“There comes a stage, however, as the system becomes larger and larger, when the reception of all the information is impossible by reason of its sheer bulk. Either the recording channels cannot carry all the information, or the observer, presented with it all, is overwhelmed. When this occurs, what is he to do? The answer is clear: he must give up any ambition to know the whole system. His aim must be to achieve a partial knowledge that, though partial over the whole, is none the less complete within itself, and is sufficient for his ultimate practical purpose”

— W. Ross Ashby

Source: An Introduction to Cybernetics (1956), Part I: Mechanism, p. 106, as quoted in: " An Introduction to Cybernetics http://www.ecotopia.com/webpress/nurcap/cybernetics198803.htm," at ecotopia.com

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W. Ross Ashby 26

British psychiatrist 1903–1972

Paul Cilliers (1956–2011) South African philosopher

Source: Complexity and Postmodernism (1998), p. 4-5; as cited in: Peter Buirski, ‎Amanda Kottler (2007) New Developments in Self Psychology Practice http://books.google.nl/books?id=PinroXBLDkIC&pg=PA9, p. 9

“His appearance gives no clue to what his profession might be, and yet he doesn't look like a man without a profession either. Consider what he's like: He always knows what to do. He knows how to gaze into a woman's eyes. He can put his mind to any question at any time. He can box. He is gifted, strong-willed, open-minded, fearless, tenacious, dashing, circumspect — why quibble, suppose we grant him all those qualities — yet he has none of them! They have made him what he is, they have set his course for him, and yet they don't belong to him. When he is angry, something in him laughs. When he is sad, he is up to something. When something moves him, he turns against it. He'll always see a good side to every bad action. What he thinks of anything will always depend on some possible context — nothing is, to him, what it is: everything is subject to change, in flux, part of a whole, of an infinite number of wholes presumably adding up to a super-whole that, however, he knows nothing about. So every answer he gives is only a partial answer, every feeling an opinion, and he never cares what something is, only 'how' it is — some extraneous seasoning that somehow goes along with it, that's what interests him.”

Robert Musil book The Man Without Qualities

The Man Without Qualities (1930–1942)

“[T]he 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 (1903–1972) British psychiatrist

Source: An Introduction to Cybernetics (1956), Part I: Mechanism, p. 54 as cited in: Margaret A. Bode (2006) Mind as Machine: A History of Cognitive Science, Volume 1. p.229

“[The particular concern of the information scientist] is with the process as a whole – the interaction between the three elements [information behaviour, records, channels] that leads to people becoming informed.”

Brian Campbell Vickery (1918–2009) British information theorist

Source: Meeting the challenge (2009), p. xxiii.

“A system is more than the sum of its parts; it is an indivisible whole. It loses its essential properties when it is taken apart. The elements of a system may themselves be systems, and every system may be part of a larger system.”

Russell L. Ackoff (1919–2009) Scientist

Ackoff (1973) "Science in the Systems Age: beyond IE, OR and MS." in: Operations Research Vol 21, pp. 664.
1970s

“There are, in every country, some magnificent charities established by individuals. It is, however, but little that any individual can do, when the whole extent of the misery to be relieved is considered. He may satisfy his conscience, but not his heart. He may give all that he has, and that all will relieve but little. It is only by organizing civilization upon such principles as to act like a system of pulleys, that the whole weight of misery can be removed.”

Thomas Paine (1737–1809) English and American political activist

1790s, Agrarian Justice (1797)

“Analysis of a system reveals its structure and how it works. It provides the knowledge required to make it work efficiently and to repair it when it stops working. Its product is know-how, knowledge, not understanding. To enable a system to perform effectively we must understand it—we must be able to explain its behavior—and this requires being aware of its functions in the larger systems of which it is a part.”

Russell L. Ackoff (1919–2009) Scientist

Source: 1990s, Re-Creating the Corporation (1999), p. 12.

“On NATO "I am convinced that the present solution is only a partial one, aimed at guarding the heart. It must grow until the whole free world gets under one umbrella."”

Hastings Ismay (1887–1965) Army officer

As Secretary General of NATO (1952 - 1957). See Smith, Robert. The NATO International Staff/Secretariat, 1952-1957. London: Oxford University Press, 1967, p. 65

“What is a system? A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system. The aim must include plans for the future. The aim is a value judgment.”

W. Edwards Deming (1900–1993) American professor, author, and consultant

We are of course talking here about a man-made system.
The New Economics for Industry, Government, Education (1993)

“Management’s job. It is management’s job to direct the efforts of all components toward the aim of the system. The first step is clarification: everyone in the organization must understand the aim of the system, and how to direct his efforts toward it. Everyone must understand the damage and loss to the whole organization from a team that seeks to become a selfish, independent, profit centre.”

W. Edwards Deming (1900–1993) American professor, author, and consultant

The New Economics for Industry, Government, Education (1993)

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W. Ross Ashby 26

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