The Stafford Beer papers at Liverpool John Moores University

Stafford Beer
Stafford Beer A selection from the papers of Stafford Beer (1926-2002), founder of management cybernetics

The Stafford Beer Collection consists of the personal library of Professor Stafford Beer, the founder of Management Cybernetics, who was appointed Honorary Professor of Organisational Transformation at LJMU in 1989.

An international consultant in the management sciences, employed by governments in over 20 countries and by a number of international agencies, Professor Beer, who died in August 2002, was the author of over 200 publications and held a number of academic posts as well as managerial positions at every level. He was also a published poet and held exhibitions of paintings.

Operations Room Chair
For more details or to discover how to see the materials in person please visit LJMU Special Collections and Archives.
Army Career (4)
Army Career Documents from Stafford Beer’s army career, 1944-1948   More…
United Steel (6)
United Steel Documents from Stafford Beer’s career at United Steel, 1956-1960   More…
Sigma (11)
Sigma Sigma (Science in General Management Ltd) was the OR consultancy set up by Beer in 1961.   More…
Launching Personal Consultancy (2)
Launching Personal Consultancy In 1969 Stafford Beer launched his own consultancy service.   More…
Dominion Bureau of Statistics, Canada (6)
Dominion Bureau of Statistics, Canada One of the first consultancy projects carried out by Stafford Beer, 1969-70   More…
Rome (4)
Rome Work done 1971-72 for the consultancy firm IFAP as part of a consultancy package for the IRI company   More…
Warburtons (8)
Warburtons Stafford Beer’s work with Warburtons, the Bolton-based bakers, in the 1970s   More…
Canadian Air Transportation Administration (CATA) (4)
Canadian Air Transportation Administration (CATA) Stafford Beer’s work with the Canadian Air Transportation Administration, 1971   More…
Chile (82)
Chile A selection of documents relating to Stafford Beer’s consultancy work for President Allende   More…
Mexico (13)
Mexico Work for the Mexican government, 1983   More…

 

Source: DigiTool – Collections

Francis Heylighen – Tale of Challenge, Adventure and Mystery: towards an agent-based unification of narrative and scientific models of behavior

Heylighen, F. (2012). A Tale of Challenge, Adventure and Mystery: towards an agent-based unification of narrative and scientific models of behavior (ECCO Working Papers No. 2012-06). Brussels, Belgium. Retrieved from http://pcp.vub.ac.be/papers/TaleofAdventure.pdf

Abstract: The scientific worldview is based on laws, which are supposed to be certain, objective, and independent of time and context. The narrative worldview found in literature, myth and religion, is based on stories, which relate the events experienced by a subject in a particular context with an uncertain outcome. This paper argues that the concept of “agent”, supported by the theories of evolution, cybernetics and complex adaptive systems, allows us to reconcile scientific and narrative perspectives. An agent follows a course of action through its environment with the aim of maximizing its fitness. Navigation along that course combines the strategies of regulation, exploitation and exploration, but needs to cope with often-unforeseen challenges. These can be positive (affordances, goals), negative (disturbances, anti- goals) or neutral (diversions). The resulting sequence of challenges and actions can be conceptualized as an adventure. Thus, the agent appears to play the role of the hero in a tale of challenge and mystery that is very similar to the “monomyth”, the basic storyline that underlies all myths and fairy tales according to Joseph Campbell [1949]. This narrative dynamics is driven forward in particular by the alternation between prospect (the ability to foresee challenges) and mystery (the possibility of achieving an as yet absent prospect), two aspects of the environment that are particularly attractive to agents. This dynamics generalizes the scientific notion of a deterministic trajectory by introducing a variable “horizon of knowability”: the agent is never fully certain of its further course, but can navigate depending on its degree of prospect.

 

Paper: http://pcp.vub.ac.be/Papers/TaleofAdventure.pdf

 

Abeba Birhane on Twitter: “The notion of “computing” according to von Foerster:… “

Awesome tweet stream from @Abeb (Abeba Birhane) covering:

  • computing
  • von Foerster
  • the danger of labels
  • epistemology
  • ethics
  • the Macy conferences
  • and loads!

A Short Introduction to Human and Organizational Performance (HOP) and Learning Teams – Andrea Baker | Safety Differently

A Convenient Story

 “Well, that’s a convenient story,” the company CEO bleared at me through his watery spectacled eyes.   This man was tired.  Not “I didn’t sleep enough last night” tired; he was

“I haven’t slept well in 20 years” tired.  Those eyes had seen too many cross faces in the board room, too many hours of a flickering computer screen, too many blurry digital displays reading 3AM, and now they were pointedly fixed on me.

“You’re trying to prove to us that this human and…human and ope…what is it called?”  he glanced down at his notes for the answer, red in the face, betraying that it was many years since he’d been at a loss for terminology in his own conference room. “You’re trying to prove that this Human and Organizational Performance concept is true,” he started back in, “that workers make errors because of their environment and we shouldn’t blame them, and so on and so on. And, in the story you just told, the employee broke a rule, but there were a lot of design problems and he clearly meant well.”  The CEO paused for a moment, folding his hands on the table anticipatorily for his calm argument punchline, “It’s very convenient for you tell that story because that’s not how life normally works.   Sometimes people just break rules because they are too lazy to do it the right way.  People don’t normally try to do right by the company, they aren’t normally ‘victims’ of their environment like you painted this guy to be.  This story is fictitious, or an anomaly. I’d imagine you’d be hard pressed to tell another story like it.”

The room of 25 had gone quiet.  Eyes traced my face for a response.  A woman sitting towards the back stifled a sneeze. Were people holding their breath?  I vaguely wondered if they were all nervous for me or just amused.  The CEO was waiting.  I smiled to myself, thinking back to how many times I have faced this same discussion.  Learning the New View is a bit like taking the red (or was it blue?) pill that reveals the Matrix; it pulls back the grimy film of biases and operational assumptions that distorts our reality.  The CEO’s watery eyes were being asked to stare into a version of the truth that was completely foreign to him.  He should be skeptical. He should ask for more proof, for more examples, for more stories.   And luckily for him, we have hundreds.  And so, looking back at the CEO, I said, “I understand the skepticism.  Let me give you another example.  Did I ever tell you about the time…”?

What is HOP?

When I am asked what Human and Organizational performance (HOP) is, I often define it at as cross between system design and psychology (full stop).  But that just isn’t enough (and not even the most accurate) words to define it…

HOP (also called the “New View” in some circles) is a global movement towards using the social sciences to better understand how to design resilient systems.

To all those out there that feel most comfortable with data and analytics, let me try to frame the concept with some engineering language: humans fail (make errors and break rules) with a known frequency that is affected by known influencing factors.  If we take those data inputs as a given, we design better systems – including better rules, and better methods of discipline.

For those that prefer to communicate using soft skills language, let me describe it a bit differently: we have biases that lead us to judge others’ decisions more harshly than our own.  We believe others have complete access to all necessary information and have full autonomy while making a decision…but they don’t.  This misunderstanding is magnified by the fact that we are living with the ghosts of a global industrial culture that undervalues its workers.  Combined, these factors have created a gap that is only bridged by the best of the best leaders across industries.

The New View gives us the terminology, the tone (the language) and the platform to disrupt the paradigms that hinder our ability to be transformational leaders.   The choices we make today about how we ask questions, how we create rules, how we react to failure (how we treat people) will directly impact our business performance in the future.

We cannot manage what we don’t understand.

  • What influences people to break rules? (it’s probably not what you think)
  • What is wrong with the concept of root cause? (How have we misunderstood causality?)
  • Why can’t a perfect procedure exist?
  • Why will one set of corrective actions work for some people and not for others?
  • Is complacency a choice?

Understanding the truth behind questions like these is crucial to good leadership.

We shouldn’t need to sell ourselves on the benefits of good leadership – the tangible (financial) benefit of leadership is well documented – but we should ask how learning HOP principles is any different from the plethora of leadership training on the market.  The success of the HOP movement is in part a “stickiness” that comes from highlighting important aspects of human psychology, which explain the science behind why even the most well-intentioned people routinely make large leadership blunders (indeed, the first step to change is acknowledging there is a need for it).  The HOP movement aims to affect a person’s belief system.  Meaning, when successful, a person does not simply “portray new behaviors” or “create new habits,” but rather their beliefs (about human nature) are altered in a lasting way. Individuals that have taken the time to wrestle with the principles report that the concepts “change how they see the world” and they “couldn’t go back to their old way of thinking if they tried.”  These individuals become change agents, working to create a positive movement of operational intelligence (understanding the reality of day to day work from the eyes of the worker), compassion, respect and recognition of human strength and limitation that translates into more resilient processes that can recover (quickly) from predicted and unpredicted upsets.

HOP is not a program

One of the most conceptually tricky aspects of HOP is that it is not a program.  The New View is a philosophy which, when adopted, creates a local culture change that leads to better system design.

The details of the philosophy are hard to capture completely in a short synopsis.  But, the results of that philosophy are not.  And perhaps the fastest way to explain them is through a (very) quick history discussion:

The principles behind HOP are grounded in the same philosophy that helped improve the design of our cars.  In the 1950s our cars did very little to protect us from our own errors; there were no seatbelts and no airbags; a head on collision sent the steering column through the driver’s chest and the engine into his lap.  Today, our cars are designed assuming the driver in the system will fail and the car will be crashed.  This thinking led to advances in technology that, throughout the years, have increased the ability for the driver to fail safely (survive a car crash), despite the increasing speed of travel and increasing numbers of the cars on the road.

The proof of the design effectiveness can be shown in car fatality data.  One chart on the subject is below.

US vehicle miles travels and proportionate fatality rates[1]

  “You can’t manage what you don’t understand” – E. Jacques

The mission of the HOP movement is to translate the philosophy that changed automotive design to the rest of the industrial world, with the aim of creating safety and quality systems that allow the human to fail safely (meaning, without resulting in unacceptable consequences).

Part of that translation is a recognition of an important truth: the automotive industry has a large advantage –almost every person on an automotive design team also drives.  This may seem like a minor point, but the details a driver (versus a non-driver) can bring to table have large design ramifications.

For example, if you’ve never driven a car, the rule to check your blind spot before changing lanes seems simple.  If you do drive, you recognize that despite knowing youshouldlook over your shoulder, every so often you forget, and you count on the driver in your blind spot hits his or her horn with enough time for you to avoid an accident.  A driversees the value in a blind spot warning sensor to help reduce the probability of a crash while changing lanes; value that a non-driver would struggle to see and most certainly not think to invent.

The level of operational intelligence (detail about driving) known by those on an automotive design team is often in stark contrast to the realities of the rest of the industrial world.  As an Environmental Health and Safety leader in a global company, part of my job responsibility was to create and enforce rules around driving forklifts…despite the fact that I had never driven a forklift in my entire career.   In our world, leaders are asked to manage process and systems they have had very little personal exposure to.  Part of what HOP teaches is that despite how normal this feels to us, you cannot manage what you don’t understand…not well, at least.

Operational Learning and Learning Teams

What do we do in light of this disadvantage? Enter Operational Learning stage right.  Operational Learning is a HOP based technique of learning from those closest to the work to gain operational intelligence (the detail we are missing from having never experienced the work first hand).  Operational Learning has proven to lead to the development of improvement actions that increase system resilience to human error by: addressing deviation prone rules, identifying error traps, and improving or adding defenses that reduce the consequences of human error.  One method of Operational Learning is conducting a Learning Team.  A Learning Team is a facilitated conversation between those that do the work and those that design the work to share operational intelligence between the two groups and improve system design.  A Learning Team can be used proactively (before we have had a failure) or reactively (after an event has occurred).

This brings us back to the story the CEO was so miffed by.   I was telling the story of one of the many post-event learning teams I have had the honor to be part of.  Rather than tell one of those stories here (they need more detail than a few pages can give justice to), let me instead share with you my experience around the arc of how a post-event learning team compares to a traditional investigation.

Investigation: An event occurs.  We ask our normal “investigation” questions.  We learn that someone made an error or broke a rule.  We have very few improvement options and are often left updating a procedure, or holding a safety “stand down,” or retraining some.  We end up frustrated with the employees for making a mistake or angry with them for breaking a rule.

Post-event Learning Team: An event occurs. We ask better questions that move us past the biases we have towards error and blame.  We learn an error was made or a rule was broken, but we also learn how the error was made and why the rule was broken.  We recognize we would have probably made a similar error or broken the same rule if we were doing the job, which in turn lets us acknowledge that the failure will inevitable be repeated unless we improve.  Our employees become our biggest asset in improving the system and we end up with a long list of possible improvement actions. Our working relationships and ability to solve problems improves.

The above description of a Post-event Learning Teams may seem like fabrication or fairytale to you (in fact, I’d be surprised if it didn’t).  This is part of the beauty of the HOP movement.  It only takes a few good conversations and a couple learning teams to show that it is true (seeing is believing) and the contrast between how we see the world before and after adopting the New View is so dramatic it can rewrite the rules of how we do business with each other (and even how we act in our personal lives).

The Skeptical CEO

How did the story with the skeptical CEO end? After an introduction to the New View mindset and seeing a learning team for himself, he became one of the biggest HOP advocates I have ever met, going as far as hiring a full time HOP expert to advise him and shape his company’s culture change.

And now he has hundreds of his own Learning Team stories to tell.

[1]http://www.newgeography.com/content/004892-is-suburbia-crashing-suburban-traffic-myths-refuted

 

Source: A Short Introduction to Human and Organizational Performance (HOP) and Learning Teams | Safety Differently

Open University Governing Complexity – developing appropriate praxis with citizens and organisations – recorded webcasts from June 2018

Governing Complexitiy
developing appropriate praxis with citizens and organisations

This event took place on 12th June 2018 at 9:30am (08:30 GMT)

09:30 Welcome. Professor Simon Lee, Director, Citizenship & Governance SRA.

09:40 Scene setting: why governing, why organizations; why citizens? Professor Ray Ison, OU Professor of Systems.]#

10:00 Insights from OECD case studies. Piret TõnuristOECD.

10:45 Table-based reflections: questions for the Pirect/OECD group and for framing the day.

11:30 Insights from employing a cadre of Systems Thinking Practitioners (STP): Professionalising, Contributions to Organizational Functioning. STP Employer Panel: Alice EvansLankelly Chase; Dave Kelly, Greater Manchester Police; Lee Hebert, Lloyds Bank.

12:15 Insights from being employed as a STP: Transforming organizational life…or not? STP Employee Panel: Dr Niki Jobson DSTL; John Rogers, Wiltshire Council.

13:30 Citizenship & Governance: Perspectives from policing; social enterprise & collaborative governing. Governing and Citizenship Panel 1. Professor Edoardo Ongaro; Dr Leslie Budd; Dr Karen Potter.

14:15 Plenary Discussion.

14:30 Researching STiP capability development – main findings. Governing as applied systems thinking in practice. Governing and Citizenship Panel 2. Dr Martin Reynolds & Dr Rupesh ShahEd Straw.

15:15 Plenary Discussion.

15:30 STP as an occupation: next steps. Alice Evans & Professor Ray Ison.

15:45 Reflections on the day. Piret Tõnurist & Professor Simon Lee.

16:00 Close.

Please select from replays below:

9:30 am Session 1
11:30 am Sesion 2
1:30 pm Session 3

Source: Governing Complexitiy – developing appropriate praxis with citizens and organisations

Unlocking Systems Change and Innovation In Housing – Louise Cannon (pdf)

Unlocking Systems Change and Innovation In Housing
Louise Cannon

 

(pdf) https://www.wcmt.org.uk/sites/default/files/report-documents/Canon%20L%20Report%202016%20Final.pdf

 

Webinar: System mapping as a tool for action | The Health Foundation

Webinar: System mapping as a tool for action

Interested in complex system mapping, but unsure about how it can help you find solutions to public health challenges in your own work?

Join our webinar for public health professionals on 4 December 2018. Hear practical examples of how system mapping has helped people tackle complex public health challenges, from the UK and further afield.

Hear the latest thinking about how to apply ‘system thinking’ in your own work, and discover how it can help you identify innovative ways to improve population health across the system.

Speakers

  • Professor Steven Allender, Professor of Public Health, Deakin University (via pre-record)
  • Debra Richardson, Consortium Strategic Lead, Derby a City on the Move, University of Derby
  • Professor Harry Rutter, Professor of Global Public Health, University of Bath

Register

Register for this webinar.

For more information, contact events@health.org.uk

Location details

Address: online event, accessed via PCs, smartphones and tablets

Source: Webinar: System mapping as a tool for action | The Health Foundation

About Strong Towns

[I’m a little bit in love with Strong Towns, a movement that is deeply systemic and deeply humanistic about the places we live (well, in the USA…). Check it out]

About Strong Towns

Learn about our history, our goals and how to get involved.

WHAT IS STRONG TOWNS?

Strong Towns is a media organization leading a national movement for change. We’re challenging every American to fundamentally rethink how our cities are built, and we’re shining a spotlight on an approach that will make us truly prosperous.

Curious? Learn more about what we do, our history and how to get involved in the tabs below.

What we do
History
Essential Reading and Listening
The Strong Towns Movement

WHAT WE DO

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Here’s the introductory video in our Curbside Chat series, an essential Strong Towns analysis of why our cities are going broke and how we can build a better way forward. Watch the whole series here.

Why are so many cities and towns across North America going broke?Our roads are deteriorating. Our governments are in debt. No matter how much we increase them, our taxes aren’t enough to fix it all. And no one seems to be able to agree on how we got here — much less how to change the course. This isn’t just about numbers on a budget; it’s about the fate of the communities we love most and the real people in them.

At Strong Towns, our mission is to help cities, towns and neighborhoods become financially strong and resilient. And we’ve thought long and hard about the best way to do that. We firmly believe the most enduring changes are incremental and data-responsive, and can only happen from the bottom up — through the work of strong citizenslike you. What that means is, we won’t be handing you a blueprint.

Strong Towns will never produce a street design guide for engineers. We won’t tell you an ideal population density per acre. And we aren’t available for consultancy requests; we’re a nonprofit that’s doing something bigger than just helping one town or one county. Easy, one-size-fits-all solutions from the top down are what got American towns into the mess they’re in; we want to bring you something better.

“We aim to inspire readers to ask a different set of questions about the way their towns are built, and to encourage you to demand a better approach in the places you love.”

Instead, it’s Strong Towns’ goal to give you a process that can adapt to your community’s unique needs and change as your town grows stronger. We aim to inspire readers to ask a different set of questions about the way their towns are built, and to encourage you to demand a better approach in the places you love.

We publish daily written content, weekly podcasts, and interactive webcasts to keep you asking the hard questions, and show you some outstanding examples of people who have gotten it right. We bring live, community-specific events to towns across North America. And we foster an online community where Strong Towns members can organize, share resources, and keep inspiring one another to do more.

(Top photo by Joshuay04)

Source: About Strong Towns — Strong Towns

The Habit-forming Workshop to Becoming a Systems Thinker – Waters Foundation, 18 October, Arizona

The Habit-forming Workshop to Becoming a Systems Thinker

October 18 @ 9:00 am4:00 pm MST

$150

Date: October 18, 2018
Time: 9 a.m. – 4 p.m.
Location: Valley of the Sun United Way, 3200 E Camelback Rd #375, Phoenix, AZ 85018
Cost: $150/person. Includes lunch and all materials, including the Habit-forming Guide to Becoming a Systems Thinker book.
Facilitator: Sheri Marlin, Chief Learning Officer, Waters Foundation

Click here to register.

Click here to download the flier.

This workshop will use the book, The Habit-forming Guide to Becoming a Systems Thinker, to introduce the foundation of systems thinking.

A systems thinking point of view encourages individuals to step back and see the whole picture, rather than focusing on just its parts. When individuals have a clear and deep understanding of their jobs, departments, divisions or organizations as whole systems, they are better equipped to identify leverage actions that lead to improvements and desired outcomes.

Through highly interactive and innovative approaches, participants will learn and practice strategies that will inform the quality of day-to-day interactions and propel desirable outcomes.

Whether you are a student, professional, business leader, community volunteer, civic leader, or simply a lifelong learner, you will walk away with new ideas, insights and skills to impact your system.

The day will be filled with interactive, hands-on activities for participants to understand and practice systems thinking concepts, including:

  • Learning and applying the 14 Habits of a Systems Thinker in a variety of contexts.
  • Understanding the causal interdependencies that influence the behavior of complex systems.
  • Identifying mental models that may influence behavior and actions.
  • Discovering concrete strategies to impact systems.
  • Practicing problem solving, decision making, and communication within groups that are made up of diverse perspectives working toward a common goal.

A special THANK YOU to Valley of the Sun United Way for opening the doors of their facility for this workshop.

90

Details

Date:
October 18
Time:
9:00 am–4:00 pm
Cost:
$150
Website:
https://watersfoundation.wufoo.com/forms/pyjmfg012o5cho/

Organizer

Waters Foundation
Phone:
412-968-9700
Email:
info@watersfoundation.org
Website:
www.watersfoundation.org

Venue

Valley of the Sun United Way
3200 E Camelback Rd #375
Phoenix, AZ 85018 United States
+ Google Map

Use ctrl + scroll to zoom the map

Map data ©2018 Google

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Source: The Habit-forming Workshop to Becoming a Systems Thinker – Waters Foundation

Google Plus (for consumers) shutdown | Oct. 8, 2018

The shutting down of one online venue for #systemsthinking on Google+ is inconvenient, yet a possibility that we have forseen.  In headlines, see:

The Systems Sciences community on Google+ at https://plus.google.com/u/0/communities/117647110273892799778 is still working, on the day after the announcement.

Gabriel Asata asked:

Any idea about how to maintain ourselves in contact and keep the production and publication of this community after Google+ shutdown?

… to which I responded …

The Systems Sciences community on Google+ should acknowledge that an open community for systems thinkers worldwide has been provided at no charge by Google, as a commercial enterprise, for many years.

In partnership with Benjamin Taylor, our community has been prepared for the possibility that Google+ might not persistent in a supporting such a platform. In January 2018, we partnered on the Systems Community of Inquiry stream at https://stream.syscoi.com/2018/01/19/moving-to-stream-syscoi-com/ . This is an open collaboration site hosted on WordPress.COM that could be moved to an alternate provider, and is backed up on the Internet Archive (you can check at https://web.archive.org/web/*/http://stream.syscoi.com ).

If you prefer to just receive headlines, stream.syscoi.com syndicates to https://twitter.com/syscoi .

If you don’t like Twitter, and would like to experiment on an open source platform with a gradient of intimacy (i.e. like Google Circles), you might follow me (as an individual) at https://mastodon.cloud/@daviding . If a critical mass of individuals sign up on that platform, perhaps we can encourage that open source platform to flourish.  (I’m also on Diaspora at https://diasp.org/u/daviding , but haven’t seen much action there in the past 3 years).

This is part of a longer story, at ..

Since the original explorations in 2015, we can now see “The Federation refers to a global social network composed of nodes that talk to each other. Each of them is an installation of software which supports one of the federated social web protocols” at https://the-federation.info/ .  Here’s a snapshot of popularity at October 2018.

The Federation, Projects

Mastodon (which didn’t exist in 2015, as did Diaspora) now appears to have been growing in popularity.

#diaspora, #federated, #google-plus, #mastodon, #shutdown, #social-network

50th anniversary of the founding of the Club of Rome

In 2018, to help celebrate the 50th anniversary of the founding of the Club of Rome, the Executive Committee of the Club of Rome has decided to hold its Annual General Assembly in Rome, followed by a 2-day Conference, open to the public, on the Sustainability Challenges for a World of 10 Billion People.
— Read on 50thclubofrome.com/en/

Gordon Pask PDFs & Other Resources — from the Pangaro archive

 

Cover image: Gordon Pask.

PASK COLLECTION

Gordon Pask

  • Photographs © Paul Pangaro 1978–1988

COLLOQUY 2018 Project


Videos about Gordon Pask & Conversation Theory


Texts about Gordon Pask


Review Papers by Gordon Pask/Relatively Accessible


  • These materials are offered with the desire to make them available to the widest possible audience. The files are large PDFs with variable download times and variable visual quality. They may be searched using the usual “find” functions in PDF readers. Last updated June 20, 2018.

Details of Pask’s cybernetic machines, Musicolour and Colloquy of Mobiles

A Comment, A Case History, and a Plan”, in Cybernetic Serendipity, J. Reichardt, (Ed.), Rapp and Carroll, 1970. Reprinted in Cybernetics, Art and Ideas, Reichardt, J., (Ed.) Studio Vista, London, 1971, 76-99.

Review of Pask’s approach to conversation, its embodiment and representation

The Limits of Togetherness”, Proceedings, Invited Keynote address to IFIP, World Congress in Tokyo and Melbourne, Editor, S. Lavington. Amsterdam, New York, Oxford: North holland Pub. Co., 1980, 999-1012.

On the nature of goal-directed systems (Heinz von Foerster’s favorite Pask paper)

The meaning of cybernetics in the behavioural sciences”, reprinted in Progress of Cybernetics, edited by J. Rose, 1969.

Critique of Computer-Aided Instruction from 1972, still valid today

Anti-Hodmanship: a Report on the State and Prospects of CAI”, in Programmed Learning and Educational Technology, Volume 9, No. 5, September 1972, p.235-244.

Foundational reading on Pask’s approach to learning

Conversational Techniques in the Study and Practice of Education”, in British Journal of Educational Psychology, Volume 46, I, 1976, 12-25.

Continuation of prior paper, about distinguishing different types of learning

Styles and Strategies of Learning”, in British Journal of Educational Psychology, Vol 46, II, 128-148, 1976.

Later review by Pask of his approach to learning and teaching

Learning Strategies, Teaching Strategies, and Conceptual or Learning Style”, in Schmeck, R. (Ed.), Learning Strategies and Learning Styles, Plenum Publishing Corp., New York, 1988.

For a general audience, Pask on anthropological applications in the here-and-now

Conversation and Support”, Inaugural Address presented 30 November 1987 on the occasion of assuming responsibility as guest professor in General Andragological Sciences.

Critique of social science

Against Conferences” or “The Poverty of Reduction in Sop-Science and Pop-Systems”, Proceedings, Silver Anniversary International Meeting of Society for General Systems Research, London, August 1979, Washington: SGSR, xii-xxv.

In-Depth Papers by Pask/Requiring more investment


Thorough review of Conversation Theory

Developments in Conversation Theory—Part 1”, in International Journal of Man-Machine Studies [now International Journal of Human-Computer Studies] 13, 357-411, 1980

Concise description of applications of Conversation Theory and its protologic, Lp

Developments in Conversation Theory: Actual and Potential Applications”, International Congress on Applied Systems Research and Cybernetics, Acapulco, Mexico, December 1980

Formal view of Conversation Theory construed as an architecture of conversation

Artificial Intelligence: A Preface and a Theory”, published as introduction to chapter entitled “Aspects of Machine Intelligence” in Soft Architecture Machines, edited by Nicholas Negroponte, MIT Press, 1976. (See also a simpler description of the framework.)

Review of Pask’s knowledge representation scheme called “entailment meshes”

An Essay on the Kinetics of Language, Behavior and Thought”, Proceedings, Silver Anniversary International Meeting of Society for General Systems Research, London, August 1979, Washington: SGSR, 111-128.

A theory of consciousness and its mechanisms

Consciousness”, Proceedings 4th European Meeting on Cybernetics and System research, Linz, Austria, March 1978, in Journal of Cybernetics, Washington: Hemisphere, 1980, 211-258.

Further elaboration of the topic of previous paper

“Organisational Closure of Potentially Conscious Systems”, Proceedings NATO Congress on Applied General Systems Research, Recent Developments and Trends, Binghamton, New York 1977; and Realities Conference, EST Foundation, San Fransisco 1977. Reprinted in Autopoiesis, Editor, M. Zelany. New York: North Holland Elsevier.

Cybernetics of interaction, precursor to interaction models of Conversation Theory

Comments on the Cybernetics of Ethical, Psychological and Sociological Systems”, in Progress in Bio-Cybernetics, Volume 3 (Norbert Weiner Memorial Volume), J.P.Shade (ed.). Elsevier Press, 1966, p.158-250.

Early views on interactive media experiences based on a cybernetic model

Proposals for a Cybernetic Theatre”, privately circulated monograph (System Research Ltd and Theatre Workshop), 1964.

Cybernetic view of the process of design, including commentary on Musicolour

The conception of a shape and the evolution of a design”, conference on Design Methods, September 1962, J. C. Jones and D. G. Thornley, editors. London: Pergamon Press 1963.

Cellular automata as basis for simulated evolution

A proposed evolutionary model”, reprinted in Principles of Self-Organisation, H. von Foerster and G. Zopf, editors. London: Pergamon Press, 1961.

Mathematics of self-organizing networks including electro-chemical threads

The Natural History of Networks“, reprinted in Self-Organizing Systems, M. C. Yovits and S. Cameron, editors. London: Pergamon Press, 1960.

Early paper on chemical computing

Physical Analogues to the Growth of a Concept”, reprinted in Mechanisation of Thought Processes, A. Uttley (ed.). London: HMSO, 1959, p.877-922.

Pask’s Books/Maximum Investment


Source: Gordon Pask PDFs & Other Resources — Conversation Theory

Are models objective? – Aidan Ward – Medium

Go to the profile of Aidan Ward

Are models objective?

Aidan Ward and Philip Hellyer

It is vital that the observer takes on responsibility for their observations, language, and action. The observer is inextricably linked to the object that they are observing. Heinz von Foerster

Taking responsibility for perception

Is an explicit model such as a mathematical equation or a theory in theoretical physics objective? Should it be treated as independent of the people observing it?[1]

My introduction to this question was many moons ago in St Andrews. I participated in a course about Larch, an algebraic proof language designed to do rigorous analysis of technical systems and programme code. The class solved equations for a ring of oscillators that excited each other. (Hmmm…) Anyway, the real excitement came when this rigorous proof system came up with two very different solutions. I think the instructor was genuinely concerned but worked out that the two solutions corresponded to two physical states: synchronous and asynchronous oscillation. For what it is worth, the cover of the Larch manual features an Egyptian holding a scroll and a pyramid being built upside down.

For half my life, I have held that this event shows that theoretical jiggery-pokery can lead to enlightenment about the “real world”. I think I have changed my mind.

Let me recommend The Order of Time by Carlo Rovelli. Carlo is a world-class theoretical physicist working on quantum loop gravity. He can write like an angel, so his deep and deeply confusing theoretical explorations are paralleled by highly accessible writing that keeps him engaged with fully human and properly subjective questions.

In Rovelli’s models, time is not universally flowing. The notion that time happened whether anyone was observing it or not, like Berkeley’s tree falling in a forest, is down to Newton who got it precisely wrong. Newton is very interesting to us here because his work was funded, essentially as a political programme, by the then equivalent of Atlantic dark money. Rich men wanted to change the world to their advantage and a thinker like Newton was what they needed to upend the power of the Church, amongst other things. Newton himself was ruined by this process, becoming bitter and feeling used despite his apparent success.[2] So much for being one of history’s great minds.[3]

Separation and connection

In The Master and his Emissary, McGilchrist makes a magisterial case for the separation of functions between the two hemispheres of our brains. The title holds the key to the true subject of the book. We have two fundamental (and fundamentally different) sets of thinking functions, one much more accessible to conscious thought than the other. McGilchrist makes the case that the conscious, languaging, modelling, classifying left hemisphere functions must remain the servant of the right hemisphere master, though they have not in western culture.

Remember Blake, always remember Blake:

May God us keep from single vision and Newton’s sleep.

Newton erected a model of time that was independent of the observer. It is a common trope that we have become slaves of time in our modern world.[4] I am in the process of freeing myself from that slavery and can feel it very strongly. That whole notion of the clockwork universe is not as separate from Newton and his enslavement to his sponsors as it would need to be if it were as objective as it was made out to be. I think this is the classic case of a whole world of illusion, taken up as rigorous truth by the likes of Michael Gove, who also has an enslaving agenda and is himself in hock.

Rovelli can be our counterpoint here. His presence in his writing is much more human; he explains that time can only be properly talked about as a partial ordering. We can tell, in a particular location, which event came before which other event and we can see local causation looking back and looking forward, but we cannot establish a global scheme.[5] The key equations for quantum gravity do not have time as a parameter and work equally well in either direction.

In this model, the emphasis falls on the observer, and what they can actually observe in terms of ordering. Consider the approach of the pin and the popping of the balloon. Indeed, the model says that the world is made of events, not of things, and the seeming existence of a thing (the pin or the balloon) is merely a drawn-out event. The world is made of events, some of which interact to provide the partial ordering. Think of this alongside Nora Bateson’s concept of warm data — it is all about relationship, and if there is no relationship there is nothing. Precisely not Newton’s objective, external world of things and laws.

Carlo Rovelli’s work is revolutionary but without Newton’s angst. If you follow this line of thought, you will end up with and experience of the world completely different from that which you have now. The work is based both on a mathematical rigour (unimaginable to Michael Gove) and on a deep humanity and respect for our lives (also unimaginable to Michael Gove). I am hammering on poor Michael Gove because I think he illustrates how easily we become dead wood. There but for the grace of God go I.

A world run by algorithms

Yuval Noah Harari in his 21 lessons for the 21st Century says that we have very little ability to escape our lives being subjected to algorithms. Whether or not we get a bank loan, whether or not we get accepted for uni, whatever.[6]An algorithm is just an implementation of a model of course. And in that sense models become objective for us because they are imposed without any control on our part and certainly without our help in making them make sense. They are also objective in the sense that once understood they can and will be gamed, which is a fundamental limitation of models and algorithms based on them.

Harari’s advice is just where we are with this blog post. He says the only chance of not being controlled by someone else’s algorithm, whether Amazon’s or Facebook’s or the government’s, is to know yourself better than the party attempting to manipulate you does. If they know you better than you do yourself, you will be in the position of a small child and will be subject to power plays and manipulations by the “adults” in your life.

So, the algorithms and the models they implement must remain the emissary to you as a master and you do that by knowing yourself, by organising politically, by outsmarting those algorithms in every possible way. You remain master by remaining master and there is no passive way to do that. No way you can do that by spending money. No way you can receive an education that will equip you, because all those masters have already been captured. If this blog can help you move towards freedom, I will be so grateful to the universe!

The fundamental, without-which-nothing move in knowing ourselves is to understand our own architecture a la McGilchrist. If we allow our left-brain emissary to take charge of the right-brain master we can never gain control over our own lives.

We are not thinking machines that are emotional, but emotional machines that think. Antonio Damasio

Models as language

Our language and languaging is not neutral. Our language has built in to its grammar a world of things. It is known to be hard to express our world as events and processes. I think you are supposed to read one of the A.N. Whitehead books several times over so that it can gradually reveal itself. Some people think that things that are hard to express must be themselves muddled and unclear, but it seems that our language has genuinely mistaken the nature of the world and how we experience it.

It is useful therefore to have dynamic models, ones that naturally express change, to share with each other as a communication mechanism. My first serious foray into this as a consultant led to me seeking advice about the consultancy process.[7] The advice I was given was that the model MUST be the clients’ model and if there were more than five elements in the model then the client would probably not understand it. It has to be said (before someone else points it out!) that the modelling consultancy work that Philip and I did together did not follow this advice, not even nearly. That however says as much about the nature of the relationship with the client and the nature of the contract as it does about Philip and me.

The most famous such model is probably still that produced by the Club of Rome in its 1970 report on the possible futures of the world. I quote this here only to shine a light on communication. It seems that most people looking at the dynamic model’s outputs and the text of the report treat it as a set of predictions, and are content 40 and nearly 50 years on to assess the quality of the modelling by how accurate its predictions were. But that is not what the model is for and it is not what the report says. The report is quite explicitly a set of policy scenarios: if the policy followed in practice is such-and-such then the implication in the model looks like this, and if some other policy is followed a different scenario of outcomes is generated. That is, the policy options are what is language so that the model can be used for communication. That the communication ensuing on the report did not really get engaged in policy debate is the point we want to explore here.

For a more recent example in the UK, the Munro report into Children’s Services also used extensive systemic models. Eileen Munro herself says that the government asked for most of the systems diagrams to be taken out of the report before it was published. And again, the debate on the report was not noticeably improved by having the models as a communication vehicle, though the analysis was good. It takes more than a good technical communication medium to have a good conversation!

Architecting-in conversation

Our brain certainly works in two separate hemispheres with a connecting bridge, the corpus callosum. That is its fundamental architecture. The two hemispheres have different functions. We are not used to dealing with functional architecture in this way, but I used to be a software architect in that sense.

Very approximately, our right hemisphere deals with the unpunctuated flow of experience and our left hemisphere deals with sensemaking. The whole schema is ever so plastic and parts of the brain get seriously repurposed when necessary. It should be obvious that the conversation across the connecting bridge is what brings the power of the architecture to life. When we privilege a model over reality as we experience it then we are making the left-brain emissary the master. (This is absolutely what economists do.)

In terms of signals within the brain, this bridge conversation happens several times a second. In terms of our ability to let reality correct our sensemaking, in our culture it can become vanishingly rare. One of the underlying vitally important questions is whether we can communicate with each other without resorting to the dominance of this language and modelling and sense-making. Everything we do that reinforces our cultural tendency to believe that language and models are real keeps us from rebalancing our own minds. Every empathic solidarity, by contrast, lets us know that the way we experience the world in flow is to some extent both shared and reciprocated. Truly when we are in love everything changes.

Truth, a big word indeed, is a process of staying in touch with our own reality, not an external, still less universal state. Carlo Rovelli is the gentlest of guides at arriving at why this must be so!

[1] I feel as though I ought to mention Cathy O’Neil and her criticism of algorithms in Weapons of Math Destruction. They all reflect the biases of the underlying data and the existing prejudices of society. For instance, whatever you think of the education system, it was made worse by the ‘generous’ intervention of the Gates Foundation and the resulting evaluation of teachers. But we get to algorithms later in this post.

[2] Let’s not forget that he was as fascinated by alchemy as he was by optics. The apocryphal falling apple just happens to have survived the scrutiny of history…

[3] Newton himself gave credit to his predecessors: “if I have seen further it is by standing on the shoulders of Giants”

[4] I never fail to chortle/shudder when I see UK corporations making declarations under the Modern Slavery Act. The formal protestations only disguise more subtle, endemic forms of slavery that are generally considered to be normal and natural.

[5] If I dare to cite Wilk and O’Hanlon, there may be an objective underlying reality, but we should not expect it to be consistent and coherent. Coherence is a sign of story-telling and abstraction from reality.

[6] In the US, increasingly, whether or not you get accepted for a job, even a McJob. The biases baked into these algorithms are almost literally incredible. My credit score is never so high as during times of personal financial crisis; what’s the logic of that?

[7] Not always a conversation that can be had. One of my local police was asked for advice by a colleague who’d just caught a 17-year-old with marijuana. The official line was (and so the advice had to be) that he needed to be booked. Ironically, had he been 18, an informal warning is now policy, but that doesn’t apply to minors. Had my local officer been the one on the scene, a quiet confiscating and forgetting would have occurred, but he couldn’t risk advising another officer to do the same…

Source: Are models objective? – Aidan Ward – Medium

The International Academy for Systems and Cybernetics Sciences IASCYS

Here’s a thing.

WELCOME
to this website of the International Academy for Systems and Cybernetic Sciences.

Thank you for visiting us.

 

The Executive Committee of the IASCYS

The 2016 IASCYS Yearbook (pdf)

Charles François International Prize (English .pdf file)
Premio Internacional Charles François (texto .pdf en español)
Prix international Charles François (texte .pdf en français)
Международный приз Шарля Франсуа (tексt по-русски)

What about systems science and cybernetics? (English .pdf file) 
Sistemas ciencia. Aprehender un mundo globalizado. (texto .pdf en español)
L’approche systémique. Appréhender la globalité. (texte .pdf en français)

Here are the homepages of the Academicians

IASCYS Aims & Intentions

IASCYS 2 years phase report

IASCYS 4 years General Assembly report:

TEXTSLIDES 
and paper : The IASCYS: What? What for? How?“

IASCYS Academicians expertise: TOPICS


IASCYS as a bridge (May 2012)

Picture of the First General Assembly of the IASCYS


This website is licensed under a Creative Commons License at the name of IASCYS
All the Online Materials
Communications, Conferences, Seminars, Workshops Activities, Congress works may be reproduced and distributed free of charge,
but only with the notification of their source (URL) and attribution (Authors) and 
not for commercial use.

your webmaster contact

 

Source: The International Academy for Systems and Cybernetics Sciences IASCYS

European systems thinking organisations

[I mean, your stout curator here always *knew* that to make a link to All The Systems Thinking Things was a task better conceived as Sisyphean rather than Herculean… but f*cking h*ll… there’s a lot more stuff!]

 

European Systemic Union (SIU) /European Union for systemics (EUS)

http://www.ues-eus.eu

 Full-members of the EUS

  French Association of Systems Science (AFSCET)http://www.afscet.asso.fr
  Italian Systems Society website (AIRS)http://www.airs.it/AIRS/indexEN.html
  Hellenic Society for Systemic Studies (HSSS)http://www.hsss.eu
  Sociedad Española de Sistemas Generales (SESGE)http://www.sesge.org
  ASBL Systems & Organizations (S & O)http://www.so.be

Associated member of the EUS

  Associazione Italiana di Epistemologia e Metodologia Sistemiche (AIEMS)http://www.aiems.eu

Partners associations

World Organization of Systems and Cybernetics (WOSC)http://wosc.co
  International Federation for Research Systems (IFSR)http://www.ifsr.org
  European Meetings on Cybernetics and Systems Research (EMCSR)http://emcsr.net
Bertalanffy Center for the Study of Systems Science (BCSSS)http://www.bcsss.org
  Website of the FRS-FNRS Contact GroupArchitecture & Complexity (A & C)

http://www.architecture-et-complexite.org

sponsors

  Site of the Faculty of Architecture, Architectural Engineering, Urban Planning (LOCI) of the Catholic University of Louvain (UCL)http://www.uclouvain.be/loci.html
  Site of the Fund for Scientific Research (FNRS)http://www.fnrs.be
  The International Academy for Systems and Cybernetic Sciences (IASCYS)http://iascys.org

 

Source: [THIS ORIGINAL LINK NO LONGER WORKS AND HAS BEEN HIJACKED BY A PORN SITE]
Associations and institutions – EUS – UES 2018

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