We are infected by our own misunderstanding of how our own minds work.
The nature of an innovation is that it will arise at a fringe where it can afford to become prevalent enough to establish its usefulness without being overwhelmed by the inertia of the orthodox system.
It's more along the lines of raising a child: we train the system to a certain range of behaviors that we find most useful. But then we let it go, because we don't want to have to be babysitting it the whole time.
Species go extinct because there are historical contraints built into a given body or a given design.
When a system is in turbulence, the turbulence is not just out there in the environment, but is a part of the organization or organism that you are looking at.
A brain is a society of very small, simple modules that cannot be said to be thinking, that are not smart in themselves. But when you have a network of them together, out of that arises a kind of smartness.
All imaginable futures are not equally possible.
And they discovered something very interesting: when it comes to walking, most of the ant's thinking and decision-making is not in its brain at all. It's distributed. It's in its legs.
Complexity that works is built up out of modules that work perfectly, layered one over the other.
Managers tend to treat organizations as if they are infinitely plastic. They hire and fire, merge, downsize, terminate programs, add capacities. But there are limits to the shifts that organizations can absorb.
But in a turbulent environment the change is so widespread that it just routes around any kind of central authority. So it is best to manage the bottom-up change rather than try to institute it from the top down.
Managing bottom-up change is its own art.
The way to build a complex system that works is to build it from very simple systems that work.
In a broad systems sense, an organism's environment is indistinguishable from the organism itself.
Technological advances could allow us to see more clearly into our own lives.
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