Hi George,
As every thing in existence is a closed system, I never consider any thing else, in what I am doing. And when every thing is relevant and dynamic, and every thing has a representation and its place, then wether it is continuous or discontinuous, is a matter of classification, encoding and perception. It can hardly be said that there is anything new under the sun, when every thing we experienced now has been experienced in some way. Afterall, this is hardly our first rescission, hardly our ever first case of greed.
My point was that companies and organizations dont work in a vacuum, nor do they work in the infinite. What they do impacts not only on themselves as well as others, as also the reverse apply to them form others actions as well. Yes, companies should be open to all possibilities, but should they not also understand the limits and sensitives of their and others actions, in a finite world, to make better decisions and be risk prepared. Afterall, there not in it alone, but they still need to realise this.
Oh and yes, we have the economic tsunami here too. But then we saw the writing on the wall, took government jobs in essential industries, got rid of stocks and shares, made adjustments to living availability, and now we are sort of riding it out better than others. We were laughed at when we said economic change was coming, when we were told to go and get jobs in higher paying areas, and we said no thanks, we wanted to play it safe. But now we have jobs, and they dont.
So I guess being a right brained strategist in the end wasnt so bad after all.
Enjoyed the conversation.
Regards
Tony
At 11:54 AM 12/03/2009, you wrote:
Tony,
We find that open system thinking is necessary to cope with discontinuous objects and events. Closed systems thinking worked fine for yesterday's environment, but today's and tomorrow's turbulence calls for open designs and strategies. If the economic tsunami has not hit Oz, You're fortunate mate.
Cheers,
George Graen
In a message dated 3/11/2009 6:33:44 P.M. Central Daylight Time, Tony.Nolan@UTS.EDU.AU writes:
- Good Morning,
- I would like to propose the follow scenario.
- Lets say that the majority of our management understanding is wrong,
- because the majority of our viewpoints on how people, organizations,
- governments and even objects exist. The more modern theories seem to
- be pointing to the concepts that nothing is ever random, nothing is
- independent. Every action is in some way, a reaction to either a
- major or minor event. Every thing is to some extent interconnected,
- nothing operates in isolation, and hence every thing is linked.
- If we can accept for a few seconds that this might be true, then why
- do we realise it now, and not before. Perhaps we did not have the
- measurement instruments, the mathematics & statistics, as well as the
- computational power to investigate and model it. Finally, perhaps we
- did not have the mindset to, because we were trapped in a crisp
- mindset, rather than a fuzzy one.
- So perhaps why much of our strategy fails today, is because it falls
- short, because it was based on a concept of independence, rather than
- interdependence.
- Im working on a systems of systems approach modeling, which uses
- different types of maths, frameworks, and distance measures, to map
- decisions. But I am using a systems of systems approach. This is also
- adaptive to the level of observation, so I can explore the dynamic
- interactions of sideways, but also include the input of lower level
- systems into it, as well as its input into upper systems as well.
- Each system has the availability to be the primary focus or the
- secondary focus. And I use fuzzy logic to bring the whole system into balance.
- Even though I am just starting out, I am getting some interesting
- results, as I am refining the process, and the mathematics and
- software routine.
- Anyway, I feel that when we define strategy and feedback, cause and
- effect and independence vs interdependence, dynamic vs static, etc
- that strategy falls short, because of the underlying premise on our
- beliefs of just how much influence does our object have or exerts on
- other objects.
- Regards
- Tony Nolan
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