“Positive feedbacks, when unchecked, can produce runaways until the deviation from equilibrium is so large that other effects can be abruptly triggered and lead to ruptures and crashes.”

— Didier Sornette

Source: Why Stock Markets Crash - Critical Events in Complex Systems (2003), Chapter 4, Positive Feedbacks, p. 82.

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Didier Sornette 27

French scientist 1957

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“In many parts of the economy, stabilizing forces appear not to operate. Instead, positive feedback magniﬁes the effects of small economic shifts; the economic models that describe such effects differ vastly from the conventional ones. Diminishing returns imply a single equilibrium point for the economy, but positive feedback – increasing returns – makes for many possible equilibrium points. There is no guarantee that the particular economic outcome selected from among the many alternatives will be the “best” one.”

W. Brian Arthur (1946) American economist

Source: Increasing Returns and Path Dependence in the Economy, (1994), p. 1: Chapter 1. Positive feedback in economics

“State propaganda, when supported by the educated classes and when no deviation is permitted from it, can have a big effect. It was a lesson learned by Hitler and many others, and it has been pursued to this day.”

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“In general, growth is an intrinsic source of change with potentially unintended effects and some subunits are better positioned than others to protect themselves against such effects. Oligarchical tendencies are present in almost all membership-based organizations, such as unions and voluntary associations, and if unchecked, can lead to transformations. Organizations with diffuse goals or innovative leadership are sometimes able to survive the crisis of complementing their original mission by moving onto other goals.”

Howard E. Aldrich (1943) American sociologist

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“We cannot prevent equilibrium from producing its effects. We may brave human laws, but we cannot resist natural ones.”

Jules Verne book Twenty Thousand Leagues Under the Sea

On ne saurait empêcher l'équilibre de produire ses effets. On peut braver les lois humaines, mais non résister aux lois naturelles.
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“The possibility for compassionate concern for others, which is present in all humans, is usually mixed with the sense of ego and so becomes confused with the need to satisfy one's own cravings for recognition and self-evaluation. The spontaneous compassion that arises when one is not caught in the habitual patterns - when one is not perfoming volitional actions out of karmic cause and effect - is not done with a sense of need for feedback from its recipient. It is the anxiety about feedback - the response of the other - that causes us tension and inhibition in our action. When action is done withouth the business-deal mentality, there can be relaxation. This is called supreme (or transcendental) generosity.”

Francisco Varela (1946–2001) Chilean biologist

Source: The Embodied Mind (1991), p. 249

“A potential danger of being a leader is that we can begin to think that we have all of the answers. After all, we have achieved an important position, we think, and we’re above taking advice and doing those so-called little jobs. I have seen too many leaders develop a large ego. Well, large egos frequently lead to arrogance, and when people become arrogant, their judgment can be impaired. Impaired judgment usually leads to failure.”

Don Soderquist (1934–2016)

Don Soderquist “ Live Learn Lead to Make a Difference https://books.google.com/books?id=s0q7mZf9oDkC&lpg=pg=PP1&dq=Don%20Soderquist&pg=PP1#v=onepage&q&f=false, Thomas Nelson, April 2006 p. 66.
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“How do I produce the effects which I obtain from the piano? … In answer I would say I produce them by listening, criticizing, judging—working over the point, until I get it as I want it. Then I can reproduce it at will, if I want to make just the same effect; but sometimes I want to change and try another.”

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“The three basic mechanisms of averaging, feedback and division of labor give us a first idea of a how a CMM [Collective Mental Map] can be developed in the most efficient way, that is, how a given number of individuals can achieve a maximum of collective problem-solving competence. A collective mental map is developed basically by superposing a number of individual mental maps. There must be sufficient diversity among these individual maps to cover an as large as possible domain, yet sufficient redundancy so that the overlap between maps is large enough to make the resulting graph fully connected, and so that each preference in the map is the superposition of a number of individual preferences that is large enough to cancel out individual fluctuations. The best way to quickly expand and improve the map and fill in gaps is to use a positive feedback that encourages individuals to use high preference paths discovered by others, yet is not so strong that it discourages the exploration of new paths.”

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Was klein ist im Beginn wird oft am Ende überaus groß sein. Und so geschieht es, das wer im Anfange auch nur um ein Weniges von der Wahrheit abweicht, im Verlauf immer weiter und weiter und zu tausendmal größern Irrthümer fortgeführt wird.
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“Ignorance and apathy will eventually lead to the annihilation of humanity if left unchecked.”

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“Positive feedbacks, when unchecked, can produce runaways until the deviation from equilibrium is so large that other effects can be abruptly triggered and lead to ruptures and crashes.”

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Didier Sornette 27

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