Systemantics. The Systems Bible

In a smoothly-functioning System, the number of formal messages is near minimum. The tasks get done and the System moves on to new tasks. In contrast, a poorly-functioning System begins to generate increasing numbers of messages, often shaped around such questions as “What went wrong?”, “How far along is Task X?”, and especially, “Why don’t we have

THE MEANING OF A COMMUNICATION IS THE BEHAVIOR THAT RESULTS This Axiom, which flies in the face of vulgar Common Sense, is basic. It is a nettle that must be grasped, and the sooner the better. Simply put: Are we willing to subject our communications to the test of actual outcomes?

Problem Avoidance is not a form of Passivity. The opposite of Passivity is Initiative, or Responsibility—not Energetic Futility. Problem Avoidance is in fact the most elegant form of Problem-solving, since it actively and responsibly avoids the entire Meta-problem of Dealing With the Problem. Furthermore, since many of the world’s biggest problems

“Knowledge is power,” wrote Francis Bacon. But Bacon’s vast knowledge did not keep him from taking bribes and falling into disgrace. Clearly, Bacon’s knowledge did not have the power to save him from himself.[a.] What Bacon overlooked, we now make explicit: Knowledge is useful in the service of an appropriate Model of the Universe[b.] , and not oth

Problem Avoidance is the strategy of avoiding head-on encounter with a stubborn Problem that does not offer a good point d’appui, or toe-hold. It is the most under-rated of all methods of dealing with Problems. Little wonder, for its practitioners are not to be found Struggling Valiantly against Staggering Odds, nor are they to be seen Fighting Blo

PLAN TO SCRAP THE FIRST SYSTEM: YOU WILL ANYWAY

the very first principle of Systems-design is a negative one: DO IT WITHOUT A NEW SYSTEM IF YOU CAN The scholar will recognize this as Occam’s Razor in modern form: AVOID UNNECESSARY SYSTEMS (SYSTEMS SHOULD NOT BE MULTIPLIED UNNECESSARILY) Two immediate Corollaries, with significant implications for Management, are as follows: (I) DO IT WITH AN EXI

The first thing to note is that talking to a System is not like talking to a person or even to a pet. The command, “Here, Spot!” can reliably be counted on to produce not merely an approach response of the four legs, but also appropriate accommodative reactions of head, ears, tail, and body. The whole dog hears and responds. If Spot chooses not to

the System must not be built too tight nor wound up too tightly or it will (1) seize up (2) peter out, or (3) fly apart: LOOSE SYSTEMS LAST LONGER AND FUNCTION BETTER Since most of modern life is lived in the interstices of large systems, it is of practical importance to note that LOOSE SYSTEMS HAVE LARGER INTERSTICES and are therefore generally so