On the importance of systems thinking in education (and a lot of other things)
This is an open letter to my granddaughter Sarah’s sixth-grade science teacher, continuing our conversation about systems thinking. If you care about the importance of education please read it.
0/— Mel Conway (@conways_law) November 21, 2019
Category Archives: Discussion
A view or perspective on the world
Purpose of a System in Light of VSM:
Harish's Notebook - My notes... Lean, Cybernetics, Quality & Data Science.

In today’s post, I am looking at the concept of POSIWID (“Purpose Of a System Is What It Does”) Please note that VSM stands for “Viable System Model” and not “Value Stream Mapping”.
The idea of POSIWID was put forth by the father of Management Cybernetics, Stafford Beer. As Beer puts it: [1]A good observer will impute the purpose of a system from its actions… There is, after all, no point in claiming that the purpose of a system is to do what it consistently fails to do.
An organization is a sociotechnical and complex system. This means that it cannot be controlled by simple edicts that are put top down from the management. We should not go by what the “designer” of the system says it does, we should impute the purpose from what the system actually does.
A good explanation comes from Dan Lockton: [2]
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SCiO Open Meeting – January 20, 2020, London UK, 09:30-17:00, just £20
book at https://www.eventbrite.co.uk/e/scio-open-day-winter-2019-london-all-welcome-tickets-83713257607
Source: Open Meeting – Winter 2019/20 | SCiO
Open Meeting – Winter 2019/20
London, UK
£20
Monday, January 20, 2020
09:30 – 17:00, London
A packed and exciting-looking SCiO open meeting where a series of presentations of general interest regarding systems practice will be given – this will include ‘craft’ and active sessions, as well as introductions to theory. More information and book on Eventbrite at: https://www.eventbrite.co.uk/e/scio-open-day-winter-2019-london-all-welc…
Starts at 09:30 – ‘introduction to the viable system model’. Main presentations start at 10:00 with …
Session 1 (Gareth Evans) – Thinking in Systems – Friend or Foe
Systems have formed a significant part of science over many-a-year… scholars such as; Ludwig von Bertalanffy, Peter Checkland, Ross Ashby, Russell Ackoff, Stafford Beer and many more have discussed, debated and placed front and centre the importance of not just thinking ‘systemically’ but also being, acting and doing ‘systemically’. Many have revealed and evidenced the magic and impact of ‘Thinking Systemically’ across industry, albeit some have also found it less than accessible for the wider community. What I’m curious to explore: Is ‘Systems Thinking’ too bound in academic theory to the extent that it is either too widely misunderstood, misinterpreted or just purely too impractical to adopt across a wider field of professional practice due to the levels of understanding and practical wisdom that currently exists. Therefore, Is ‘Systems Thinking’, a friend or foe?
Session 2 (Angus Jenkinson) – Are Viable Companies Alive? Does it Matter?
The Viable System Model is one of the key capabilities that SCiO has focused on. It’s an implementation of cybernetics. “Viable system” suggests living system — and vibrant systems feel alive. Are they? Can organisations be organisms? And what difference would that make? This questions our questions and stimulates provocations. At a time when science is regenerating, does management need to as the same? If we start thinking organically, how many of our mechanistic systems assumptions do we have to challenge? What happens to the design of change or strategy or control` if an organisation is organic? What does it mean for identity, policy, and policies?
Lunch, then …
Session 3 (Rowena Davis) – Systems-Centered® – Working with Differences Differently
In common with all living human systems, organisations need differences to develop and transform. And yet, in organisations, as in all living human systems, we often dismiss, attack or try to convert differences. Indeed, we are primed neurologically to do this – our Flight, Fight, Freeze responses. Agazarian’s systems-centered method of functional subgrouping offers a way to lower our reactivity to differences, and to increase our capacity to stay open and curious in the face of the unknown and problem-solve. Rowena Davis will give an overview of Agazarian’s Theory of Living Human Systems (TLHS), including how boundaries open to similarity and close to difference and how the context we are part of impacts on our ability to work functionally in our roles. We will practise the core Systems-centered method of functional subgrouping and review the systems-centered map of phases of team development to make sense of organisational dynamics.
Session 4 (Patrick Hoverstadt) – Systems and Strategy War Rooms
The talk will look at the underlying concepts, design and practice of War Rooms as decision environments for dealing with complex and fast moving situations. Starting with Blackett’s invention of the War Room, through Beer’s Cybersyn to the work we are currently engaged on and its use with client in tackling complex strategic issues. We’ll talk through the difference current technology offers and the different ways our modern War Rooms can be used.
WOSC 17th Congress 2017 | World Organisation of Systems and Cybernetics
With the 20th WOSC coming up, some interesting presentations from 2017
Source: WOSC 17th Congress 2017 | World Organisation of Systems and Cybernetics
Category Archives: WOSC 17th Congress 2017
The Brain of the Future by Alexandre Pérez Casares
The ‘Age of the Cognitive Machines’ is the most drastic economic transition since the Second Industrial Revolution. This transition is driven by the confluence of multiple technological innovations –such as advanced robotics, machine learning, and the exponential growth of computation … Continue reading
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From precision medicine to systems medicine by Christian Pristipino
“In humans, very strong interactions between quantitative and qualitative dimensions occur, in which psychological, emotional, cognitive and cultural variables invariably influence disparate biological processes within every bodily system. The result is the need for a combined bio-psycho-social/environmental approach to complex … Continue reading
Posted in WOSC 17th Congress 2017 Comments Offon From precision medicine to systems medicine by Christian Pristipino
Artificial intelligence and law: what perspective? by Daniele Bourcier
The law is based on a certain idea of man as the subject responsible for his actions, AI devices can influence the responsibility of those who create and use them or even replace total human activities and decisions by machines. … Continue reading
Posted in WOSC 17th Congress 2017 Comments Offon Artificial intelligence and law: what perspective? by Daniele Bourcier
Recognizing the Dangers of Simplicity Addiction by Michael Lissack
We are seldom taught that simplification has a high risk of failure. In truth, it only works up to a point, after which all that lies ahead is failure. To examine the limits of simplicity is to look at what … Continue reading
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Smart growth strategies by Elias G. Carayannis
The future and sustained peace, prosperity and security of the WORLD require that we pursue and accomplish a reasonable modicum of BOTH of those visions and Knowledge for Development (K4Dev) and its related proposed roadmap (K4Dev__Vision 2030) based on the … Continue reading
Posted in WOSC 17th Congress 2017 Comments Offon Smart growth strategies by Elias G. Carayannis
Design of Regional System by Alfonso Reyes
A Keynote providing real life evidence of invoking new technologies to support cooperation and direct production concepts in a region. Design of Regional System
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Governance in the Anthropocene: cybersystemic possibilities? by Ray Ison
eye-opening: The “Anthropocene” is a term formulated by Earth scientists to claim that we have entered a new geological epoch: human influences have become so great that they are affecting “whole Earth dynamics” through a range of biophysical and social … Continue reading
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Frontiers | Complexity Measures: Open Questions and Novel Opportunities in the Automatic Design and Analysis of Robot Swarms | Robotics and AI (2019)
via complexity digest
Without reference to this article, my instant thought was ‘swarms… aren’t really very complex, are they?’
Complexity Measures: Open Questions and Novel Opportunities in the Automatic Design and Analysis of Robot Swarms
- 1Department of Computer Science and Engineering, Campus of Cesena, Alma Mater Studiorum Università di Bologna, Bologna, Italy
- 2IRIDIA, Université libre de Bruxelles, Brussels, Belgium
Complexity measures and information theory metrics in general have recently been attracting the interest of multi-agent and robotics communities, owing to their capability of capturing relevant features of robot behaviors, while abstracting from implementation details. We believe that theories and tools from complex systems science and information theory may be fruitfully applied in the near future to support the automatic design of robot swarms and the analysis of their dynamics. In this paper we discuss opportunities and open questions in this scenario.
1. Introduction
Metrics that quantify the complexity of a system and measure information processing are used in a wide range of scientific areas, including neuroscience, physics, and computer science. In the scientific literature, the word complexity is overloaded, as it may refer to the amount of effort needed to describe a system, or to create it, or also to quantify its structure both in terms of components and dynamical relations among its parts. For example, let us consider a swarm of robots: we may ask what is the complexity of a function describing the overall behavior of the swarm, or what is the complexity of the problem of optimally assigning tasks to the robots, or what is the complexity of each of the tasks. These objectives require different measures, each addressing a specific question. As a consequence, there is no unique and all-encompassing complexity measure: a plethora of metrics are available. Most come from information theory, which abstracts from specific system’s details and focuses on information processing. While notable results have been attained, we believe that the potential of these methods has still to be fully exploited in the automatic design of robot swarms and in the analysis of their behaviors.
In automatic design methods, the design problem is cast into an optimization problem that is solved either off-line or on-line, i.e., either before the swarm is deployed in its target environment or while the swarm is operating in it. A prominent example of automatic design is evolutionary robotics (ER), where the control software—typically an artificial neural network (ANN)—is optimized by means of an evolutionary algorithm (Nolfi and Floreano, 2000). A number of alternative methods depart from the classical ER by employing control software architectures other than ANNs and/or optimization techniques other than evolutionary computation (Watson et al., 2002; Hecker et al., 2012; Francesca et al., 2014; Gauci et al., 2014). A review of the main studies on automatic design of robot swarms—both off-line and on-line—is provided by Francesca and Birattari (2016).
The aim of this paper is to outline what we think are the most important open questions and to describe opportunities to use complexity measures for supporting the automatic design of swarms of robots and the analysis of their behaviors. In section 2, we provide an introduction to complexity measures. In section 3, we highlight the main contributions to the robotics field. In section 4, we illustrate our perspective and outline relevant open questions.
2. A Capsule Introduction to Complexity Measures
The notion of complexity is multifaceted. If, by the term “complex,” one means “difficult to predict,” then a suitable metric is provided by information theory with Shannon entropy (Shannon, 1948). Let us consider a simple system of which we observe the state at a given time. The observations can be modeled as a random variable X, which can assume values from a finite and discrete domain XX. If the observation is x∈Xx∈X, which has a probability P(x), then the amount of information carried by the observation of x is defined as 1logP(x)=−logP(x)1logP(x)=-logP(x)1. Shannon entropy is defined as the expected value of the information of all symbols: H(X)=−∑x∈XP(x)logP(x)H(X)=-∑x∈XP(x)logP(x). Intuitively, H(X) measures the amount of surprise—or, equivalently, the lack of knowledge—about the system; we may also observe that Shannon entropy measures the degree of disorder in a system or process. Many complexity measures are based on Shannon entropy. For example, the reciprocal influence between two parts of a system can be estimated by computing their mutual information, defined as I(X; Y) = H(X) + H(Y) − H(X, Y), where H(X, Y) is the joint entropy of the variables X and Y, defined on the basis of the joint probability P(x, y). I(X; Y) provides a measure of the information we can gain on a variable, by observing the other. Information-theoretic metrics are currently widely applied, as they have the property of being model independent and able to capture non-linear relations. In practice, probabilities are usually estimated through the observed frequencies.
When the objective is to measure the complexity of the description of a system, then algorithmic complexity may be used, as proposed by Kolmogorov (1965): the complexity of a string of symbols is defined as the length of the shortest program producing it. This measure is not computable in general, but approximations are available, such as the ones based on compression algorithms (Lempel and Ziv, 1976). Shannon entropy and Kolmogorov complexity are conceptually different (Teixeira et al., 2011). The former measures the average uncertainty of a random variable X, and so it estimates the difficulty of predicting the next symbol of a sequence received from a source. Conversely, Kolmogorov complexity measures the length of the minimal (algorithmic) description of a given sequence of symbols σ, therefore it estimates the difficulty of describing or reconstructing the sequence. However, they both capture the notion of compressibility of a signal and, in particular, they are null when X (resp. σ) is constant and maximal when X (resp. σ) is random.
Kolmogorov complexity also provides a theoretical framework for the principle known as Occam’s razor that states that among all the possible explanations of a set of data, the simplest one is preferable. A similar argument supports the notion of stochastic complexity, proposed by Rissanen (1986), which is the shortest description of the data with respect to a given probabilistic model.
The term “complex” is often used for capturing the notion of structure or pattern observed in data or in the dynamics of a system, once random elements are discarded. This concept is also related to the extent to which correlations distribute across the parts of the system observed (Grassberger, 1986a). The intuition is that high complexity should be associated to conditions characterized by a mixture of order and disorder, structure and randomness, easily predictable dynamics and novelty. Along this line, several measures have been proposed (Grassberger, 1986a; Lindgren and Nordahl, 1988; Li, 1991; Crutchfield, 1994; Gell-Mann and Lloyd, 1996; Shalizi and Crutchfield, 2001). A survey on complexity metrics is out of the scope of this contribution and we refer the interested reader to prominent works on the subject (Grassberger, 1986a; Lindgren and Nordahl, 1988; Badii and Politi, 1999; Lloyd, 2001; Prokopenko et al., 2009; Lizier, 2013; Moore et al., 2018; Thurner et al., 2018; Valentini et al., 2018).
Continued in source: Frontiers | Complexity Measures: Open Questions and Novel Opportunities in the Automatic Design and Analysis of Robot Swarms | Robotics and AI
Bonnitta Roy – Six Ways to Go Meta — Emerge: Making Sense of What’s Next — Overcast
Bonnitta Roy worth listening to, and reading:
Today on the show I’m speaking with Bonnitta Roy about her presentation ‘Six Ways to Go Meta’. We cover such topics as what it mean to ‘go meta’, why the anthropocene is driving humans to discover new ways of ‘going meta’, how deconstructing our experience through meditation creates a clean palette to experiment with new ways of going meta, how previous guests like Adam Robbert, Jordan Greenhall, Nora Bateson, and Rob Burbea fit into Bonnitta’s meta-meta-model, and why it’s vital that we create new educational forms that help create and discover new human minds. Six Ways to Go Meta Presentation
Support this podcast: https://anchor.fm/emerge/support
Source: Bonnitta Roy – Six Ways to Go Meta — Emerge: Making Sense of What’s Next — Overcast
Four Kinds of Thinking: 2. Systems Thinking
comments sought.
Inquiry
Recently, I sent a question (to ‘contact’) about the appropriateness of a potential series of posts for comments)e — never got an answer. Should I take this as ‘no interest’ or did that letter not get through?
The NNT, Explained – The Number Needed to Treat
(via the always-excellent https://medium.com/gentlyserious, to which you should subscribe)
Quick summaries of evidence-based medicine.
Source: The NNT, Explained – TheNNTTheNNT
and:
Number Needed to Treat (NNT): A tool to analyze harms and benefits
Diagram categorizing ways meta-rationality can improve the operation of a rational system – David Chapman, @meaningness
In which purpose demolishes culture while culture is distracted eating strategy – Catherine Howe
Source: In which purpose demolishes culture while culture is distracted eating strategy
In which purpose demolishes culture while culture is distracted eating strategy

I am a bit wary of talking about culture. It’s intangible, elusive and in reality best addressed via behaviours rather than head on. As my team know, I have a huge fear of a conversation about culture or values ending up as a pile of laminated signs that get strewn about the place. It’s an essential lever of change but perhaps best approached through the principle of obliquity because while it is vital to the success of any endeavour the minute you focus on that as the thing you are trying to change you are unlikely to succeed.
I am also wary about culture conversations because people people tend to speak about culture as being A Thing and not an effect which is born out of a myriad of human behaviours and feelings. All of this boiled down to a simple phrase of ‘culture is how we do things round here’.
I think my final niggle about culture is that organisations tend to think of it as being one thing when actually most organisations support a number of sub-cultures which may or may not knit together. These can either be grown in the dark cupboards of hierarchical silos, historical grouping or sometimes from external professional affiliations and identities which compete with internal cultures. From a change point of view this last one can be challenging; who is defining who we do things round here in that instance? This is a particularly sticky question on the context of digital transformation when your digital change makers may feel a stronger affinity to the community they find outside of your organisation to the people they are trying to change within it.
All of that being said I do think that it can be really helpful to examine and map your culture so help you understand what its going on and to help uncover some of the behaviours you may want to effect. This HBR article is a good overview of this but I like this Startegyzer piece as its got a good workshop plan in it which talks about culture as a garden:
- The outcomes in your culture are the fruits. These are the things you want your culture to achieve, or what you want to “harvest” from your garden.
- The behaviors are the heart of your culture. They’re the positive or negative actions people perform everyday that will result in a good or bad harvest
- The enablers and blockers are the elements that allow your garden to flourish or fail. For example, weeds, pests, bad weather, or lack of knowledge might be hindering your garden. Where as fertilizer, expertise in gardening specific crops, or good land might be helping your garden to grow.
I like to call out incentives and processes in the enablers and blockers section as both of these are things that you can make very tangible if you accidentally find yourself ‘doing’ culture change.
We find ourselves talking about culture not because sociologists like me walk amongst us observing it (though we do my friends….we do) but because of the many many articles leaders have read telling them that ‘culture eats strategy for breakfast’* and pointing out that no plan in the world can overcome the desire of your people to do something completely different.
I wrote a while ago about my belief that all change should actually be thought about as system change and this belief brings a challenge to the culture beats strategy trope. While culture may be preeminent as a change mechanism if you have an industrial model of an organisation, in a system or network based view of organisational forms — like the garden metaphor — then there are more powerful forces at play. Because while culture may eat strategy for breakfast it doesn’t and in fact can’t eat purpose. In a more networked organisation culture can be overwhelmed by purpose while the more rationalist concepts of strategy and structure are left behind.
A sense of shared purpose is one of the most powerful motivators for any human endeavour. It’s behind the catalytic effect of a social movement like extinction rebellion as much as it is alive in the most successful corporate or not for profit organisations. It’s the thing that struck me most when I joined CRUK and felt the palpable connection that our people feel to our cause.
It’s precious to us because while most extraordinary people will collaborate for the right reasons. Without a shared sense of purpose our staff — and our supporters — are less and less likely to get out of bed in the morning. And this is the link back to the culture conversation ask even the strongest purpose can’t stand alone — it needs to be reflected through shared values and driven by visible behaviours to be effective. A organisation which is driven by purpose is crippled if it says one thing and does another.
It’s why extinction rebellion is currently so effective — they have a clear goal and theory of change that helps people from different backgrounds collaborate and convene around their purpose.
Aligned culture, values and behaviours will speed us on our way but to properly ignite change in organisations and in systems we need that common purpose.
*Interestingly there is no good citation for this quote but its generally ascribed to Peter Drucker and now is a cultural meme in its own right
Comment at source: In which purpose demolishes culture while culture is distracted eating strategy
Understanding Society: Organizations as open systems
Source: Understanding Society: Organizations as open systems
Continues in source: Understanding Society: Organizations as open systems
Santa Fe Institute Applied Complexity Symposium, 9 November – Computation and Complex Economies #complexsystems #economics
Some really intriguing comments in here – not, mostly, as far as I can see, very systems-y thinking?
Systems Thinking for a Turbulent World: A Search for New Perspectives, 1st Edition (Paperback) – Routledge – and call for proposals for new series edited by Gerald Midgely
An exciting new book, and the start of a series edited by Gerald Midgely.
Even more excitingly, this is the message Gerald has put on various facebook groups (e.g. https://www.facebook.com/groups/774241602654986/permalink/2599871040092024/):
“The book by Anthony Hodgson advertised below brings together systems thinking and futures thinking in a new synergy. It is the first in my Systems Thinking book series with Routledge, set up to reach beyond academia to the world of practitioners. The great breakthrough here is that the books are being priced under £30 to reach a mass market. If you want to write a book in this series, please send me a proposal. All I need is a title, one paragraph on what the book is about, plus chapter headings with a single sentence of explanation for each. I get to make the decision, in partnership with my editor at Routledge, on which books are contracted. Then, when you have finished your manuscript, it gets peer reviewed, and you make amendments before it is (hopefully) published. Send book proposals please to g.r.midgley at hull.ac.uk – but do make sure your proposal has a practitioner focus. The main reason for rejections so far has been that some of the proposals I have received have been aimed at academics, and the most likely outcome in this situation is either rejection or being offered a contract for a hardback library book priced at over £100. Let’s make this series fly, and bring systems thinking to new practitioners world wide!”

Systems Thinking for a Turbulent World
A Search for New Perspectives, 1st Edition
By Anthony Hodgson
Routledge
142 pages | 39 B/W Illus.
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Description
Systems Thinking for a Turbulent World will help practitioners in any field of change engage more effectively in transformative innovation. Such innovation addresses the paradigm shift needed to meet the diverse unfolding global challenges facing us today, often summed up as the Anthropocene.
Fragmentation of local and global societies is escalating, and this is aggravating vicious cycles. To heal the rifts, we need to reintroduce the human element into our understandings – whether the context is civic or scientific – and strengthen truth-seeking in decision-making. Aided by appropriate concepts and methods, this healing will enable a switch from reaction to anticipation, even in the face of discontinuous change and high uncertainty. The outcome is to privilege the positive human skills for collaborative navigation through uncertainty over the disjointed rationality of mechanism and artificial intelligence, which increasingly alienates us.
The reader in search of new ways of thinking will be introduced to concepts new to systems thinking that integrate systems thinking and futures thinking. The concept of anticipatory present moment (APM) serves as a basis for learning the cognitive skills that better enable navigation through turbulent times. A key personal and team practice is participative repatterning, which is the basis for transformative innovation. This practice is aided by new methods of visual facilitation.
The reader is guided through the unfolding of the ideas and practices with a narrative based on the metaphor of search portrayed in the tradition of ox herding, found in traditional Far Eastern consciousness practice.
The Systems Sanctuary newsletter – interrogating whiteness, support programmes for systems changers, keynotes, capability building, and links
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