The Viable System Model – Part 4

Too close a view may interfere with one’s grasp of an overall problem or concept.

Stafford Beer

System 4 – Forward Planning, The External Eye

With Systems 2 and 3, the organization will have stabilized and optimized operations (System 1). However, the environment is changing constantly, and each wave of change brings a multitude of uncertainties and impacts the stability of operations. One operation that was previously stable and optimum will no longer be so.

The outside world for the whole system is much larger than the sum of all those smaller environments directly connected to (and perceived by) individual operations.

Moreover, there are myriads of interactions in the world, all impacting and changing any individual environment. One invention in a remote place, somewhere, might create a considerable change in the environment we are dealing with now.

The Viable System requires System 4 to look into the outside world to identify threats and opportunities to recognize changes and future possibilities.

While Systems 2 and 3 work together to stabilize (System 2) and optimize (System 3) operations, System 4 will bring forward planning and outside information. It also receives continuous feedback from System 3 to more effectively plan for the future.

In a human body, System 4 will receive outside information and plan to walk through a jungle towards a defined destination. In contrast, System 3 receives constant feedback, so it knows that, for example, there is a minor injury in one leg and, therefore the speed of movement cannot be increased. Considering these, System 4 will realize they cannot reach their destination before dark, hence the need to search for a rest place.

Receiving this new plan, System 3 will optimize the body organs for a more efficient pace while asking the eye to search for a proper spot for rest, adding an emergent task to this operating unit.

Coordination between System 2 and System 3 ensures that the eye will search for a resting place while helping the body walk through rocks, puddles, and trees (managing conflicting goals).

System 5 – Policy, Identity

If the human body was organized in a centralized manner, all organs would wait for an order from the central command on what, when, and how to perform their tasks. Based on our previous discussions about the concept of variety and the law of Requisite Variety, we know that it is impossible for the central command to handle all possible varieties in its processes (organs), let alone the vast environment in which the human body lives. The brain should remember to order the lungs to breathe while directing the heart to pump blood and actively leading white blood cells to control a foreign intruder.

On the other hand, if the human body was completely decentralized to allow its organs to have the most autonomy to handle their immediate variety, a multitude of internal conflicts could lead the whole system to destruction.

One organ, sensing thirst, might force the body to search for water, while the other organ pushes the body to save itself from an immediate danger. In the midst of all this, another organ might want to sleep! While running forward, eyes may decide to keep looking at the sky, and hands may come to the conclusion that they need to grab the nearest tree branch and never let go!

The human body is fine-tuned in a way that there is almost no argument between future needs and current tasks. Myriads of tasks are executed simultaneously while the human body is well aware of its surroundings, threats, and opportunities and plans accordingly.

It is apparent that the balance between Future and Now (System 4 and System 3) is critical for system viability. This function, in the Viable System Model, is called System 5.

System 5 monitors the balance between System 3 and System 4 and ensures the system’s long-term viability (identity) is preserved. It ensures all other activities and decisions are aligned with the system’s overall direction, values, and purpose.

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