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determines where warehousing, sales, advertising, promotion, dispatch, taxation, finance, salaries etc., fit into this picture. Not all enterprises charge for their transactions (e.g. some schools and medical services, policing) and voluntary staff may not be paid. Advertising or shipping might not be part of the business or they might be the principal activity. Whatever the circumstances, all enterprises are required to be useful to their users if they are to remain viable. For all participants the central question remains: "Do I do what I always do for this transaction or do I innovate?" It is embodied in the calls on System 4. The VSM describes the constraints: a knowledge of past performance and how it may be improved.
100:
189:: the number of possible states of a system or of an element of the system. There are two aphorisms that permit observers to calculate Variety; four Principles of Organization; the Recursive System Theorem; three Axioms of Management and a Law of Cohesion. These rules ensure the Requisite Variety condition is satisfied, in effect that resources are matched to requirement.
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If more resources are required System 5 has to make the decision on which is the best option from System 4. Escalation to higher management (up the metalinguistic levels of recursion) will be needed if the remedy requires more resources than the current level of capability or variety can sustain. The
510:
measures are used to match people, machines and money to jobs that produce products or services. In a set of processes some jobs are done by one person. Some are done by many and often many processes are done by the same person. Throughout the working day a participant, in completing a task, may find
116:
A viable system is composed of five interacting subsystems which may be mapped onto aspects of organizational structure. In broad terms
Systems 1–3. are concerned with the 'here and now' of the organization's operations, System 4 is concerned with the 'there and then' – strategical responses to the
514:
The choices, or decisions discriminated, and their cost (or effort) defines the variety and hence resources needed for the job. The processes (Systems 1) are operationally managed by System 3 by monitoring performance and assuring (System 2) the flow of product between System 1s and out to users.
489:
In "Platform for Change" (Beer 1975) the thesis is developed via a collection of papers to learned bodies, including UK Police and
Hospitals, to produce a visualization of the "Total System". Here a "Relevant ethic" evolves from "Experimental ethics" and the "Ethic with a busted gut" to produce a
155:
In addition to the subsystems that make up the first level of recursion, the environment is represented in the model. The presence of the environment in the model is necessary as the domain of action of the system and without it there is no way in the model to contextualize or ground the internal
392:
When actuality deviates from capability, because someone did something well or something badly, an algedonic alert is sent to management. If corrective action, adoption of a good technique or correction of an error, is not taken in a timely manner the alert is escalated. Because the criteria are
530:
In a small business all these functions might be done by one person or shared between the participants. In larger enterprises roles can differentiate and become more specialized emphasizing one or more aspects of the VSM. Local conditions, the environment and nature of the service or product,
231:
The four directional channels carrying information between the management unit, the operation, and the environment must each have a higher capacity to transmit a given amount of information relevant to variety selection in a given time than the originating subsystem has to generate it in that
522:
increase the System 3 asks for help or puts it to colleagues for a remedy. This is the pain of an algedonic alert, which can be automatic when performance fails to achieve capability targets. The autonomic 3–2–1 homeostatic loop's problem is absorbed for solution within the autonomy of its
131:
represents the information channels and bodies that allow the primary activities in System 1 to communicate between each other and which allow System 3 to monitor and co-ordinate the activities within System 1. Represents the scheduling function of shared resources to be used by System
124:
in a viable system contains several primary activities. Each System 1 primary activity is itself a viable system due to the recursive nature of systems as described above. These are concerned with performing a function that implements at least part of the key transformation of the
49:
A viable system is any system organised in such a way as to meet the demands of surviving in the changing environment. One of the prime features of systems that survive is that they are adaptable. The VSM expresses a model for a viable system, which is an abstracted
138:
represents the structures and controls that are put into place to establish the rules, resources, rights and responsibilities of System 1 and to provide an interface with
Systems 4/5. Represents the big picture view of the processes inside of System
290:
operational elements (systems one) equals the sum of the vertical variety disposed by the six vertical components of corporate cohesion. (The six are from
Environment, System Three*, the System Ones, System Two, System Three and Algedonic
117:
effects of external, environmental and future demands on the organization. System 5 is concerned with balancing the 'here and now' and the 'there and then' to give policy directives which maintain the organization as a viable entity.
103:
An exemplary model of a corporation as a viable system. Assumption: There is one System 1 purchasing external resources and one System 1 which produces the value, delivered to the customers. The VSM applies for all kinds of
88:; viable systems contain viable systems that can be modeled using an identical cybernetic description as the higher (and lower) level systems in the containment hierarchy (Beer expresses this property of viable systems as
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sustainable earth with reformed "old institutions" becoming "new institutions" driven by approval (eudemonic criteria "Questions of Metric" in
Platform... pp 163– 179) from the "software milieu" while culture adopts the
481:
and provides a potentially rigorous theoretical basis for a general management heuristic. If a process is not producing the agreed product more information, if applicable, will correct this, resolve ambiguity,
162:(from the Greek αλγος, pain and ηδος, pleasure) are alarms and rewards that escalate through the levels of recursion when actual performance fails or exceeds capability, typically after a
357:
Potentiality: "This is what we ought to be doing by developing our resources and removing constraints, although still operating within the bounds of what is already known to be feasible."
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in the autonomous lower levels. If someone near process level needs to innovate to achieve potential, or restore capability, help can be secured from management of higher variety.
389:
These methods (also known as normalisations) can be similarly applied in general e.g. to hours worked in the performance of tasks or products in a production process of some kind.
151:
is responsible for policy decisions within the organization as a whole to balance demands from different parts of the organization and steer the organization as a whole.
974:
2010, George Hobbs and Rens
Scheepers, "Cybernetics and the Agility Question," Proceedings of IFIP 8.2/Organizations and Society in Information Systems (OASIS).
518:
System 3 is able to audit (via 3*) past performance so "bad times" for production can be compared to "good times". If things go wrong and levels of
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Beer adds "It would help a lot to fix these definitions clearly in the mind." System 4's job is essentially to realize potential. He then defines
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is made up of bodies that are responsible for looking outwards to the environment to monitor how the organization needs to adapt to remain viable.
1045:
1026:
1007:
993:
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925:; John Wiley, London and New York. Translated into Italian and Japanese. (Handbook of organizational structure, design and fault diagnosis)
840:
1118:
879:; Allen Lane, The Penguin Press, London, Herder and Herder, USA. Translated into German, Italian, Swedish and French (The founding work)
1202:
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239:(converting energy from one form to another); the variety of the transducer must be at least equivalent to the variety of the channel.
54:(regulation theory) description that is claimed to be applicable to any organisation that is a viable system and capable of autonomy.
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The model is derived from the architecture of the brain and nervous system. Systems 3-2-1 are identified with the ancient brain or
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Pay structures reflect these constraints on performance when capability or potential is realized with, for example, productivity
173:. System 4 embodies cognition and conversation. System 5, the higher brain functions, include introspection and decision making.
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The variety disposed by System Three resulting from the operation of the First Axiom equals the variety disposed by System Four.
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Here we give a brief introduction to the cybernetic description of the organization encapsulated in a single level of the VSM.
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Managerial, operational and environmental varieties diffusing through an institutional system, tend to equate; they should be
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Thus latency = 60/100 = 0.6; Productivity = 40/60 = 0.67; And performance = 0.6 × 0.67 = 0.4 (or actuality/potential 40/100).
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Wherever the information carried on a channel capable of distinguishing a given variety crosses a boundary, it undergoes
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The first thing to note about the cybernetic theory of organizations encapsulated in the VSM is that viable systems are
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hierarchy the management itself need not be, but the routine response functions must be ordered to reflect best known
163:
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The variety disposed by System Five equals the residual variety generated by the operation of the Second Axiom.
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77:(1972). Together with Beer's earlier works on cybernetics applied to management, this book effectively founded
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pleasure of an algedonic alert which are performance improving innovations can also be handled in this way.
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Potentially £100,000 but aiming to make £ 60,000. Actually sales, savings or taxes of £40,000 are realized.
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be doing (still right now) with existing resources, under existing constraints, if we really worked at it."
723:
Beer, Stafford (1984). "The Viable System Model: Its
Provenance, Development, Methodology and Pathology".
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Performance: is the ratio of actuality and potentiality, and also the product of latency and productivity.
78:
339:(p. 163) Beer describes a triple vector to characterize activity in a System 1. The components are:
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2010, Golinelli
Gaetano M, "Viable Systems Approach (VSA): Governing business dynamics", CEDAM, Padova.
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practice. These heuristics are constantly monitored for improvement by the organization's System 4s.
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It is not necessary to enter the black box to calculate the variety that it potentially may generate.
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metasystem. Development (the System 4 role of research and marketing) is asked for recommendations.
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Video from
Manchester Business School (1974) of Stafford Beer talking about VSM applied in Chile.
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Consider the management of a process with cash earnings or savings for a company or government:
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organizational structure any viable system contains, and is contained in, a viable system.
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The
Fractal Organization: Creating sustainable organizations with the Viable System Model
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The operation of the first three principles must be cyclically maintained without delays.
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In ascending the recursions of the viable system the context of each autonomous 5-4-3-2
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the focus shifts between internal and external Systems 1–5 from moment to moment.
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268:. In this case, recursion refers to systems that are nested within other systems.
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The Viability of Organizations Vol. 2. Diagnosing and Governing Organizations,
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92:). A development of this model has originated the theoretical proposal called
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The Viability of Organizations Vol. 3. Designing and Changing Organizations,
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The Viability of Organizations Vol. 1. Decoding the "DNA" of Organizations,
946:(Contributions to Management Science, Physica of Springer, September 2008).
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VSM diagnosis and design for co-operatives and social economy enterprises
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managing to do now, with existing resources, under existing constraints."
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In "Heart of Enterprise" a companion volume to "Brain...", Beer applies
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equals the variety disposed by the sum of the metasystems of recursion
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Cybernetic Revolutionaries. Technology and Politics in Allende's Chile
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So Potentiality = £100,000; Capability = £60,000; Actuality = £40,000.
841:"Paul Stokes Bio - Homo Gubernator: Emotions and Human Self-Steering"
35:
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Diseño y diagnóstico de organizaciones viables: un enfoque sistémico
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760:"Specific Design Principles: de Sitter's Organizational Structures"
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Three measures of capacity producing three measures of achievement
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The law of cohesion for multiple recursions of the viable system
911:; John Wiley, London and New York. (Lectures, talks and papers)
310:
The System One variety accessible to System Three of recursion
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1142:
1119:
VSM oriented Enterprise Architecture from Tetradian Consulting
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918:; John Wiley, London and New York. (Discussion of VSM applied)
498:" (man the maker) becomes "Homo Gubernator" (self-steering).
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1087:
The Systems Perspective: Methods and Models for the Future
42:. At the biological level, this model is correspondent to
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542:" which he translated as "If it works it's out of date".
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An algedonic alert, sent when actuality deviates by some
217:(Principles are 'primary sources of particular outcome')
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capable of producing itself. It is an implementation of
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Metaphorum: researching and developing VSM applications
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The notion of adding more variety or states to resolve
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Productivity: is the ratio of actuality and capability;
1193:
SCiO – Systems & Cybernetics in Organisations (UK)
1113:
Modelling Organisations Using the Viable Systems Model
458:
amount from capability, makes this process automatic.
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Latency: is the ratio of capability and potentiality;
205:
to understand the nature of the function it performs.
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Resolving undecidability by raising the metalanguage
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to his colleagues past and present with the words "
306:This law ('something invariant in nature') states:
794:Discussed in "The Heart of Enterprise" pp 214- 217
687:
228:to do so with minimum damage to people and cost.
1102:To Change Ourselves: A Personal VSM Application
725:The Journal of the Operational Research Society
16:Theoretical framework of management cybernetics
1071:The VSM on a memorial website of Stafford Beer
1049:https://www.springer.com/gp/book/9783030258535
1031:https://www.springer.com/gp/book/9783030164720
1012:https://www.springer.com/us/book/9783030120139
988:. The M.I.T. Press, Cambridge, Massachusetts,
976:Sprouts: Working Papers on Information Systems
944:Governance – Systemic Foundation and Framework
897:. John Wiley & Sons, London and New York,
823:-sustainable, ethical pleasure c.f. immediate
1066:ASVSA: Research Association on Viable Systems
8:
1138:The reasoning behind the Viable System Model
843:. University College Dublin. Archived from
279:(Axioms are statements 'worthy of belief')
447:stack of increasing capability to resolve
286:The sum of horizontal variety disposed by
264:Society itself can be seen as a system of
1162:A port of the Viable System Agent to the
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1133:Management Cybernetics Portal in Russia
923:Diagnosing the System for Organizations
690:Diagnosing the system for organizations
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31:of the organizational structure of any
1097:Stafford Beer and the Humankind Future
758:Achterberg, Jan; Vriens, Dirk (2010).
1172:Free Viable System Model Online Test.
1143:The Viable Systems Approach (Italian)
872:. The English Universities Press Ltd.
766:. Springer Berlin. pp. 183–188.
465:or undecidability (also known as the
7:
803:"The Heart of Enterprise" page 353:
582:Self-organization § Cybernetics
1126:Livas short introductory videos on
886:, in Landau, R., ed. 'Complexity',
807:belongs to metasystem (5, 4, 3, 2)
939:; John Wiley, London and New York.
932:; John Wiley, London and New York.
156:interactions of the organization.
14:
888:Architectural Design October 1972
201:It is not necessary to enter the
552:American Society for Cybernetics
479:algorithmic information theory
1:
935:2007, William F. Christopher
928:1989, Ed. Espejo and Harnden
350:Capability: "This is what we
965:, Universidad de Valladolid
1223:Problem structuring methods
942:2008, Türke, Ralf-Eckhard:
772:10.1007/978-3-642-14316-8_7
436:enlarges and acquires more
177:Rules for the viable system
62:The model was developed by
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1155:implementation of the VSM.
952:2008, Patrick Hoverstadt:
884:Managing modern complexity
870:Cybernetics and Management
213:Principles of organization
456:statistically significant
318:for every recursive pair.
811:and are one level apart.
686:Stafford., Beer (1985).
607:, Beer Allen Lane, 1972.
557:Autonomous agency theory
249:Recursive system theorem
171:autonomic nervous system
1188:Cybernetics and Society
1124:The Viable System Model
961:2008, José Pérez Ríos,
930:The Viable System Model
916:The Heart of Enterprise
185:concept of (Requisite)
94:viable systems approach
1218:Management cybernetics
1077:Menu at bottom of page
1036:2020, Wolfgang Lassl:
1017:2019, Wolfgang Lassl:
998:2019, Wolfgang Lassl:
694:. Chichester : Wiley.
655:, 2nd Edition, Pg 201.
643:, 2nd Edition, Pg 181.
631:, 2nd Edition, Pg 167.
619:, 2nd Edition, Pg 155.
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220:These principles are:
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90:cybernetic isomorphism
79:management cybernetics
1198:Cwarel Isaf Institute
1166:programming language.
1115:by Patrick Hoverstadt
921:1985, Stafford Beer,
914:1979, Stafford Beer,
907:1975, Stafford Beer,
893:1974, Stafford Beer:
882:1972, Stafford Beer,
875:1972, Stafford Beer,
868:1959, Stafford Beer:
427:
414:intellectual property
330:
323:Measuring performance
253:This theorem states:
197:These aphorisms are:
102:
895:Decision and Control
587:Viable system theory
506:In applying the VSM
469:) is the subject of
343:Actuality: "What we
193:Regulatory aphorisms
40:viable system theory
1160:Viable System Agent
1149:Viable System Agent
984:2011, Eden Medina:
937:Holistic Management
909:Platform for Change
847:on February 9, 2008
827:pleasure. See also
567:Cybernetics Society
540:absolutum obsoletum
486:or undecidability.
64:operations research
21:viable system model
1183:Metaphorum Society
1104:by Allenna Leonard
1093:with Stafford Beer
572:Dynamic governance
430:
333:
282:These axioms are:
106:
1046:978-3-030-25854-2
1040:Springer Nature,
1027:978-3-030-16473-7
1021:Springer Nature,
1008:978-3-030-12013-9
1002:Springer Nature,
994:978-0-262-01649-0
877:Brain of the Firm
781:978-3-642-14315-1
676:Beer, Wiley 1979.
667:Chapters 6 and 7.
665:Brain of the Firm
653:Brain of the Firm
641:Brain of the Firm
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617:Brain of the Firm
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477:conjecture
410:stakeholder
44:autopoiesis
1212:Categories
978:, 10(114).
967:ReadOnTime
851:26 January
829:Eudaimonia
825:hedonistic
593:References
496:Homo faber
434:metasystem
109:Components
52:cybernetic
33:autonomous
1153:Smalltalk
463:ambiguity
399:heuristic
266:recursion
259:recursive
203:black box
86:recursive
821:Eudemony
710:11469665
546:See also
484:conflict
416:rights.
291:alerts.)
226:designed
149:System 5
143:System 4
136:System 3
129:System 2
122:System 1
58:Overview
1128:YouTube
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508:variety
471:Chaitin
438:variety
406:bonuses
395:ordered
187:Variety
183:Ashby's
164:timeout
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275:Axioms
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494:and "
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257:In a
232:time.
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1169:The
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980:Link
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853:2014
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