The W. Ross Ashby Digital Archive (mirror site)

Clean mirrored version of the original rossashby.info site that is now permanently screwed up by Site5, the crap web hosting company.


Bookplate signed by W. Ross Ashby.

The W. Ross Ashby Digital Archive (Mirror Site)

William Ross Ashby (1903-1972) was a British pioneer in the fields of cybernetics and systems theory. He is best known for proposing the law of requisite variety, the principle of self-organization, intelligence amplification, the good regulator theorem, building the automatically stabilizing Homeostat, and his books Design for a Brain (1952) and An Introduction to Cybernetics (1956).

In 2003, Ross’s family gave his journals, papers, and correspondence to the British Library, London. Then, in March 2004, on the last day of the W. Ross Ashby Centenary Conference, they announced the intention to make his journal available on the Internet. Four years later, this website fulfilled that promise, making this previously unpublished work available on-line.

The journal consists of 7,189 numbered pages in 25 volumes, and over 1,600 index cards. To make it easy to browse purposefully through so many images, extensive cross-linking has been added that is based on the keywords in Ross’s original keyword index. To jump directly to a particular journal page, enter the page number here:  then press Enter.

The biography describes Ross’s life in more detail than has previously been available in the public domain, and includes many photographs from the family’s private albums. Various other information and resources can be accessed via the navigation frame on the left.

In July 2017, at the International Society for the Systems Sciences conference in Vienna, Mick Ashby presented the ethical regulator theorem, which builds upon the good regulator theorem and the law of requisite variety. For more information, see The Ethical Regulator Theorem.

In March 2018, a new page was added to make it easy to access the contents of Mechanisms of Intelligence: Ashby’s Writings on Cybernetics (1981) by Roger Conant.


Home | CopyrightSource: The W. Ross Ashby Digital Archive (mirror site)

Ethical Regulator Theorem

[A presentation on this today from CybSoc’s 50th anniversary seemed strangely naive in some ways, but generated lots of discussion and thinking]

The Ethical Regulator Theorem

The ethical regulator theorem provides a basis for systematically evaluating the adequacy of existing or proposed designs for systems that make decisions that can have ethical consequences; regardless of whether the regulating agents are humans, machines, cyberanthropic hybrids, organizations, corporations, or government institutions.

The theorem builds upon the law of requisite variety and the good regulator theorem to define nine requisites that are necessary and sufficient for a cybernetic regulator to be both effective and ethical:
  1. Purpose expressed as unambiguously prioritized goals.
  2. Truth about the past and present.
  3. Variety of possible actions.
  4. Predictability of the future effects of actions.
  5. Intelligence to choose the best actions.
  6. Influence on the system being regulated.
  7. Ethics expressed as unambiguously prioritized rules.
  8. Integrity of all subsystems.
  9. Transparency of ethical behaviour.

Of these nine requisites, only the first six are necessary for a regulator to be effective. If a system does not need to be ethical, the three requisites ethics, integrity, and transparency are optional.


Super-Ethical Systems

A six-level framework is proposed for classifying cybernetic and superintelligent systems, which highlights a future time-line bifurcation that results in one of two mutually exclusive outcomes:

  • The human race is protected by superintelligent, ethically adequate “Super-Ethical” systems.
  • The human race is dominated by superintelligent, ethically inadequate “Super-Unethical” systems.

For more information, see the PDF: Cybernetics 3.0: Ethical Systems.


W. Ross Ashby Digital Archive Mirror

This domain also hosts a mirror copy of the W. Ross Ashby Digital Archive for use when the original archive site is unavailable because it has been permanently screwed-up with monetizing malware by Site5, the crap hosting company, and then Error 500’ed to death 😦


Source: Ethical Regulator Theorem

Cybernetics, virtue ethics and design – Ben Sweeting, #RSD16

[My links today are from attendance at the 50th anniversary conference of the Cybernetics Society – cybsoc.org. This was previously on model.report but while we have the mirror hosted here at syscoi, model.report is now – finally, sadly – down]

Cybernetics, virtue ethics and design

Sweeting, Ben (2017) Cybernetics, virtue ethics and design In: Proceedings of relating systems thinking and design (RSD6) 2017 Symposium, AHO, Oslo, Norway, 18-20 October 2017.
[img] Text
171212 Sweeting RSD6-3.pdf – Accepted Version 

Download (151kB)

Abstract

In this paper I speak directly to the subject matter of this conference: to its theme of flourishing, and to the subject areas of systems thinking and design that this conference series as a whole seeks to bring together. The conference theme of flourishing is a direct reference to ethics, and in particular the Nicomachean Ethics of Aristotle. There has been a revival of interest in this in recent decades under the heading of virtue ethics. Aristotle defined the good as that at which all things aim, and so in terms of goals and purpose. He described the goal of human life in terms eudemonia, which is usually translated as either human flourishing or the good life. There is a clear connection between this conception of ethics in terms of purpose and both design and systems. Design is an explicitly purposeful activity, which can be understood as the attempt to devise “courses of action aimed at changing existing situations into preferred ones” (Simon, 1969/1996, p. 111). Purpose is of central concern for how we understand systems, most explicitly in cybernetics. The aim of this paper is to make explicit some of the deep interconnections between these three areas in terms of the theme of purpose, and to suggest areas of common concern where they might lend support to each other. In order to do this within the scope of this paper, I focus on a specific point of reference in each of the three areas: to Alasdair MacIntyre’s (1981/1985) After Virtue, Dalibor Vesely’s (1985, 2004, 2010) account of architecture, and to the debate around Rosenblueth, Wiener and Bigelow’s (1943) proto-cybernetic paper.

Item Type: Contribution to conference proceedings in the public domain ( Full Paper)
Subjects: V000 Historical and Philosophical studies > V500 Philosophy > V520 Moral philosophy
H000 Engineering > H600 Electrical and Electronic Engineering > H672 Cybernetics
W000 Creative Arts and Design > W200 Design
Related URLs:
Depositing User: Converis
Date Deposited: 19 Dec 2017 14:12
Last Modified: 13 Feb 2018 15:00
URI: http://eprints.brighton.ac.uk/id/eprint/17678

Source: Cybernetics, virtue ethics and design – University of Brighton Repository

Conscious Purpose versus Nature – Gregory Bateson

[sometimes I regret posting so many things here – because something like this might get missed. This, it seems to me, is a very big and important paper]

Conscious Purpose versus Nature – Gregory Bateson

pdf (easier to read) [edited to add archive link] – http://www.swaraj.org/shikshantar/Gregory_Bateson.pdf

 

(*This lecture was given in August, 1968, to the London Conference on the Dialectics of Liberation, and is here reprinted from Dialectics of Liberation by permission of the publisher, Penguin Books Inc.)

Our civilization, which is on the block here for investigation and evaluation, has its roots in three main ancient civilizations: the Roman, the Hebrew and the Greek; and it would
Seem that many of our problems are related to the fact that we have an imperialist
civilization leavened or yeasted by a downtrodden, exploited colony in Palestine. In this
conference, we are again going to be fighting out the conflict between the Romans and
the Palestinians.
You will remember that St. Paul boasted, “I was born free.” What he meant was that he
was born Roman, and that this had certain legal advantages.
We can engage in that old battle either by backing the downtrodden or by backing the
imperialists. If you are going to fight that battle, you have to take sides in it. It’s that
simple.
On the other hand, of course, St. Paul’s ambition, and the ambition of the downtrodden, is
always to get on the side of the imperialists-to become middle-class imperialists
themselves-and it is doubtful whether creating more members of the civilization which
we are here criticizing is a solution to the problem.
There is, therefore, another more abstract problem. We need to understand the
pathologies and peculiarities of the whole Romano-Palestinian system. It is this that I am
interested in talking about. I do not care, here, about defending the Romans or defending
the Palestinians-the upper dogs or the underdogs. I want to consider the dynamics of the
whole traditional pathology in which we are caught, and in which we shall remain as long
as we continue to struggle within that old conflict. We just go round and round in terms
of the old premises.
Fortunately our civilization has a third root-in Greece. Of course Greece got caught up in
a rather similar mess, but still there was a lot of clean, cool thinking of a quite surprising
kind which was different.
Let me approach the bigger problem historically. From St. Thomas Aquinas to the
eighteenth century in Catholic countries, and to the Reformation among Protestants
(because we threw out a lot of Greek sophistication with the Reformation), the structure
of our religion was Greek. In mid-eighteenth century the biological world looked like
this: there was a supreme mind at the top of the ladder, which was the basic explanation
of everything downwards from that-the supreme mind being, in Christianity, God; and
having various attributes at various philosophic stages. The ladder of explanation went
downwards deductively from the Supreme to man to the apes, and so on, down to the
infusoria.
This hierarchy was a set of deductive steps from the most perfect to the most crude or
simple. And it was rigid. It was assumed that every species was unchanging.
Lamarck, probably the greatest biologist in history, turned that ladder’ of explanation
upside down. He was the man who said it starts with the infusoria and that there were
changes leading up to man. His turning the taxonomy upside down is one of the most
astonishing feats that has ever occurred. It was the equivalent in biology of the
Copernican revolution in astronomy.
The logical outcome of turning the taxonomy upside down was that the study of
evolution might provide an explanation of mind.
Up to Lamarck, mind was the explanation of the biological world. But, hey presto, the
question now arose: Is the biological world the explanation of mind? That which was the
explanation now became that which was to be explained. About three quarters of
Lamarck’s Philosophie Zoologique (1809) is an attempt, very crude, to build a
comparative psychology. He achieved and formulated a number of very modern ideas:
that you cannot attribute to any creature psychological capacities for which it has no
organs; that mental process must always have physical representation; and that the
complexity of the nervous system is related to the complexity of mind.
There the matter rested for 150 years, mainly because evolutionary theory was taken
over, not by a Catholic heresy but by a Protestant heresy, in the mid-nineteenth century.
Darwin’s opponents, you may remember, were not Aristotle and Aquinas, who had some
sophistication, but fundamentalist Christians whose sophistication stopped with the first
chapter of Genesis. The question of the nature of mind was something which the
nineteenth-century evolutionists tried to exclude from their theories, and the matter did
not come up again for serious consideration until after World War II. (I am doing some
injustice to some heretics along the road, notably to Samuel Butler-and others).
In World War II it was discovered what sort of complexity entails mind. And, since that
discovery, we know that: wherever in the Universe we encounter that sort of complexity,
we are dealing with mental phenomena. It’s as materialistic as that.
Let me try to describe for you that order of complexity, which is in some degree a
technical matter. Russel Wallace sent a famous essay to Darwin from Indonesia. In it he
announced his discovery of natural selection, which coincided with Darwin’s. Part of his
description of the struggle for existence is interesting:
“The action of this principle [the struggle for existence] is exactly like that of the
steam engine, which checks and corrects any irregularities almost before they
become evident; and in like manner no unbalanced deficiency in the animal
kingdom can ever reach any conspicuous magnitude, because it would make itself
felt at the very first step, by rendering existence difficult and extinction almost
sure to follow.”
The steam engine with a governor is simply a circular train of causal events, with
somewhere a link in that chain such that the more of something, the less of the next thing
in the circuit. The wider the balls of the governor diverge, the less the fuel supply. If
causal chains with that general characteristic are provided with energy, the result will be
(if you are lucky and things balance out) a self-corrective system.
Wallace, in fact, proposed the first cybernetic model.
Nowadays cybernetics deals with much more complex systems of this general kind; and
we know that when we talk about the processes of civilization, or evaluate human
behavior, human organization, or any biological system, we are concerned with selfcorrective
systems. Basically these systems are always conservative of something. As in
the engine with a governor, the fuel supply is changed to conserve-to keep constant-the
speed of the flywheel, so always in such systems changes occur to conserve the truth of
some descriptive statement, some component of the status quo. Wallace saw the matter
correctly, and natural selection acts primarily to keep the species unvarying; but it may
act at higher levels to keep constant that complex variable which we call “survival.”
Dr. Laing noted that the obvious can be very difficult for people to see. That is because
people are self-corrective systems. They are self-corrective against disturbance, and if the
obvious is not of a kind that they can easily assimilate without internal disturbance, their
self-corrective mechanisms work to sidetrack it, to hide it, even to the extent of shutting
the eyes if necessary, or shutting off various parts of the process of perception. Disturbing
information can be framed like a pearl so that it doesn’t make a nuisance of itself; and this
will be done, according to the understanding of the system itself of what would be a
nuisance. This too-the premise regarding what would cause disturbance-is something
which is learned and then becomes perpetuated or conserved.
At this conference, fundamentally, we deal with three of these enormously complex
systems or arrangements of conservative loops. One is the human individual. Its
physiology and neurology conserve body temperature, blood chemistry, the length and
size and shape of organs during growth and embryology, and all the rest of the body’s
characteristics. This is a system which conserves descriptive statements about the human
being, body or soul. For the same is true of the psychology of the individual, where
learning occurs, to conserve the opinions and components of the status quo.
Second, we deal with the society in which that individual lives-and that society is again a
system of the same general kind.
And third, we deal with the ecosystem, the natural biological surroundings of these
human animals.
Let me start from the natural ecosystems around man. An English oak wood, or a tropical
forest, or a piece of desert, is a community of creatures. In the oak wood perhaps 1000
species, perhaps more; in the tropical forest perhaps ten times that number of species live
together.
I may say that very few of you here have ever seen such an undisturbed system; there are
not many of them left; they’ve mostly been messed up by Homo sapiens who either
exterminated some species or introduced others which be, came weeds and pests, or
altered the water supply, etc etc. We are rapidly, of course, destroying all the natural
systems in the world, the balanced natural systems. We simply make them unbalancedbut
still natural.
Be that as it may, those creatures and plants live together in a combination of competition
and mutual dependency, and it is that combination that is the important thing to consider.
Every species has a primary Malthusian capacity. Any species that does not, potentially,
produce more young than the number of the population of the parental generation is out.
They’re doomed. It is absolutely necessary for every species and for every such system
that its components have a potential positive gain in the population curve. But, if every
species has potential gain, it is then quite a trick to achieve equilibrium. All sorts of
interactive balances and dependencies come into play, and it is these processes that have
the sort of circuit structure that I have mentioned.
The Malthusian curve is exponential. It is the curve of population growth and it is not
inappropriate to call this the population explosion.
You may regret that organisms have this explosive characteristic, but you may as well
settle for it. The creatures that don’t are out.
On the other hand, in a balanced ecological system whose underpinnings are of this
nature, it is very clear that any monkeying with the system is likely to disrupt the
equilibrium. Then the exponential curves will start to appear. One plant will become a
weed, some creatures will be exterminated, and the system as a balanced system is likely
to fall to pieces.
What is true of the species that live together in a wood is also true of the groupings and
sorts of people in a society, who are similarly in an uneasy balance of dependency and
competition. And the same truth holds right inside you, where there is an uneasy
physiological competition and mutual dependency among the organs, tissues, cells, and
so on. Without this competition and dependency you would not be, because you cannot
do without any of the competing organs and parts. If any of the parts did not have the
expansive characteristics they would go out, and you would go out, too. So that even in
the body you have a liability. With improper disturbance of the system, the exponential
curves appear.
In a society, the same is true.
I think you have to assume that all important physiological or social change is in some
degree a slipping of the system at some point along an exponential curve. The slippage
may not go far, or it may go to disaster. But in principle if, say, you kill off the thrushes
in a wood, certain components of the balance will run along exponential curves to a new
stopping place.
In such slippage there is always danger-the possibility that some variable, e.g., population
density, may reach such a value that further slippage is controlled by factors which are
inherently harmful. If, for’ example, population is finally controlled by available food
supply, the surviving individuals will be half starved and the food supply overgrazed,
usually to a point of no return.
Now let me begin to talk about the individual organism. This entity is similar to the oak
wood and its controls are represented in the total mind, which is perhaps only a reflection
of the total body. But the system is segmented in various ways, so that the effects of
something in your food life, shall we say, do not totally alter your sex life, and things in
your sex life do not totally change your kinesic life, and so on. There is a certain amount
of compartmentalization, which is no doubt a necessary economy. There is one
compartmentalization which is in many ways mysterious but certainly of crucial
importance in man’s life. I refer to the “semipermeable” linkage between consciousness
and the remainder of the total mind. A certain limited amount of information about what’s
happening in this larger part of the mind seems to be relayed to what we may call the
screen of consciousness. But what gets to consciousness is selected; it is a systematic (not
random) sampling of the rest.
Of course, the whole of the mind could not be reported in a part of the mind. This follows
logically from the relationship between part and whole. The television screen does not
give you total coverage or report of the events which occur in the whole television
process; and this not merely because the viewers would not be interested in such a report,
but because to report on any extra part of the total process would require extra circuitry.
But to report on the events in this extra circuitry would require a still further addition of
more circuitry, and so on. Each additional step toward increased consciousness will take
the system farther from total consciousness. To add a report on events in a given part of
the machine will actually decrease the percentage of total events reported.
We therefore have to settle for very limited consciousness, and the question arises: How
is the selecting done? On what principles does your mind select that which “you” will be
aware of? And, while not much is known of these principles, something is known, though
the principles at work are often not themselves accessible to consciousness. First of all,
much of the input is consciously scanned, but only after it has been processed by the
totally unconscious process of perception. The sensory events are packaged into images
and these images are then “conscious.”
I, the conscious I, see an unconsciously edited version of a small percentage of what
affects my retina. I am guided in my perception by purposes. I see who is attending, who
is not, who is understanding, who is not, or at least I get a myth about this subject, which
may be quite correct. I am interested in getting that myth as I talk. It is relevant to my
purposes that you hear me.
What happens to the picture of a cybernetic system-an oak wood or an organism-when
that picture is selectively drawn to answer only questions of purpose?
Consider the state of medicine today. It’s called medical science. What happens is that
doctors think it would be nice to get rid of polio, or typhoid, or cancer. So they devote
research money and effort to focusing on these “problems,” or purposes. At a certain
point Dr. Salk and others “solve” the problem of polio. They discover a solution of bugs
which you can give to children so that they don’t get polio. This is the solution to the
problem of polio. At this point, they stop putting large quantities of effort and money into
the problem of polio and go on to the problem of cancer, or whatever it may be.
Medicine ends up, therefore, as a total science, whose structure is essentially that of a bag
of tricks. Within this science there is extraordinarily little knowledge of the sort of things
I’m talking about; that is, of the body as a systemically cybernetically organized selfcorrective
system. Its internal interdependencies are minimally understood. What has
happened is that purpose has determined what will come under the inspection or
consciousness of medical science.
If you allow purpose to organize that which comes under your conscious inspection, what
you will get is a bag of tricks-some of them very valuable tricks. It is an extraordinary
achievement that these tricks have been discovered; all that I don’t argue. But still we do
not know two-penn’orth, really, about the total network system. Cannon wrote a book on
The Wisdom of the Body, but nobody has written a book on the wisdom of medical
science, because wisdom is precisely the thing which it lacks. Wisdom I take to be the
knowledge of the larger interactive system-that system which, if disturbed, is likely to
generate exponential curves of change.
Consciousness operates in the same way as medicine in its sampling of the events and
processes of the body and of what goes on in the total mind. It is organized in terms of
purpose. It is a short-cut device to enable you to get quickly at what you want; not to act
with maximum wisdom in order to live, but to follow the shortest logical or causal path to
get what you next want, which may be dinner; it may be a Beethoven sonata; it may be
sex. Above all, it may be money or power.
But you may say: “Yes, but we have lived that way for a million years.” Consciousness
and purpose have been characteristic of man for at least a million years, and may have
been with us a great deal longer than that. I am not prepared to say that dogs and cats are
not conscious, still less that porpoises are not conscious.
So you may say: “Why worry about that?”
But what worries me is the addition of modern technology to the old system. Today the
purposes of consciousness are implemented by more and more effective machinery,
transportation systems, airplanes, weaponry, medicine, pesticides, and so forth.
Conscious purpose is now empowered to upset, the balances of the body, of society, and
of the biological I world around us. A Pathology-a loss of balance-is threatened.
I think that much of what brings us here today is basically related to the thoughts that I
have been putting before you. On the one hand, we have the systemic nature of the
individual human being, the systemic nature of the culture in which he lives, and the
systemic nature of the biological, ecological system around him; and, on the other hand,
the curious twist in the systemic nature of the individual man whereby consciousness is,
almost of necessity, blinded to the systemic nature of the man himself. Purposive
consciousness pulls out, from the total mind, sequences which do not have the loop
structure which is characteristic of the whole systemic structure. If you follow the
“common-sense” dictates of consciousness you become, effectively, greedy and unwiseagain
I use “wisdom” as a word for recognition of and guidance by a knowledge of the
total systemic creature.
Lack of systemic wisdom is always punished. We may say that the biological systems-the
individual, the culture, and the ecology-are partly living sustainers of their component
cells or organisms. But the systems are nonetheless punishing of any species unwise
enough to quarrel with its ecology. Call the systemic forces “God” if you will.
Let me offer you a myth.
There was once a Garden. It contained many hundreds of species-probably in the sub
tropics-living in great fertility and balance, with plenty of humus, and so on. In that
garden, there were two anthropoids who were more intelligent than the other animals.
On one of the trees there was a fruit, very high up, which the two apes were unable to
reach: So they began to think. That was the mistake. They began to think purposively.
By and by, the he ape, whose name was Adam, went and got an empty box and put it
under the tree and stepped on it, but he found he still couldn’t reach the fruit. So he got
another box and put it on top of the first. Then he climbed up on the two boxes and
finally he got that apple.
Adam and Eve then became almost drunk with excitement. This was the way to do
things. Make a plan, ABC and you get D.
They then began to specialize in doing things the planned way. In effect, they cast out
from the Garden the concept of their own total systemic nature and of its total systemic
nature.
After they had cast God out of the Garden, they really went to work on this purposive
business, and pretty soon the topsoil disappeared. After that, several species of plants
became “weeds” and some of the animals became “pests”; and Adam found that
gardening was much harder work. He had to get his bread by the sweat of his brow and
he said, “It’s a vengeful God. I should never have eaten that apple.”
Moreover, there occurred a qualitative change in the relationship between Adam and Eve,
after they had discarded God from the Garden. Eve began to resent the business of sex
and reproduction. Whenever these rather basic phenomena intruded upon her now
purposive way of living, she was reminded of the larger life which had been kicked out of
the Garden. So Eve began to resent sex and reproduction, and when it came to parturition
she found this process very painful. She said this, too, was due to the vengeful nature of
God. She even heard a Voice say “In pain shalt thou bring forth” and “Thy desire shall be
unto thy husband, and he shall rule over thee.”
The biblical version of this story, from which I have borrowed extensively, does not
explain the extraordinary perversion of values, whereby the woman’s capacity for love
comes to seem a curse inflicted by the deity.
Be that as it may. Adam went on pursuing his purposes and finally invented the freeenterprise
system. Eve was not, for a long time, allowed to participate in this because she
was a woman. But she joined a bridge club and there found an outlet for her hate.
In the next generation, they again had trouble with love. Cain, the inventor and innovator,
was told by God that “His [Abel’s] desire shall be unto thee and thou shalt rule over him.”
So he killed Abel.
A parable, of course, is not data about human behavior. It is only an explanatory device.
But I have built into it a phenomenon which seems to be almost universal when man
commits the error of purposive thinking and disregards the systemic nature of the world
with which he must deal. This phenomenon is called by the psychologists “projection.”
The man, after all, has acted according to what he thought was common sense and now
he finds himself in a mess. He does not quite know what caused the mess and he feels
that what has happened is somehow unfair. He still does not see himself as part of the
system in which the mess exists, and he either blames the rest of the system or he blames
himself. In my parable Adam combines two sorts of nonsense: the notion “I have sinned”
and the notion “God is vengeful” If you look at the real situations in our world where the
systemic nature of the world has been ignored in favor of purpose or common sense, you
will find a rather similar reaction. President Johnson is, no doubt, fully aware that he has
a mess on his hands, not only in Vietnam but in other parts of the national and
international ecosystems; and I am sure that from where he sits it appears that he
followed his purposes with common sense and that the mess must be due either to the
wickedness of others or to his own sin or to some combination of these, according to his
temperament.
And the terrible thing about such situations is that inevitably they shorten the time span
of all planning. Emergency is present or only just around the corner; and long term
wisdom must therefore be sacrificed to expediency, even though there is a dim awareness
that expediency will never give a long-term solution.
Morever, since we are engaged in diagnosing the machinery of our own society, let me
add one point: our politicians-both those in a state of power and those in a state of protest
or hunger for power-are alike utterly ignorant of the matters which I have been
discussing. You can search the Congressional Record for speeches which show
awareness that the problems of government are biological problems, and you will find
very, very few that apply biological insight.
Extraordinary!
In general, governmental decisions are made by persons who are as ignorant of these
matters as pigeons. Like the famous Dr. Skinner, in The Way of All Flesh, they “combine
the wisdom of the dove with the harmlessness of the serpent.” But we are met here not
only for diagnosis of some of the world’s ills but also to think about remedies. I have
already suggested that no simple remedy to what I called the Romano-Palestinian
problem can be achieved by backing the Romans against the Palestinians or vice versa.
The problem is systemic and the solution must surely depend upon realizing this fact.
First, there is humility, and I propose this not as a moral principle, distasteful to a large
number of people, but simply as an item of a scientific philosophy. In the period of the
Industrial Revolution, perhaps the most important disaster was the enormous increase of
scientific arrogance. We had discovered how to make trains and other machines. We
knew how to put one box on top of the other to get that apple, and Occidental man saw
himself as an autocrat with complete power over a universe which was made of physics
and chemistry. And the biological phenomena were in the end to be controlled like
processes in a test tube. Evolution was the history of how organisms learned more tricks
for controlling the environment; and man had better tricks than any other creature.
But that arrogant scientific philosophy is now obsolete, and in its place there is the
discovery that man is only a part of larger systems and that the part can never control the
whole.
Goebbels thought that he could control public opinion in Germany with a vast
communication system, and our own public relations men are perhaps liable to similar
delusions. But in fact the would-be controller must always have his spies out to tell him
what the people are saying about his propaganda. He is therefore in the position of being
responsive to what they are saying. Therefore he cannot have a simple lineal control. We
do not live in the sort of universe in which simple lineal control is possible. Life is not
like that.
Similarly, in the field of psychiatry, the family is a cybernetic system of the sort which I
am discussing and usually when systemic pathology occurs, the members blame each
other, or sometimes themselves. But the truth of the matter is that both these alternatives
are fundamentally arrogant. Either alternative assumes that the individual human being
has total power over the system of which he or she is a part.
Even within the individual human being, control is limited. We can in some degree set
ourselves to learn even such abstract characteristics as arrogance or humility, but we are
not by any means the captains of our souls.
It is, however, possible that the remedy for ills of conscious purpose lies with the
individual. There is what Freud called the royal road to the unconscious. He was referring
to dreams, but I think we should lump together dreams and the creativity of art, or the
perception of art, and poetry and such things. And I would include with these the best of
religion. These are all activities in which the whole individual is involved. The artist may
have a conscious purpose to sell his picture, even perhaps a conscious purpose to make it.
But in the making he must necessarily relax that arrogance in favor of a creative
experience in which his conscious mind plays only a small part.
We might say that in creative art man must experience himself-his total self-as a
cybernetic model.
It is characteristic of the 1960s that a large number of people are looking to the
psychedelic drugs for some sort of wisdom or some sort of enlargement of consciousness,
and I think this symptom of our epoch probably arises as an attempt to compensate for
our excessive purposiveness. But I am not sure that wisdom can be got that way. What is
required is not simply a relaxation of consciousness to let the unconscious material gush
out. To do this is merely to exchange one partial view of the self for the other partial
view. I suspect that what is needed is the synthesis of the two views and this is more
difficult.
My own slight experience of LSD led me to believe that Prospero was wrong when he
said, “We are such stuff as dreams are made on.” It seemed to me that pure dream was,
like pure purpose, rather trivial. It was not the stuff of which we are made, but only bits
and pieces of that stuff. Our conscious purposes, similarly, are only bits and pieces.
The systemic view is something else again.
(Excerpted from Steps to an Ecology of Mind by Gregory Bateson, The University of
Chicago Press, 1999.)

 

Source: (1) The Ecology of Systems Thinking

Architecture and Adaptation – from Cybernetics to Tangible Computing By Socrates Yiannoudes, includes work by Philip Beesley

Dissipative Architectures book cover

ARCHITECTURE AND ADAPTATION

From Cybernetics to Tangible Computing

By Socrates Yiannoudes, includes work by Philip Beesley

Architecture and Adaptation discusses architectural projects that use computational technology to adapt to changing conditions and human needs. Topics include kinetic and transformable structures, digitally driven building parts, interactive installations, intelligent environments, early precedents and their historical context, socio-cultural aspects of adaptive architecture, the history and theory of artificial life, the theory of human-computer interaction, tangible computing, and the social studies of technology … ”
—Introduction

Source: Philip Beesley Architect Inc. | Publications

Cybersocialism | Red Pepper

[I have given up looking for anything new as articles on Cybersyn come round again and again, but this is part II of UK modern-day revolutionary socialists catching on to it]

Cybersocialism

Before the internet, Chilean socialists devised the Cybernet. Will Stronge reports on an early attempt at high-tech economic organisation.

September 21, 2018
4 min read

This article is featured in the latest issue of our magazine: ‘Creating the Future’, a collaboration with The World TransformedSubscribe now for more news, views and in-depth analysis. 

Project Cybersyn was an ambitious political and economic project introduced by Salvador Allende’s socialist government in Chile in the early 1970s. It was an experiment of socialist design that attempted to harness pioneering cybernetic models of complex systems to run a national economy. Cybersyn was explicitly positioned by its creators as an alternative to the top-down economic planning of the Soviet Union on the one hand and the market anarchy of capitalism on the other.

The plan was simple but revolutionary: following the vast nationalisation process already underway in Chile, every factory in the country would regularly send production data through a communications network (called Cybernet) to an ‘operations room’. A collection of democratically-elected officials could then make up-to-date calculations, simulations and decisions on the country’s economic output and feed these back, in real-time, to the factories for necessary adjustments. How much food are we producing and how much do we need? Are we producing enough of X so that the average person can have access to it? And so on. The mastermind behind the project, Stafford Beer, ultimately wanted the project to be more and more participatory, although the 1973 military coup put a stop to this possibility.

Perhaps the most interesting use of the Cybersyn technology was in 1972, when truck drivers, backed by the US, walked out in an attempt to destabilise Allende’s administration. The action almost brought the country to a standstill. Without trucks to supply food and raw materials, and with many roads blocked, it could have been the end of the socialist government. However, the many workers sympathetic to Allende took matters into their own hands, using Cybernet to relay key information from the shop floor. Together, the government and workers coordinated a substitute truck service that could supply the country with the resources it needed. Factories banded together, trading supplies and materials to maintain production, and community organisations such as mothers’ centres and student groups began to run supply networks.

It worked. Chile’s logistical infrastructure was back on the road – temporarily powered by the workers themselves. For a moment, organised workers had effectively co-run Chile’s economy, with what was essentially a primitive series of WhatsApp groups.

Ultimately, Allende’s days were numbered, and a military coup (again backed by the US) made sure that the potential of Project Cybersyn would be buried along with the socialist dreams behind it. Chile became a neoliberal laboratory, ruled by a vicious dictatorship.

A new generation

As the neoliberal era crumbles under its own contradictions and political impasses, perhaps it’s time to revive the spirit of Cybersyn for a new generation of progressives.

Today, we have technical capacities far beyond what was available to the Chilean government of 1972 – but these technologies are not currently coordinated to create a fairer and more democratic society. Project Cybersyn shows that technology is mere potential that requires political guidance and form to achieve progressive goals.

Cybersyn didn’t manage to achieve its aims of democratic worker control, but we can learn from its unique example to envision our own technologically-advanced democratic future.

Source: Cybersocialism | Red Pepper

The International Institute for Applied Systems Analysis

[Another piece of institutional clutter in the bizarre multiverses of systems thinking!]

International Institute for Applied Systems Analysis

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International Institute for Applied Systems Analysis
Blauer Hof Laxenburg 3-4.JPG
IIASA is housed in the Blauer Hof Palace in Laxenburg, Austria
Abbreviation IIASA
Formation 1972; 46 years ago
Type INGO
Location
Region served
Worldwide
Official language
English
Parent organization
National Member Organizations (NMOs)
Website www.iiasa.ac.at

The International Institute for Applied Systems Analysis (IIASA) is an international research organization located in Laxenburg, near Vienna, in Austria. IIASA conducts interdisciplinary scientific studies on environmentaleconomictechnological and social issues in the context of human dimensions of global change. IIASA’s mission is “to provide insights and guidance to policymakers worldwide by finding solutions to global and universal problems through applied systems analysis in order to improve human and social wellbeing and to protect the environment.”[1]

Source: International Institute for Applied Systems Analysis – Wikipedia

Their site: https://www.iiasa.ac.at/ 

OAPEN Library – The Power of Systems : How Policy Sciences Opened Up the Cold War World – Egle Rindzeviciute

The Power of Systems : How Policy Sciences Opened Up the Cold War World

[Opening speaker to day at the Cybernetics Society 50th Anniversary Conference – full book pdf available]

Source: OAPEN Library – The Power of Systems : How Policy Sciences Opened Up the Cold War World

 

Cybernetics of Value Co-creation – Espejo and Dominici

Cybernetics of Value Co-creation

Raul Espejo
General Director, World Organisation for Systems and Cybernetics, UK.
e-mail: r.espejo@syncho.org

Gandolfo Dominici
Scientific Director, Business Systems Laboratory
Associate Professor of Marketing, University of Palermo, Italy.
e-mail: gandolfo.dominici@bslaboratory.net. Corresponding author

Research questions and aims of the study
The paradigm shift from value creation to value “co-creation” calls for a deeper grasp of organizational learning in marketing theory. This paper adopts a cybernetic view of the process of value co-creation to shed light on its relevant aspects and to supply a framework to implement operations and strategies to foster this process. Can cybernetics help to better understand the process of value co-creation? Can the Viable System Model (Beer, 1979) be a sound approach to shape a more effective value co-creation process able to achieve higher satisfaction and value?
In this theoretical paper we will show how cybernetic can be effectively used to give a positive answer to both questions above.
To this aim, after describing the issue, we apply a comprehensive systemic approach to:

  • Offer a theoretical framework for value co-creation grounded in second-order cybernetics.
  • Depict value co-creation as a dynamic process through a series of cybernetic loops of interaction. In this perspective the product is considered as a stable recurrent outcome or eigenform (Miles, 2007, von Foerster, 1981a-d) deriving from an on-going dynamic seeking satisfactory complexity management in the co-creation process.
  • Shed light in how consumers and producers can engage in increasingly effective cocreation processes.
  • Supply, through the method of variety balances, a framework to manage and improve the quality of co-creation processes and to explore effective ways to foster collaborative strategies. This implies modelling co-creation relationships as homeostatic loops

underpinned by amplifiers, attenuators and transducers of complexity.

  • Clarify the recursive cognitive and behavioural nature of these loops to support and improve the necessary dynamic stability between enterprises and consumers.

Source: https://iris.unipa.it/retrieve/handle/10447/104358/141606/3-179-Abstract-%20Cybenrnetics%20of%20Value%20co-creation%20REGD.pdf (pdf)

https://bit.ly/2QmcIYF

Complexity and rationality: a material-systemic approach | International Journal of Managing Projects in Business | Ahead of Print

Ivo Velichkov posted this on LinkedIn. I can’t find an un-paywalled version.

I said:

This makes me think it would be interesting to see a Jungian/archetypal reading of complexity. I confess I’m thinking of Jordan Peterson here.

To handle ‘unwieldy outer nature’ (the chaos! the chaos!) you must build barriers, but you must also bring some chaos into the order – both structured chaos, and symbolic representation of chaos… there’s something fascinating in there!

Source: Complexity and rationality: a material-systemic approach | International Journal of Managing Projects in Business | Ahead of Print

 

Complexity and rationality: a material-systemic approach

Author(s):
Lars Andersen, (NTNU Social Research, Norwegian University of Science and Technology, Trondheim, Norway)
Abstract:

To understand complexity, it is necessary to develop a material-systemic process approach and to distinguish structured from unstructured complexity. The social actors construct a complex material-systemic process between themselves and nature to handle unwieldy outer nature. The material-systemic approach reveals how materiel life-world arenas are developed through increased complexity and specialization. Handling complexity is possible by materiality in general and structural material in special, the interplay between inner time (planning) and outer time (production), and between human subjects and an underlying coordination mechanism. It is a systematic organizational blockade that reproduces internal complexity as unstructured and incomprehensible complexity.

The practical models of organizing are tested to the highest degree in construction industry. It is a task to try and examine the models in other types of projects.

The paper offers a proposal to a theoretical solution to the complexity problem going back to the roots in Enlightenment and shows at the same time through practical models how increased complexity may be the most important productive force in future projects.

Keywords:
CoordinationConstructionCommunicationDecision makingComplexity
Type:
Research paper
Publisher:
Emerald Publishing Limited
Received:
04 October 2017
Revised:
10 July 2018
Accepted:
04 August 2018

Copyright:© Emerald Publishing Limited 2018
Published by Emerald Publishing Limited
Licensed re-use rights only

Citation:
Lars Andersen, (2018) “Complexity and rationality: a material-systemic approach”, International Journal of Managing Projects in Business, https://doi.org/10.1108/IJMPB-10-2017-0116
Downloads:The fulltext of this document has been downloaded 3 times since 2018

Physical foundations of biological complexity

cxdig's avatarComplexity Digest

Living organisms are characterized by a degree of hierarchical complexity that appears to be inaccessible to even the most complex inanimate objects. Routes and patterns of the evolution of complexity are poorly understood. We propose a general conceptual framework for emergence of complexity through competing interactions and frustrated states similar to those that yield patterns in striped glasses and cause self-organized criticality. We show that biological evolution is replete with competing interactions and frustration that, in particular, drive major transitions in evolution. The key distinction between biological and nonbiological systems seems to be the existence of long-term digital memory and phenotype-to-genotype feedback in living matter.

 

Yuri I. Wolf, Mikhail I. Katsnelson, and Eugene V. Koonin
PNAS September 11, 2018 115 (37) E8678-E8687; published ahead of print August 27, 2018 https://doi.org/10.1073/pnas.1807890115

Source: www.pnas.org

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Complexity Theory and Corporate Strategy Kathleen M. Eisenhardt and Henning Piezunka (pdf)

Complexity Theory and Corporate Strategy
Kathleen M. Eisenhardt and Henning Piezunka

source (pdf): https://pdfs.semanticscholar.org/e7eb/ce4b9b802d0cd9437a114ad047a7aa622a19.pdf

Emergent rules of computation in the Universe lead to life and consciousness: a computational framework for consciousness

Via Complexity Digest

cxdig's avatarComplexity Digest

We introduce a computational framework for consciousness. We hypothesize that emergent rules of computation in the Universe lead to life and consciousness. We live in a Universe that has a substrate capable of computing or information processing. We suggest that in principle, any Universe that is capable of supporting information processing and has energy can evolve life and consciousness. We hypothesize that the Universe encodes rules in the form of physical laws that allow for the emergence of both life and conscious organisms. A key insight is that there are different levels of consciousness starting from atoms to organisms to galaxies. We propose a metric of complexity that can quantify the amount of consciousness in a system by measuring both the amount of information and the capability to process that information. We hope that this framework will allow us to better understand consciousness and design machines that are conscious and…

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Mastering System Change

[Also via the Systems Studio]

Mastering System Change

Organizations are increasingly turning to system change to tackle big social problems. But systems are complex, and mastering the process requires observation, patience, and reflection. To begin, here are two approaches to pursuing system change.

(Illustration by Kevin Mercer)

Gone’s for once the old magician with his countenance forbidding;
I’m now master, I’m tactician, all his ghosts must do my bidding.
Know his incantation, spell and gestures too;
By my mind’s creation wonders shall I do.

from “The Sorcerer’s Apprentice,” by J. W. von Goethe1

In J. W. von Goethe’s poem “The Sorcerer’s Apprentice,” an old sorcerer leaves his young apprentice behind to clean the house. The boy soon tires of his chore and uses a magic spell to enlist the help of a broom. The broom, however, starts pouring pails and pails of water on the floor. The boy is unable to control the broom, and the house is flooded. When the sorcerer returns, he quickly breaks the spell, cleans up the water, and warns the boy not to use forces he doesn’t understand and can’t control.

The poor young fellow had what we might call today an unfortunate encounter with complex causality. Instead of creating “wonders” by commanding a bewitched broom whose powers he neither understood nor could control, the apprentice’s actions caused chaos and damage.

We were reminded of the apprentice’s story when reflecting on the growing interest and sometimes outright infatuation with system change. Like the sorcerer’s broom, any system that prides itself on some minimal complexity is difficult to understand or to control. Do we—like the sorcerer’s apprentice—ask for trouble when we intend to change systems? Yes, we do!

But that doesn’t mean that we shouldn’t attempt to change complex systems for the better. What it does mean is that we must be respectful of the difficulty and dangers of trying to do so. In this article, we want to arm you with effective “spells and gestures” to ward off some of the troubles you may encounter when undertaking system change. We will also offer two different approaches, or archetypes, for pursuing system change that we have identified during the course of our research, and by doing so provide examples of how organizations can master the cause-effect architecture of systems and enact effective change.

The Apprentice’s Dilemma

Continues in source: Mastering System Change

What It Takes to Think Deeply About Complex Problems

[via the superb Systems Studio newsletter]

What It Takes to Think Deeply About Complex Problems

Harvard Business Review MAY 09, 2018
The problems we’re facing often seem as complex as they do intractable. And as Albert Einstein is often quoted as saying, “We cannot solve our problems with the same level of thinking that created them.” So what does it take to increase the complexity of our thinking?

Too many leaders default to looking at decisions as either-or: The answer is right or wrong, good or bad, win or lose. This binary thinking has a built-in limitation: Overrelying on any given solution eventually generates the opposite problem.

Consider the familiar story of the esteemed consultant brought in to address the CEO’s concern that decision making in her organization has become too centralized. The consultant’s solution? A detailed plan to decentralize. Three years later the CEO calls the consultant back in, worried that decision making has become too decentralized. The solution? A detailed plan to centralize.

Simple answers make us feel safer, especially in disruptive and tumultuous times. But rather than certainty, modern leaders need to consciously cultivate the capacity to see more ­— to deepen, widen, and lengthen their perspectives. Deepening depends on our willingness to challenge our blind spots, deeply held assumptions, and fixed beliefs. Widening means taking into account more perspectives ­— and stakeholders — in order to address any given problem from multiple vantage points. Lengthening requires focusing on not just the immediate consequences of a decision but also its likely impact over time.

To cultivate this more embracing perspective, my team and I encourage leaders to adopt three core practices:

Forever challenge your convictions. This practice begins with asking two key questions in the face of any difficult decision: “What am I not seeing here?” and “What else might be true?”

Most of us tend to default to what we already know. Confirmation bias is one of the most pernicious and predictable influences on our capacity to see more. Early in childhood, we begin to develop an internal narrative about how the world works and what we think is true. Over time, without realizing it, we come to believe our story is factual, and most of us spend the rest of our lives sticking to it. As Paul Simon puts it in “The Boxer”: “A man hears what he wants to hear and disregards the rest.” Confirmation bias makes us feel safer, but it also prevents us from seeing a more nuanced picture of the possible.

The reality is that any strength can be overused to the point that it becomes a liability. Think for a moment about one of your primary strengths. Then ask yourself: “What does it look like when I overuse it? What is the cost to my effectiveness, and what is the balancing quality I must cultivate?” For example, too much confidence eventually turns into arrogance. So long as we hold onto the mindset that the only alternative to confidence is insecurity, we’re far less likely to develop the balancing quality of humility, which is critical to considering multiple perspectives.

Do the most challenging task first every day. Most leaders we encounter have every minute of their calendars filled, typically with meetings and emails they write in between, often on the run. But relentless demands and the pressure to respond rapidly undermine more complex thinking. Critical as decisiveness can be, nuanced solutions emerge from wrestling with the most difficult issues, rather than prematurely closing in on a decision.

One of the most powerful rituals I’ve built in my life, one I’ve shared with many leaders, is to take on my most difficult challenge as the first work priority of the day, for at least 60 minutes without interruption. Scheduling this practice is a way of ensuring that I give complex issues time and attention that might otherwise be consumed by more urgent but less intellectually demanding and value-adding priorities.

Pay close attention to how you’re feeling. Embracing complexity is not just a cognitive challenge, but also an emotional one. In part, it’s about learning to manage negative emotions ­— anger and fear above all. When we move into a fight-or-flight state, our vision literally narrows, our prefrontal cortex begins to shut down, and we become more reactive and less capable of reflection. In these moments our attention automatically shifts from focusing on the task at hand to defending our sense of value. This awareness by itself helps to modulate the inclination to attack, blame, or scapegoat, and instead to turn inward to restore a state of equilibrium.

When we’re triggered, as little as 60 seconds of breathing deeply can be a powerful way to maintain physiological and emotional equilibrium. You can also do something as simple as getting up from your desk and taking a five- or 10-minute walk. Reacting from emotion tends to make us one-dimensional.

Above all, managing complexity requires courage ­— the willingness to sit in the discomfort of uncertainty and let its rivers run through us. The best practice is to not overrely on best practices, which typically emerge from our current assumptions and worldview. “In complex systems,” says leadership consultant Zafar Achi, “there is no recipe, only art.”


Tony Schwartz is the president and CEO of The Energy Project and the author of The Way We’re Working Isn’t Working. Become a fan of The Energy Project on Facebook and connect with Tony at Twitter.com/TonySchwartz and Twitter.com/Energy_Project.

Source: What It Takes to Think Deeply About Complex Problems

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