Systems Thinking
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Talk given in Oslo 14th May 2013, at the Scotsman Pub.
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Systems Thinking
- 2. cybernetics thinking about systems primarily as dynamic patterns of interaction and feedback (rather than as static abstractions)
- 4. Just calling it "feedback" doesn't mean that it has actually fed back.
- 5. The amount of feedback built into living organisms differs by many orders of magnitude from the amount we build into man-made systems. John Gall
- 6. There is not one living creature that lacks that integrated, total uniïŹcation through feedback. John Gall
- 7. Compared to a frog or a salamander, our biggest manmade systems seem like simple wind-up toys. John Gall
- 8. Ignoring feedback merely means that the system will eventually experience a massive unpleasant surprise rather than a small unpleasant surprise. John Gall
- 9. It may look like a crisis, but it's only the end of an illusion.
- 10. tinitus
- 11. danger
- 13. change
- 14. Blood Sugar
- 18. is
- 19. is Hyperglycemia
- 25. is senses pancreas causes insulin senses liver & muscles causes glycogen Hypoglycemia Hyperglycemia
- 30. Systems tend to oppose their own proper function. Henri Louis Le Chatelier Le Chatelier's Principle
- 31. All change can be understood as the effort to maintain some constancy...
- 32. All change can be understood as the effort to maintain some constancy... ...and all constancy as maintained through change.
- 33. The battle over food and territory between two species is only one half of the story.
- 34. The battle over food and territory between two species is only one half of the story. ...the battle is a means or process of generating, maintaining, and stabilizing an ecosystem. Gregory Bateson Steps to an Ecology of Mind (I think)
- 35. evolution
- 38. What is involved is not simply survival of the fittest
- 39. What is involved is not simply survival of the fittest but survival of the fitting-in-est. John Gall
- 40. break;
- 41. slack
- 42. Queues amplify variability. Moving from 75 to 95% utilization increases variability by 25 times.
- 44. the whole is greater than the sum of the parts
- 45. Successful change can only come in the context of a clear understanding of what may never change, what the organization stands for. ...
- 46. If nothing is declared unchangeable, then the organization will resist all change. When there is no defining vision, the only way the organization can define itself is its stasis.
- 48. Every effect has a cause... The Causation Fallacy
- 49. Every effect has a cause... and we can tell which is which. The Causation Fallacy
- 55. The Law of Unintended Consequences
- 57. Failure demand "Demand caused by a failure to do something or do something right for the customer" John Seddon