"The last, and most important, characteristic of systems is that they are automatic. Although the degree of automaticity may vary over a wide spectrum, there are no systems in which human beings perform all control functions; conversely, there will probably never be systems in which no human beings are involved." (Charles D Flagle et al, "Operations Research and Systems Engineering", 1960)
"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)
"A system has order, flowing from point to point. If something dams that flow, order collapses. The untrained might miss that collapse until it was too late. That's why the highest function of ecology is the understanding of consequences." (Frank Herbert, "Dune", 1965)
"From a pessimistic viewpoint, it can be stated that there is no good general way of structuring a system. However, from an optimistic point of view one can say that a number of good ways of structuring systems exist and that some are better than others for any particular system. In this and the following sections, there will be a presentation of a number of structuring approaches that have merit and have been employed successfully, including functional structuring, equipment structuring, and use of various coordinate systems." (Harold Chestnut, "Systems Engineering Tools", 1965)
"The process of formulating and structuring a system are important and creative, since they provide and organize the information, which each system. establishes the number of objectives and the balance between them which will be optimized". Furthermore, they help identify and define the system parts. Furthermore, they help identify and define the system parts which make up its 'diverse, specialized structures and subfunctions'." (Harold Chestnut, "Systems Engineering Tools", 1965)
"The Systems engineering method recognizes each system is an integrated whole even though composed of diverse, specialized structures and sub-functions. It further recognizes that any system has a number of objectives and that the balance between them may differ widely from system to system. The methods seek to optimize the overall system functions according to the weighted objectives and to achieve maximum compatibility of its parts." (Harold Chestnut, "Systems Engineering Tools", 1965)
"The homeostatic principle does not apply literally to the functioning of all complex living systems, in that in counteracting entropy they move toward growth and expansion." (Daniel Katz, "The Social Psychology of Organizations", 1966)
"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)
"Despite two centuries of study, the integrals of general dynamical systems remain covered with darkness. To save the classical thermostatics, the practical success of which is shown by the wide use to which it has been put, we must find a way out. That is, we must find some mathematical connection between time averages of the functions of physical interest and the corresponding simple canonical averages." (Clifford Truesdell, "Six Lectures on Modern Natural Philosophy", 1966)
"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)
"The mathematical models for many physical systems have manifolds as the basic objects of study, upon which further structure may be defined to obtain whatever system is in question. The concept generalizes and includes the special cases of the cartesian line, plane, space, and the surfaces which are studied in advanced calculus. The theory of these spaces which generalizes to manifolds includes the ideas of differentiable functions, smooth curves, tangent vectors, and vector fields. However, the notions of distance between points and straight lines (or shortest paths) are not part of the idea of a manifold but arise as consequences of additional structure, which may or may not be assumed and in any case is not unique." (Richard L Bishop & Samuel I Goldberg, "Tensor Analysis on Manifolds", 1968)
"Perhaps the most important single characteristic of modern organizational cybernetics is this: That in addition to concern with the deleterious impacts of rigidly-imposed notions of what constitutes the application of good 'principles of organization and management' the organization is viewed as a subsystem of a larger system(s), and as comprised itself of functionally interdependent subsystems." (Richard F Ericson, "Organizational cybernetics and human values", 1969)
No comments:
Post a Comment