“[In] the definition of international system… There is some "form of control" that regulates behavior and may range from informal rules of the system to formal institutions. …A view prevalent among many scholars of political science is that the essence of international relations is precisely the absence of control… a condition of anarchy…”

—  Robert Gilpin

War and Change in World Politics (1981)

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Robert Gilpin 41
Political scientist 1930–2018

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“Although control principles are not customarily associated with international relations, there may be some significant advantages in seeing how international relations may benefit by suitable use of control concepts and methods. Over the years, control engineers and scientists have learned how to use information processing and equipment, along with energy and materials to improve the performance of various systems.”

Harold Chestnut (1917–2001) American engineer

Harold Chestnut (1986) " Applications of Control Principles to International Relations http://www.ieeecss.org/CSM/library/1986/dec1986/w13-14.pdf" In: IEEE Control Systems Magazine, Vol.6, No. 6, Dec. 1986. pp. 13-14

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“The international system consists not only of states. The international political system is the pattern of relationships among the states.”

Joseph Nye (1937) American political scientist

Source: Understanding International Conflicts: An Introduction to Theory and History (6th ed., 2006), Chapter 2, Origins of the Great Twentieth Century Conflicts, p. 34.

“The lack of formal definition does not prevent us from noting the characteristics which are frequently present in large scale systems. Each such system has a certain integrity. It may or may not be rigidly controlled from some central point, but in every case, all the parts of the system have some common purpose; in some sense, they all contribute to the production of a single set of optimum outputs from the given set of inputs, with respect to some appropriate measure of effectiveness.”

Robert E. Machol (1917–1998) American systems engineer

Source: System Engineering (1957), p. 5; As cited in: Allen B. Rosenstein (1965) " Systems engineering and Modern Engineering Design http://books.google.com/books?id=HDp9ReqM314C&pg=PA1#v=onepage&q&f=false"

“Many critics see international trade as a form of cultural imperialism that must be strictly controlled.”

Robert Gilpin (1930–2018) Political scientist

Source: The Political Economy of International Relations (1987), Chapter Five, The Politics Of International Trade, p. 172

“To self-regulate, learning systems must be able to
1. Sense, monitor and scan significant aspects of their environment,
2. Relate this information to the operating norms that guide system behavior
3. Detect significant deviations from these norms, and
4. Initiate corrective action when discrepancies are detected.
If these four conditions are satisfied, a continuous process of information exchange is created between a system and its environment, allowing the system to monitor changes and initiate appropriate responses. In this way, the system can operate in an intelligent, self-regulating manner.”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 77-78 (Morgan, 1998); Cited in: Sherryl Stalinski (2005) A Systems View of Social Systems, Culture and Communities. Saybrook Graduate School. p. 5

“In complex systems cause and effect are often not closely related in either time or space. 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 nonlinear 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. In the complex system the cause of a difficulty may lie far back in time from the symptoms, or in a completely different and remote part of the system. In fact, causes are usually found, not in prior events, but in the structure and policies of the system.”

Jay Wright Forrester (1918–2016) American operations researcher

Source: Urban dynamics (1969), p. 9

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“We are united in our determination to change the present system of international relations, based as it is on injustice, inequality and oppression. In international politics we act as an independent world force.”

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“The term dissociation is here used for a condition in which the organizing process in an individual fail to develop one characteristic form, and two or more mutually incompatible systems of behavior compete for control.”

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Source: The Next Development in Man (1948), p. 62

“Organizational design often focuses on structural alternatives such as matrix, decentralization, and divisionalization. However, control variables (e. g., reward structures, task characteristics, and information systems) offer a more flexible approach. The purpose of this paper is to explore these control variables for organizational design. This is accomplished by integration and testing of two perspectives, organization theory and economics, notably agency theory. The resulting hypotheses link task characteristics, information systems, and business uncertainty to behavior vs. outcome based control strategy. These hypothesized linkages are examined empirically in a field study of the compensation practices for retail salespeople in 54 stores. The findings are that task programmability is strongly related to the choice of compensation package. The amount of behavioral measurement, the cost of measuring outcomes, and the uncertainty of the business also affect compensation. The findings have management implications for the design of compensation and reward packages, performance evaluation systems, and control systems, in general. Such systems should explicitly consider the task, the information system in place to measure performance, and the riskiness of the business. More programmed tasks require behavior based controls while less programmed tasks require more elaborate information systems or outcome based controls.”

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Source: "Control: Organizational and economic approaches," 1985, p. 134; Article abstract

“Internal regulation of the system by the group was thus rendered possible rather than the external regulation of individuals by supervisors.”

Eric Trist (1909–1993) British scientist

The evolution of socio-technical systems, (1981)

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