"In classifying behavior, the term teleology was used as synonymous with purpose controlled by feed-back. […] Since we consider purposefulness a concept necessary for the understanding of certain modes of behavior we suggest that a teleological study is useful if it avoids problems of causality and concerns itself merely with an investigation of purpose." (Arturo Rosenblueth, Norbert Wiener & Julian Bigelow, "Behavior, Purpose and Technology", Philosophy of Science Vol. 10 (1), 1943)
"Purposeful active behavior may be subdivided into two classes: ‘feed-back’ (or ‘teleological’) and ‘non-feed-back’ (or ‘non-teleological’). The expression feed-back is used by engineers in two different senses. In a broad sense it may denote that some of the output energy of an apparatus or machine is returned as input; an example is an electrical amplifier with feed-back. The feed-back is in these cases positive - the fraction of the output which reenters the object has the same sign as the original input signal. Positive feed-back adds to the input signals, it does not correct them. The term feed-back is also employed in a more restricted sense to signify that the behavior of an object is controlled by the margin of error at which the object stands at a given time with reference to a relatively specific goal. The feed-back is then negative, that is, the signals from the goal are used to restrict outputs which would otherwise go beyond the goal. It is this second meaning of the term feed-back that is used here." (Arturo Rosenblueth, Norbert Wiener & Julian Bigelow, "Behavior, Purpose and Technology", Philosophy of Science Vol. 10 (1), 1943)
"The concept of teleological mechanisms however it be expressed in many terms, may be viewed as an attempt to escape from these older mechanistic formulations that now appear inadequate, and to provide new and more fruitful conceptions and more effective methodologies for studying self-regulating processes, self-orienting systems and organisms, and self-directing personalities. Thus, the terms feedback, servomechanisms, circular systems, and circular processes may be viewed as different but equivalent expressions of much the same basic conception." (Lawrence K Frank, 1948)
"It is my thesis that the physical functioning of the living individual and the operation of some of the newer communication machines are precisely parallel in their analogous attempts to control entropy through feedback. Both of them have sensory receptors as one stage of their cycle of operation: that is, in both of them there exists a special apparatus for collecting information from the outer world at low energy levels, and for making it available in the operation of the individual or of the machine. In both cases these external messages are not taken neat, but through the internal transforming powers of the apparatus, whether it be alive or dead. The information is then turned into a new form available for the further stages of performance. In both the animal and the machine this performance is made to be effective on the outer world. In both of them, their performed action on the outer world, and not merely their intended action, is reported back to the central regulatory apparatus." (Norbert Wiener, "The Human Use of Human Beings", 1950)
"Feedback is a method of controlling a system by reinserting into it the results of its past performance. If these results are merely used as numerical data for the criticism of the system and its regulation, we have the simple feedback of the control engineers. If, however, the information which proceeds backward from the performance is able to change the general method and pattern of performance, we have a process which may be called learning." (Norbert Wiener, 1954)
"In fact, there need be no dispute, for the exact definition of ‘feedback’ is nowhere important. The fact is that the concept of ‘feedback’, so simple and natural in certain elementary cases, becomes artificial and of little use when the interconnexions between the parts become more complex. When there are only two parts joined so that each affects the other, the properties of the feedback give important and useful information about the properties of the whole. But when the parts rise to even as few as four, if every one affects the other three, then twenty circuits can be traced through them; and knowing the properties of all the twenty circuits does not give complete information about the system. Such complex systems cannot be treated as an interlaced set of more or less independent feedback circuits, but only as a whole." (W Ross Ashby, "An Introduction to Cybernetics", 1956)
"[...] the concept of 'feedback', so simple and natural in certain elementary cases, becomes artificial and of little use when the interconnexions between the parts become more complex. When there are only two parts joined so that each affects the other, the properties of the feedback give important and useful information about the properties of the whole. But when the parts rise to even as few as four, if every one affects the other three, then twenty circuits can be traced through them; and knowing the properties of all the twenty circuits does not give complete information about the system. Such complex systems cannot be treated as an interlaced set of more or less independent feedback circuits, but only as a whole. For understanding the general principles of dynamic systems, therefore, the concept of feedback is inadequate in itself. What is important is that complex systems, richly cross-connected internally, have complex behaviours, and that these behaviours can be goal-seeking in complex patterns." (W Ross Ashby, "An Introduction to Cybernetics", 1956)
"To say a system is 'self-organizing' leaves open two quite different meanings. There is a first meaning that is simple and unobjectionable. This refers to the system that starts with its parts separate (so that the behavior of each is independent of the others' states) and whose parts then act so that they change towards forming connections of some type. Such a system is 'self-organizing' in the sense that it changes from 'parts separated' to 'parts joined'. […] In general such systems can be more simply characterized as 'self-connecting', for the change from independence between the parts to conditionality can always be seen as some form of 'connection', even if it is as purely functional […] 'Organizing' […] may also mean 'changing from a bad organization to a good one' […] The system would be 'self-organizing' if a change were automatically made to the feedback, changing it from positive to negative; then the whole would have changed from a bad organization to a good." (W Ross Ashby, "Principles of the self-organizing system", 1962)
"Traditional organizational theories have tended to view the human organization as a closed system. This tendency has led to a disregard of differing organizational environments and the nature of organizational dependency on environment. It has led also to an over-concentration on principles of internal organizational functioning, with consequent failure to develop and understand the processes of feedback which are essential to survival." (Daniel Katz, "The Social Psychology of Organizations", 1966)
"Feedback is a method of controlling a system by reinserting into it the results of its past performance. If these results are merely used as numerical data for the criticism of the system and its regulation, we have the simple feedback of the control engineers. If, however, the information which proceeds backward from the performance is able to change the general method and pattern of performance, we have a process which may be called learning." (Norbert Wiener, 1954)
"In fact, there need be no dispute, for the exact definition of ‘feedback’ is nowhere important. The fact is that the concept of ‘feedback’, so simple and natural in certain elementary cases, becomes artificial and of little use when the interconnexions between the parts become more complex. When there are only two parts joined so that each affects the other, the properties of the feedback give important and useful information about the properties of the whole. But when the parts rise to even as few as four, if every one affects the other three, then twenty circuits can be traced through them; and knowing the properties of all the twenty circuits does not give complete information about the system. Such complex systems cannot be treated as an interlaced set of more or less independent feedback circuits, but only as a whole." (W Ross Ashby, "An Introduction to Cybernetics", 1956)
"[...] the concept of 'feedback', so simple and natural in certain elementary cases, becomes artificial and of little use when the interconnexions between the parts become more complex. When there are only two parts joined so that each affects the other, the properties of the feedback give important and useful information about the properties of the whole. But when the parts rise to even as few as four, if every one affects the other three, then twenty circuits can be traced through them; and knowing the properties of all the twenty circuits does not give complete information about the system. Such complex systems cannot be treated as an interlaced set of more or less independent feedback circuits, but only as a whole. For understanding the general principles of dynamic systems, therefore, the concept of feedback is inadequate in itself. What is important is that complex systems, richly cross-connected internally, have complex behaviours, and that these behaviours can be goal-seeking in complex patterns." (W Ross Ashby, "An Introduction to Cybernetics", 1956)
"To say a system is 'self-organizing' leaves open two quite different meanings. There is a first meaning that is simple and unobjectionable. This refers to the system that starts with its parts separate (so that the behavior of each is independent of the others' states) and whose parts then act so that they change towards forming connections of some type. Such a system is 'self-organizing' in the sense that it changes from 'parts separated' to 'parts joined'. […] In general such systems can be more simply characterized as 'self-connecting', for the change from independence between the parts to conditionality can always be seen as some form of 'connection', even if it is as purely functional […] 'Organizing' […] may also mean 'changing from a bad organization to a good one' […] The system would be 'self-organizing' if a change were automatically made to the feedback, changing it from positive to negative; then the whole would have changed from a bad organization to a good." (W Ross Ashby, "Principles of the self-organizing system", 1962)
"Traditional organizational theories have tended to view the human organization as a closed system. This tendency has led to a disregard of differing organizational environments and the nature of organizational dependency on environment. It has led also to an over-concentration on principles of internal organizational functioning, with consequent failure to develop and understand the processes of feedback which are essential to survival." (Daniel Katz, "The Social Psychology of Organizations", 1966)
"Nonlinear coupling allows one feedback loop to dominate the system for a time and then cause this dominance to shift to another part of the system where behavior is so different that the two seem unrelated." (Jay W. Forrester, "Urban Dynamics", 1969)
"The structure of a complex system is not a simple feedback loop where one system state dominates the behavior. The complex system has a multiplicity of interacting feedback loops. Its internal rates of flow are controlled by non‐linear relationships. The complex system is of high order, meaning that there are many system states (or levels). It usually contains positive‐feedback loops describing growth processes as well as negative, goal‐seeking loops." (Jay F Forrester, "Urban Dynamics", 1969)
"To model the dynamic behavior of a system, four hierarchies of structure should be recognized: closed boundary around the system; feedback loops as the basic structural elements within the boundary; level variables representing accumulations within the feedback loops; rate variables representing activity within the feedback loops." (Jay W Forrester, "Urban Dynamics", 1969)
"The structure of a complex system is not a simple feedback loop where one system state dominates the behavior. The complex system has a multiplicity of interacting feedback loops. Its internal rates of flow are controlled by non‐linear relationships. The complex system is of high order, meaning that there are many system states (or levels). It usually contains positive‐feedback loops describing growth processes as well as negative, goal‐seeking loops." (Jay F Forrester, "Urban Dynamics", 1969)
"To model the dynamic behavior of a system, four hierarchies of structure should be recognized: closed boundary around the system; feedback loops as the basic structural elements within the boundary; level variables representing accumulations within the feedback loops; rate variables representing activity within the feedback loops." (Jay W Forrester, "Urban Dynamics", 1969)
No comments:
Post a Comment