|
The
structuring of any ValueWeb enterprise requires
that certain elements be in place, in balance
with one another, and at a certain critical mass.
These are “structural” requirements. They
have to be thought of much like approaching the
hardware and software design of a computer system.
They make up the operating System (OS) of
the ValueWeb. |
|
Terminology
and References
Throughout
this description, certain terms-of-art are used.
To assist in understanding the intended meaning
of these terms, reference is made to certain published
works:
| ADJACENT POSSIBLE:
as described in Where Good Ideas Come From
Steven Johnson
2010 |
ADAPTION:
as described in How Buildings Learn - What
Happens After They’re Built
Steward Brand
1994 |
| AGENTS
AND AGENCY: as described in Society
of Mind
Marvin Minsky
1985 |
| ARMATURE:
as described in Building
to Last -
Architecture as Ongoing Art
Herb Green
1981 |
BODY-MIND-ENVIRONMNET INTEGRATION:
as described in Becoming Animal
David Abram
2010 |
|
COMPLEXITY,
ORDER, VARIETY: as described in Architecture
- Form, Space, and Order
Francis D. K. Ching
2nd Edition 1996
Also
as described in The Quark and the Jaguar
Murray Gell-Mann
1994)
and
in At Home in the Universe
Stuart Kauffman
1995 |
| CONSCIOUSNESS:
as described in The Origin of Consciousness
in the Breakdown of the Bicameral Mind
Julian Jaynes
1976 |
| DEEP
STRUCTURE: as it refers to language and
cognition, in Language and Mind
Noam Chomsky
1968 |
DESIGN AND DESIGN ECONOMY as outlined in Do You Matter - How great design will make people love your company
Robert Brunner and Stewart Emery with Russ Hall
2009
and in Design and Truth
Robert Grudin
2010
|
|
ECONOMY
- REPLACEMENT:
as it refers to the development of renewable
wealth, in Cities
and the Wealth of Nations
Jane Jacobs
1986 |
|
EMERGENCE:
as described in At Home in the Universe
Stuart Kauffman
1995
and in Emergence, The Connected Lives of
Ants, Brains, Cities and Software
Steven Johnson
2001 |
ERROR:
as described in Where Good Ideas Come From
Steven Johnson
2010 |
EXOTROPHY:
as described in What Technology Wants
Kevin Kelly
2010 |
EXPERIENCE:
as described in Becoming Animal
David Abram
2010
and A Stroll With William James
Jacques Barzun
1983 |
| FEEDBACK:
(and of a complex kind) as described in The
Human Use of Human Beings, Cybernetics and
Society, and Cybernetics or Control
and Communication in the Animal and the Machine
Norbert Weiner
1948 |
Hand, Brain, Language, Human Culture:
as described in The
Hand
Frank R. Wilson
1999 |
|
HUERISTICS:
as described in The Metaphorical Brain
Michael B. Arbib
1968, 1989
and
in Cognition and Complexity
Wayne Reeves
1996 |
|
INFORMATION:
as described in Mind and Nature, A
Necessary Unity and Steps to an
Ecology of Mind
Gregory Bateson
1972, 1979
Also
as described in Mathematical Theory of
Communication
Claude Shannon
1948 |
| INTELLECT:
as described in The House of Intellect
Jaques Barzun
1978 |
| INTELLIGENCE:
as described in Frames of Mind : The Theory
of Multiple Intelligences
Howard E. Gardner
1983 |
|
ITERATION:
as described in The Exemplar
Robert Carkhuff
1984
and
as discussed in The Gold Collar Worker
- Harnessing the Brainpower of the New Work
Force
Robert E. Kelley
1985 |
| INTERFACE:
as described in The Humane Interface
Jef Raskin
2000 |
| LIVING
SYSTEMS: as described in Living Systems
James Grier Miller
1978 |
LIQUID NETWORKS:
as described in Where Good Ideas Come From
Steven Johnson
2010 |
|
MEME:
as described in The Selfish Gene
Richard Dawkins
1976
and
The Meme Machine
Susan Blackmore
1999 |
| META
PROGRAMMING: as described in Programming
and Meta-Programming in the Human Bio Computer
John Lilly
1967, 1968 |
| MORPHIC
RESONANCE : as described in A New Science
of Life and The Presense of the Past:
Morphic Resonance and the Habits of Nature
Rupert Sheldrake
1981, 1988, 1995 |
TECHNOLOGY: as argued in The Nature of Technology - What it is and How it Evolves
W. Brian Arthur
2009 |
|
NETWORK:
as described in Small Worlds, The Dynamics
of Networks Between Order and Randomness
Duncan J. Watts
1999
and
Linked - The New Science of Networks
Albert-Laszlo Barabasi
2002
and NEXUS - Small Worlds and the Groundbreaking Science of Networks
Mark Buchanan
2002
|
| NODES
AND PATCHES: as described in At Home
in the Universe, The Search for the Laws of
Self-Organization and Complexity
Stuart Kauffman
1995 |
|
PATTERN
LANGUAGE: as described by The Timeless
Way of Building and A Pattern Language
Christopher
Alexander et
al
1977, 1979
and
as demonstrated by The Wright Space - Pattern
& Meaning in Frank Lloyd Wrights Houses
Grant Hildebrand
1991
Both
of the above references are described in The
Power of Place - How Our Surroundings Shape
Our Thoughts, Emotions and Actions
Winfred Gallager
1994
and
in Frank Lloyd Wright - A Primer in Architectural
Principles
Robert McCarter
1991 |
PERCEPTION, PERCEIVER, PERCEIVED:
as described in Becoming Animal
David Abram
2010 |
|
PHYSICAL
HEALTH, MENTAL WELL BEING, INDIVIDUAL PLACE
and PROSPECT AND REFUGE: as described
in The Power of Place - How Our Surroundings
Shape Our Thoughts, Emotions and Actions
Winfred Gallager
1994
and
in Places of the Soul - Architecture and
Environmental Design as a Healing Art
Christopher Day
1993 |
| RECURSION:
as described in Diagnosing the System for
Organizations, Managerial Cybernetics of Organization
Stafford Beer
1995 |
|
REQUESITE
VARIETY: as described in Designing
Freedom (1985), and Diagnosing the
System for Organizations
Stafford Beer
1995
and
in Cybernetics
Ross Asby
1952 |
| RULES AND RULE-BASED SYSTEMS: as described in
A New Kind of Science
Stephen Wolfram
2002 |
| SENSES:
as described in See what I’m saying - The Extraordinary Powers of Our senses
Lawrence D. Rosenblum
2010 |
SERENDIPITY:
as described in Where Good Ideas Come From
Steven Johnson
2010 |
SEVENTH KINGDOM OF LIFE:
as described in What Technology Wants
Kevin Kelly
2010 |
SINGULARITY:
as described in The Singularity is Near
Raymond Kurzweil
2005 |
SLOW AND FAST TIME:
as described in The Clock of the Long Now
Stewart Brand
1999
|
SLOW HUNCH:
as described in Where Good Ideas Come From
Steven Johnson
2010 |
SYMBIOSIS:
as described in The Symbiotic Man - A New
Understanding of the Organization of Life
and Vision of the Future
Joel De Rosnay
2000 |
|
SYMBOL:
as described in Man and His Symbols
Carl Jung
1961
and
in The Hero With a Thousand Faces The Mythic
Image (1974), and The Innner Reaches
of Outer Space: Metaphor As Myth and As Religion
Joseph Cambell
1949, 1982 |
| SYNERGY:
as described in Synergetics
R. B. Fuller
1975, 1979 |
| SYNTOPICAL
READING: as described in How to Read
a Book
Mortimer J. Adler & Charles Van Doren
1942, 1972 |
TECHNIUM:
as described in What Technology Wants
Kevin Kelly
2010 |
THINKING, AI, THE FUTURE OF THE HUMAN MIND: as described in The Emotion machine
Marvin Minsky
2006 |
|
TRANSPARENCY
AND RECIPROCAL TRANSPARENCY: as described
in The Transparent Society - Will Technology
Force Us to Choose Between Privacy and Freedom?
David Brin
1998 |
|
VARIETY:
as described in Designing Freedom
Stafford Beer
1978 |
WORTHY PROJECTS:
as demonstrated in Works in Progress
Long Now Foundation
Alexander Rose
02008
|
The
way that these authors use terms and how they apply
their knowledge is not entirely the way I do or as the concepts are employed by the Taylor System and Method nor do they completely describe the way that
a ValueWeb system would practice these concepts. These referenced
works do not “predict” ValueWebs. They
form, as a group, a beginning foundation of theory related
to dynamic systems and their human, organizational
and economic implications. On a personal note, many
of these thinkers inspired me greatly with their
lives and work. To this day, a robust reservoir of
value resides in these works and both the new and “old” ones are equally relevant.
Nor do I primarily care if they are in or out of agreement with each other. I am not trying to prove a thesis here. I am applying biomimicry and organic design principles to the making, testing and employing of - in this case - a complex social-organizational system. I do this by taking the best science, tested methods and compelling ideas and using them through iterative cycles of projects, of different levels of recursion, with the intent to facilitate a new kind of global system.
Given the complexity of a ValueWeb, these readings also refer to many aspects of the Taylor System of which the ValueWeb concept is one part. |
value_web_model_components |
 |
The 22
essential components of a ValueWeb as a formal system.
Click on the diagram for a larger version of the diagram.
These components describe the minimum complexity of a true ValueWeb. In real life, a far greater complexity will exist. |
|
Fig
SS6 -2 ValueWeb Architecture. A
ValueWebs has 22 distinct components and
sub-components. These
cover all the 19 functional subsystems of Miller’s
living systems model [link: miller living system]. ValueWebs also can
- and complex ones will - function on
many levels of recursion. What follows is a general
description
of this architecture. Each of these components
are rule-based. They are, in fact, composed of
social
contracts, as well as, by real physical and energy
constraints. Each of these components - given
the
kind that it is - contains rules that are generic
to it’s type and rules that are specific
to it’s environment and application. The
designation:
(ToA) following a word indicates that in
the formal system of ValueWebs the proceeding
word
is a term-of-art of the system and therefor has
an exact meaning. This is something that a pure
user of the system and method does not have to
know - a designer, builder or facilitator does
have to
know.
|
|
Fig
SS6 -2 ValueWeb Architecture illustrates
the configuration of of sustainable complex purposeful
networks. Complex, true ValueWebs function as Mind
Engines. The are “made” by a deliberate
process which is not predictable - it is emergent.
This is accomplished by the Zone of Emergence
Engine Fig SS1-8 which is illustrated below.
| 1 |
illustrates
the ValueWeb (ToA)
Boundary
(ToA).
|
| 2 |
illustrates
the System Integrator (ToA) of the
ValueWeb. The
role of the System Integrator function, is
to facilitate the purpose of the ValueWeb
which is, in general, to create wealth and
distribute it equably to it’s members.
|
| 3 |
illustrates
the Investor (ToA) Network (ToA).
|
| 4 |
illustrates
the User (ToA) Network.
|
| 5 |
illustrates
the Producer (ToA) Network.
|
| 3,
4, 5 |
are
not static roles. The are modalities. Agents
(ToA) will often play more than one
role in a ValueWeb architecture. At any iteration
(ToA), they are in one mode.
|
| 6 |
illustrates
a ValueWeb in incubation (ToA) as part
of the Producer Network (see: Miller ss1 "reproducer").
|
| 7 |
illustrates
an existing ValueWeb (created out side of
the ValueWeb in focus) in the process of making
contact.
|
| 8 |
illustrates
an Existing Valueweb in the process of coming
into the Valueweb in focus Miller (ss3 "Ingetor").
|
| 9 |
illustrates
the Outer Clamshell (ToA) of Network
3.
|
| 10 |
illustrates
the Middle Clamshell (ToA)
of
Network 3.
|
| 11 |
illustrates
the Inner Clamshell (ToA)
of
Network 3.
|
| 12 |
illustrates
the Outer Clamshell of Network 4.
|
| 13 |
illustrates
the Middle Clamshell of Network 4.
|
| 14 |
illustrates
the Inner Clamshell of Network 4.
|
| 15 |
illustrates
the Outer Clamshell of Network 5.
|
| 16 |
illustrates
the Middle Clamshell of Network 5.
|
| 17 |
illustrates
the Inner Clamshell of Network 5.
|
| 11,
14, 17 |
makes
up the core of the enterprise, create it’s
signature, brand and identity.
|
| 10,13,
16 |
are
the critical mass (ToA) of the enterprise.
|
| 9,
12, 15 |
are
the enterprise at scale (ToA).
|
| 18 |
illustrates
Nodes (ToA) of the ValueWeb of which
there are several kinds some of which are
shown.
|
| 19 |
illustrates
Channels (ToA) between Nodes of which
there are several kind some of which are shown.
A Replacement Cluster (ToA)
is
a Node that is capable of recreating the ValueWeb.
This is the “Entrepreneurial Button”
in the Stages of an Enterprise Model Table
M11.
|
| 20 |
illustrates
Nets (ToA) which span across Networks
often weaving through the entire ValueWeb.
|
| 21 |
illustrates
the environment of the ValueWeb itself composed
of of elements, Nodes, Nets, Networks, Valueweb
- all acting as Agents.
|
| 22 |
illustrates
a Note outside the valueWeb. Nodes like this
act as a sensor to the ValueWeb which is necessary
for feedback (ToA).
MEM principle #14.
|
|
 |
| The Zone of Emergence Engine is made up - at minimum - of three levels of recursion and three iterations of action acting as a whole system in a coherent period of time. In the environment emergence happens far more often than not. |
|
|
Interventions into a system
- even
“good” ones - generate unintended consequences.
Systems are complex. Interventions tend to be
discreet.
It is a foundation element in the Taylor System
and Method that the environment of an exercise
has
to be carefully crafted to do two things: create
the optimum environment possible for the completion
of the task and to do so in a way that minimizes
unwanted consequences. Fig SS1-8 Zone of Emergence
Engine illustrates this context setting process.
Creating an appropriate zone for work is the
first
task of the process and great care is given to
it in the DesignShop process and in a NavCenter
environment.
While every aspect of this context WILL generate
consequences it is possible to employ elements
that
experience shows will generate the KIND of
consequences you want. This is a design issue.
There
is no such thing as a neutral environment - even
the deliberate creation of a neutral environment
creates a bias. It is possible however, to create
an environment that is a remarkably level playing
field, where the rules-of-engagement are extremely
clear and kept with integrity and one that WITHIN
the zone of these boundaries the space is open,
free, unbiased and facultative of emergence. This
is the space of creativity and innovation.
When doing this, we use highly tested boundary
rules; the HABITS of creative people
being a principle
set [link: habits of creative people].
| 1 |
illustrates
the outer Boundaries of the ZONE system be
it an exercise, event, environment or system.
The boundary rules vary according to context.
As example, for a DesignShop event, they reflect
the 22 common, operating rules of creative
people. |
| 2 |
illustrates
the level (or levels) of recursion(ToA)
“above”
the zone of emergence (ToA)
- the arena of exercise, event, action. Typically,
in human systems, this contains the higher
order goals, instructions and meta-code (ToA)
and
relates to context, memory (ToA),
purpose and agency (ToA). |
| 3 |
illustrates
the level of recursion of EMERGENCE.
This is a heuristic (ToA)
environment.
Emergent phenomena cannot be predicted or
controlled. Attempts at control (interventions)
generate unintended consequences (ToA).
Complex systems seek outcomes and learn, adjust,
adapt as they act. Their “behavior”
is a sine wave due to lag (ToA)
in
their feedback (ToA)
process.
This level of recursion while “free”
is bound. |
| 4 |
illustrates
the level (or levels) of recursion subordinate
to 3 that are supportive of the zone of emergence.
Typically, this composed of “tool-kits”
that augment (ToA)
the
emergent work. |
| 5,
6, 7 |
illustrates
iterations (ToA)
of
work. The requirement of iteration is to completing
a full cycle of work (Creative Process Model),
shipping (ToA)
product
and recreating the work (4 Step recreation
Model) in a contiguous moment in time/space. |
| 8,
9, 10, 11, 12, 13, 14, 15 |
illustrates
feedback (ToA)
between
work iterations and recursion levels. This
feedback has to be of sufficient frequency (ToA)
and
magnitude (ToA)
so
that the sampling-rate (ToA)
is
requisite with the rate-of-change (ToA)
(Model)
in both the work environment and it’s
external environment - else, requisite variety (ToA)
is
lost. |
| 16,
17, 18, 19, 20 |
illustrates
the sine-wave (ToA)
of
work and emerging results. This involve both
FM (ToA)
and
AM (ToA)
modulation (ToA).
The varied width of the sine wave arrow indicates
the critical-mass (ToA)
of
agents (ToA)
required
as work iterations progress. This emergent
vector (ToA)
is
held in dynamic equilibrium (ToA)
by
feedback and stays within the system-limits (ToA)
only
if the wiring of the feedback loops (PatchWorks (ToA))
is properly done. This is both a design (ToA)
and
execution issue. |
| 21 |
illustrates
the point where/when/how the emergent system
“escapes to a higher order.” |
| 22,
23, 24, 25 |
indicates
that on the recursion levels, above and below
the zone of emergence, the iteration
boundaries are permeable (ToA)
and
may not align with 5,6,&7 terminations. |
| 26 |
is
equivalent to the “exit iteration”
of Fig. SS1-1. In complex systems there
will be multiple exit iterations in order
to maintain requisite variety with the environment. |
| 27 |
indicates
that several parallel processes, events and
work can be progressing at once with discrete
feedback between them and this exercise in
focus. This is an application of the PatchWorks (ToA) Design architecture - a key aspect of this
system and method. |
|
system_integration_function |
| System Integration, in a Valueweb, is a function. Centuries of hierarchical organizations have conditioned us to think that organizations are exclusively run by management and leadership, meaning people - a personality focused explanation. All facts are interpreted from this singular vantage point. All corrections are made from this vantage point. This people centric view of how organizations function often causes us not to see what is right in front of us and make poor decisions when designing and implementing organizational change. |
| My present model of how ValueWebs evolve in regards to human leadership is that they move through three phases. In the First Phase they are like traditional organizations. They start with an idea of a single person or small group who launch a startup process.This is a personality driven process which often requires heroic effort. Notice that, in the beginning, the startup of almost every organization is more like a network structure than the traditional model. It is with success that usually the traditional model becomes the dominate reality. Innovators often leave at this point. At this second phase it is possible to proceed down the path of building a ValueWeb architecture rather than a hierarchal one. In this case there is likely to be a part of the ValueWeb which is a formal Systems Integrator - I call the the Commissioner of Baseball Phase. The Masthead Model (top of this page) actually shows the beginning of this phase. The SI, in this period has both the system integration function and a measure of formal C3 (command, control and communication) capabilities. This is a critical phase because if the C3 is overplayed the enterprise will devolve into a traditional human organization with all of the limits associated with this design strategy. If it is too loose or weak the enterprise is likely to lose focus and fail. It is with Phase three that the enterprise reaches ubiquity and sustainability and becomes a pure expression of network architecture and behavior. In this phase, a single, centralized C3 function cannot meet the variety demands of the system. At the beginning, any C3 functions cease to function at hte center. SI, in the technical sense may remain for a period. As maturity is reached, SI has to be a distributed function of the entire structure. Therefore, #2 of the Components of a ValueWeb Diagram (above) will distribute its function and then dissolve entirely, as Phase Three progresses, until a true ValueWeb has emerged. |
| Less there be confusion, it must be understood that a complex ValueWeb may have many organizational Nodes which are structured in a variety of ways - traditional and network - and who are in any aspect of these three Phases. A complex ValueWeb, as the Components Diagram shows, is likely to have VWs (in a variety of stages) as Nodes within it and also be part of other ValueWebs as a Node. How this works is determined by the kind of Channel which connects these Nodes to one another and by he rules-of-engagement by which the Channels operate. Complex ValueWebs are mind-like and exhibit the 22 aspects of memory of a dynamic system and are best understood and engaged as a living system (miller). |
| To successfully steward the creation of a true ValueWeb, the implications of the Zone of Emergence Engine (above) have to be thoroughly understood as does ValueWeb architecture itself. When something goes “wrong,” intervention should be limited to critical emergency care where the life of the enterprise is truly threatened. The systemic solution, and fixing why the emergency occurred, is always reached by more subtle adjustments which are almost always the adding of missing elements to the system. What feedback loops were missing which lead to instability of the network and its inability to learn? Where was there imbalance between the ValueWeb Networks and Clamshells? At what points was critical mass (in Channels and Nodes) missing? Where is there weaknesses in Channels and the existence of Channels of the right kind? Were entry and exit protocols of VW members biased or inadequate? Were the interface functions and feedback loops between the VW (in focus) and its greater environment adequate? Gentle, high frequency, low magnitude, carefully tested moves should then be taken to repair these architectural deficiencies. Structure wins and will always overwhelm heroic human efforts in the end. Careful design and building of the structure-process is the best solution path. In that a complex ValueWeb cannot be understood, in order to repair or facilitate it, you must first entrain with it and then be the change required. This is not management - even leadership - as it is commonly understood today. This misguided attempt to impose a Second Wave (industrial model) philosophy and practice on a Third Wave (knowledge, design, network model), always changing reality is why we are seeing so many systemic failures all around us today. We have created a complexity with our traditional governance practices that are not requisite with the tasks they would serve nor are we requisite with the complexity with the world we are creating by the use of these mechanisms. We are losing both ways. |
| The ValueWeb architecture offers a way around this evolutionary cul-de-sac. When we have employed it in extremely complex, cross, culture, organizational Boundary breaking situations it has yielded outstanding results. We do not offer the ValueWeb architecture as the end state solution to 21st Century organizational challenges. We do maintain that it, if properly applied, can be a highly effecting transition strategy from the present default system to organizations with a far greater fit with the emerging times. |
|
|
| GoTo: ValueWeb Communities |
|
|
|
|
| GoTo: PatchWorks Architecture |
|
|
|
|
| GoTo: Making and Use of navCenters |
|
|
|
Matt
Taylor
March 28, 2001
Palo Alto
SolutionBox
voice of this document:
INSIGHT • POLICY • PROGRAM
|
click on graphic for explanation of SolutionBox |
posted:
March 28, 2001
revised:
September 19, 2012,
• 20010312.437518.mt • 20010621.354329.mt •
• 20020214.555501.mt • 20010217.000921.mt •
• 20050707.898989.mt • 20081001.341212.mt •
• 20100214.302201.mt • 20100912.550209.mt •
• 20101115.887898.mt • 20101230.111100.mt •
• 20121020.511500.mt • 20120919.120965.mt •
Copyright©
Matt Taylor 1985, 1996, 2001, 2002, 2005, 2008, 2010, 2012
Certain aspects described herein are patented and in patent pending
me@matttaylor.com
note:
this document is about 90% finished
|
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