesto for WOSC 2020 | WOSC 2020

 

World Organisation of Systems and Cybernetics

18th Congress-WOSC2020

Moscow, 16th to 18th September 2020

Systems approach and cybernetics, engaging the future of mankind

The significance of systems and cybernetics in the future of societies.

Important world institutions, such as the United Nations (UN), the World Health Organization (WHO) and the Organization for Economic Co-operation and Development (OECD) are publicly recognizing the highly interconnected nature of our world and therefore the relevance of systemic thinking and cybernetics as leading knowledge foundations to deal with the complexity of economic, social and environmental issues. This recognition by major international agencies of the CyberSystemic nature of policy issues makes apparent that in the context of the World Organisation of Systems and Cybernetics more than ever we need to debate and develop current ontological, epistemological and methodological approaches to understanding the future of humanity.

WOSC is honored that the Russian Academy of Sciences (RAS) has agreed to be the venue for its 18th Congress (WOSC 2020). Consistent with its scope scientists of this Academy have made important contributions to key issues of human society over the past decades. They have contributed to problems of nuclear disarmament, space exploration, the fight against terrorism, self-organization for strategic projects and many more. More recently, they have been developing aspects of socio-humanitarian cybernetics and of self-developing reflexive-active environments. Indeed, the RAS is a most valuable setting to support further developments of these and other issues.

Our aim in WOSC 2020 is to bring CyberSystemic scientists, and in particular younger researchers, together with politicians and practitioners to debate pressing economic, social and ecological problems of humanity, at all levels from local communities to global societies.

For this purpose, we propose to focus the discussions on the following four themes: philosophical and methodological foundations for the development of the systems approach and cybernetics, the cybernetics of democracy, the cybernetics of hybrid reality, and governance in an increasingly interconnected, ecologically sensitive, world. Short summaries of these themes are introduced below.

1.Philosophical and methodological foundations for the development of the systems approach and cybernetics.

Challenges and threats to the future of humanity are increasing pressure to develop systemic approaches and cybernetics. For this purpose, it is necessary to debate the foundations of the philosophy of science, ontology, epistemology and methodology. New ideas are needed concerning scientific rationality, the observer problem, the transdisciplinary approach, and the problems of complexity, reflexivity and ethics. We must increase the convergence of civilization and cultural specifics in the development of systemic approaches and cybernetics. The inclusion of multiple perspectives in systems thinking enables systems thinking and cybernetics to play a leading role in science diplomacy.

WOSC 2020 invites participants to discuss alternative approaches to recognize the participation of observers in human activities, starting from the traditional approaches of having external observers accepting an objective reality, going to observers as participants in the construction of our situational realities, as we interact with multiple environmental agents, and extending all this to an increased attention to the contextual constraints imposed by ecological and societal aspects to the co-evolution of situational actors and environmental agents.

The latter are relevant to societies to make them more functional and coherent. These meta-contextual aspects are not directly focused on actors and agents, but the framing of their interactions is limiting the free unfolding of situation-environment interactions. This way we can reflect on aspects of societal significance, such as the ecological chains straining resources or the economic inequalities limiting fairness as well as justice. WOSC 2020 wants to make inroads into how to study the mechanisms shaping interactions, communications and relationships in complex systems, whether enterprises, government agencies, small businesses or families. In particular, we want to offer an opportunity for participants to contribute with replicable approaches, emerging from their epistemological and methodological standing, their practical experiences in the life-world of societal, ecological and economic situations. Issues like boundaries, structures, communications and interaction mechanisms can influence good practice and improve our contributions to society.

2. The cybernetics of society ecology and governance

Cybernetics in the development of democracy. Cybernetic models of decentralized control. Cybernetics of self-developing reflexive-active environments. Cybernetic models of self-organizing communities of experts. Network democracy and collective intelligence. Strategic Control and Development Centres in initiating and supporting the consolidation of the state, business and society.

Our democratic models are functioning in the world of big data, artificial intelligence, cloud computing and algorithms and often are being explicitly used in the top-down direction. This makes it increasingly difficult to bridge global and local constructs and to provide constructive feedback loops. Effective interactions between citizens, experts and policy-makers are a major challenge.

Direct, representative and participative democracies need further development to be effective. We invite discussions of the significant distinction between the “wisdom of the crowd” emerging in citizens minds and evidence-based decisions, resulted from debates supported by experts, think tanks and political parties and also by the media. This distinction touches key aspects of communications in a complex world, today dominated by big data, which in practice implies data overload for citizens and politicians. How do we increase societal capacity to identify, understand and react on the dynamics of their environment? For citizens of a country, big data may support conflating their very local experience of income restrictions, immigration flows into their communities or poor local health services, with deciding whether or not to support global policies. Politicians, also overwhelmed by data -in an uncertain world- may construct and impose their truths influenced by ideology, weak expert advice and short-term political interests.

In WOSC 2020, we invite reflections on how to reduce the gap between sound evidence and emotional constructions. We need to discuss our responsibility to create regulatory procedures to contextualize what we hear in the media and social networks. We invite reflections on the authenticity, legitimacy and truthfulness of the arguments advanced by those forming public opinion. It may be argued that the complexity of social processes makes impossible dealing with these challenges. Complexity management tools such as situation centres for development, social networks and artificial intelligence, are emerging from systems thinking and cybernetics. These tools carry some risks but also have the potential to increase the opportunities for more effective participation in policy and decision-making processes. We need to learn how to keep open checks and balances between multiple viewpoints to bridge gaps between emotional and empirical truths. We need to learn how to construct dialogues enmeshed in multiple moral mazes. This proposed utopia for WOSC 2020 is an invitation for participants to contribute to more transparent societies.

3. Technology and humanity: co-developing a hybrid reality

Hybrid reality is about the close interconnection of technology and people, either individuals or groups, addressing every instance of their behaviour. From a cybernetic perspective, it is a convergence and integration of subject, digital and physical reality. It offers an amplification of individual capabilities as well as an attenuation of the digital representation of the world, actively affecting their lives. Hybrid reality refers to the dynamics of people’s life worlds in smart environments, experiencing the implications of new technologies.

In WOSC 2020, we are inviting contributions on the state of the art of technology research, focusing especially on its implications for people, organizations, societies and the environment. Discussions on computing in design and architecture, smart devices and environments (personal and organisational), big data analytics and sharing, artificial intelligence, situation centres for development, energy and transport related issues, cyber security, health, blockchains and the convergence of technologies. The reasoning on technological feasibility should be advanced with implications for society and the environment: economic justifications, accordance to law, the ethical perspective, effects on the environment, and paths for identifying not yet identified consequences.

People are adapting to huge changes in their surroundings. They are invited to share their experiences and thereby contribute to producing group knowledge, that may become the next meta-level of group consciousness. In the age of human-machine interdependence, the boundaries between individual and group intelligence are redefined, putting technology in everything we do and experience. Reasoning on group consciousness and clarification of these boundaries pose a challenge for WOSC 2020.

Special attention is given to the design of hybrid reality elements. In addition to being subject-supportive, proactive, secure and providing value-added, the seamless supplementing of the natural and artificial in hybrid reality adds to the desired positive user experience.

We think that it is important to use systems thinking to manage the complexity of interactions in the hybrid reality to maximize its synergetic potentials on individuals and organizations and to avoid misuse and mitigate undesired consequences.

4. The creation of new areas of knowledge from the transdisciplinarity of systems sciences and cybernetics

In a world increasingly dominated by interactions, one of the challenges is facilitating self-organization processes for the emergence of desirable values in societies and for the creation and production of related policies from the most local to the most global levels. These are processes, aimed at innovation as well as making more meaningful people’s collective concerns. Good governance increases the opportunities for people’s development. However, at the same time, it has the potential to avoid fragmentation by facilitating the alignment of their interests. For example, citizens’ participation in decision-support systems of distributed situational centers helps increase opportunities for self-organising networks.

We want to open debates to explore governance grounded in people’s interactions, communications and relationships. Through the investigation of institutions and evolving technologies, the Congress’s focus is to discuss contributions that guide, enable and facilitate interactions among available resources to increase society’s requisite variety to deal with social, ecological and economic challenges.

On the one hand, the creativity of people’s communications should help them by branching into all kinds of aspects necessary for a better life, and their moment to moment coordination of actions should help them align their interests. We want participants in WOSC 2020 to explore issues of social concern through deeper and wider appreciation of what is relevant.

As the complexity of societal issues grows the practical need for bringing together people’s concerns grows as well. This is an ongoing process of building ecosystems and making their boundaries operationally meaningful to all those affected.

We are proposing WOSC 2020 as a platform for cyber-systemic contributions to the above themes. We envisage a programme supported by group discussions supporting collective synergy, as well as by presentations of state-of-the-art research by individual researchers.

Systems Learning – Free your thinking (online and other courses from the Schumacher institute)

I’m surprised I haven’t shared this before!

Source: Systems Learning – Free your thinking

Skoll | Is It Possible to Measure Systems Change? video

Social entrepreneurs, funders, business, and civil society leaders want to create systemic impact. But how can we best measure progress towards systems change? In this interactive workshop, participants will dive into case studies and explore different approaches to addressing this question. Attendees will walk away with a stronger understanding of both the challenges of capturing […]

Source: Skoll | Is It Possible to Measure Systems Change?

the systems school Australia – resources, community of practice etc

https://www.the-systems-school.org/

Source: resources

systems thinking resources 

co-created resources

systems change framework

systems practices

systems storytelling

pocket guide to systems wayfinding

collection of systems resources harvested from across the web

Source: resources

Northeast Journal of Complex Systems (NEJCS) | Vol 1 | No. 1

 

Source: Northeast Journal of Complex Systems (NEJCS) | Vol 1 | No. 1

 

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