[01.07.2005]

Dear visitor: Welcome to this ancient website. Please be aware of its increasing age. For the moment, the owner's focus is more on the "offline" real life, and his official site is at luzi.schucan.com.

Geschätzte Leserin: Nehmen Sie sich gerne die Freiheit, sich hier umzuschauen. Bitte berücksichtigen sie aber das immer höhere Alter der Inhalte. Die Aufmerksamkeit des Besitzers konzentriert sich momentan mehr auf die reale Welt, und seine offizielle Seite finden Sie unter luzi.schucan.com.


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Kugelfisch

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[second level] 21.11.02

Meine Texte

Einleitung

Buchrezensionen

Einleitung
Viktor Frankls Sinn
Maliks Management
Drucker's Adventures
Viability of Beer
Hasler in Brasilien

Ideen

Einleitung
Freier Markt
Kybernetik
Lebensphasen
Frühinternet
Besserwisserei
First Thoughts

[third level] 05.11.02

The Heart of Enterprise

Stafford Beer's viable system model

The term cybernetics could be defined as the art of control over a (complex) system. Cybernetics is a way to describe, analyze and cope with the world mankind is producing. The more impact we have on our environment, the more intricate do the direct and indirect consequences become. And if we don't want to stumble from one emergency situation to the next, we better constantly and pro-actively organize the processes to handle as many of the consequences of our actions as possible. The topic was introduced and named in the first half of the twentieth century by Norbert Wiener, an American mathematician.

Mister Beer was the first to introduce the lore of cybernetics to management and organization, while Frederic Vester introduced it to ecology. 

This book first lays out some of the abstract notions and foundations of cybernetics as introduced by Ross Ashby and the author himself, among others. It then develops the idea of the viable system model, which is Mister Beer's main product. It describes the properties and the communication channels of a system whose ultimate goal is to survive.

As the author points out, the model is not a plan according to which to build an organisation or company, but it is a way to look at it, a new language to analyse it. It is not the "Ten Commandments" which tell you how to lead a decent life, but rather "Newton's law of gravity" which explains why your glass falls off the table when you push it far enough. Just as Newton's law is not necessary to survive but can be useful to anticipate, plan, or analyse situations, Beer's viable system model is a tool to increase awareness and clarity in managing or organizing a viable system. To mention one last parallel, remember George Orwell's "Newspeak" as invented in his book "1984". The structure of the language itself prevents the people from even expressing subversive thoughts. When applying the viable system model - though itself absolutely neutral -, your attention is automatically focused on the spots relevant to your subject's viability.

The notions introduced at the beginning of this book have influenced my everyday life from the first moment I have learned about them. They apply to practically every problem, situation or challenge I run into. Many standard problems turn perfectly clear and vanish with the use of terms like variety, variety amplification and attenuation, to mention some.

The viable system  model is a powerful tool for analysis, but will certainly also be a reason to turn cynical in environments where the seriousness of the state of the organization is only obvious to the open eyes of cybernetics. I am eager myself to explore the possibilities of cybernetics in all my future projects. The only criticism I could find to the application of the viable system model is that I suspect many systems (companies, organizations, institutions) are not intended to be viable, be it deliberately or not. Let me take some time to dwell on this.

The book is about 550 pages heavy, and I would say it requires to be read entirely, with one exception: If you are not ready for the viable system itself yet, the introductory "Part One", chapters one through five, will be enough to open your eyes. If you do have the time to do so, you will be rewarded by an impressive way of teaching. Of course, a man with many decades of experience will be able to apply it to his own work. Look at this book as a viable system itself, and you will have the grounds on which to judge it.

The book is certainly not suitable for the pragmatic who expects immediately applicable recipes to success. Though the text is full of illustrative examples, the concepts are defined and held on a high level of abstraction and need further contemplation by the reader.

I would definitely read the book again, though it is a dangerous piece of evidence against many terrible ways of the real world.


© 2002-2004 Luzi Schucan-Wernli | kugelfisch@gmx.net



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