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Template:M intro design System redundancy: Difference between revisions
Template:M intro design System redundancy (view source)
Revision as of 11:12, 2 August 2023
, 2 August 2023→“Redundancy” as a key to successful change management
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But gravity always wins. | But gravity always wins. | ||
: Radiohead, ''Fake Plastic Trees'' (1992)}} | : Radiohead, ''Fake Plastic Trees'' (1992)}} | ||
[[Complex system]]s seek out their own equilibria. (A complex scenario that does not is not a system. It will fly apart). | [[Complex system]]s seek out their own equilibria. (A complex scenario that does not is not a system. It will fly apart). | ||
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This is the single virtue of the [[reduction in force]]. By arbitrarily removing a percentage of the system components, you might ''force'' it out of equilibrium, giving the components no choice but to find new ways of working. But their motivations as they do so are no less self-motivated than they were: you cannot shock a system into behaving selflessly. | This is the single virtue of the [[reduction in force]]. By arbitrarily removing a percentage of the system components, you might ''force'' it out of equilibrium, giving the components no choice but to find new ways of working. But their motivations as they do so are no less self-motivated than they were: you cannot shock a system into behaving selflessly. | ||
Damon Centola | Damon Centola<ref>Damon Centola, {{br|Change: How to Make Big Things Happen}}, 2021.</ref> research about concentration and bunching of constituents to ensure change is permanent. Complex change isn't like viral infection. We can’t expect to drop jewels of crystalline logic into a well established system equilibrium and expect it to spontaneously revolutionise itself.even viral infections,which do that, rip through the population and then vanish. Individuals are either dead or ''resistant'' to the virus, but beyond that the system carries on more or less as it did. | ||
A better model, Centola says, is a fishing net. Where a virus spreads quickly and burns out before people have been influenced to change ( and indeed may be more resolutely set against change), when people are exposed to change through many strong, deep network ties change will spread more slowly but more effectively and permanently. | |||
This, too stands to reason: if we are invited to propose change and sponsor it, rather than having it imposed upon us, we are more likely to own it. | |||