Introduction to Economic Cybernetics introduces the reader to economic cybernetics, that is, the application of the principles of the theory of automatic control to the problems of managing the economic processes, and particularly the processes in a socialist economy. Topics covered include the general principles of regulation and control; cybernetic schemata of the theory of reproduction; the theory of stability of regulation systems; and a generalization of the theory of regulation. This book is comprised of five chapters and begins with an overview of economic cybernetics, followed by a discussion on the process of automatic regulation and how it functions, with particular reference to the basic formula of the theory of regulation and cybernetic interpretation of operations on operators. The following chapters focus on cybernetic schemata of the theory of reproduction; the dynamics of regulation processes; and the practical problems in regulation. The final chapter describes a general theory of regulation formalized as a linear differential-difference ""equation of response"", and gives the solution to this equation for both the homogeneous and non-homogeneous versions. This monograph will be a useful resource for practitioners of economics, physics, and mechanics.

A historical study of Chile's twin experiments with cybernetics and socialism, and what they tell us about the relationship of technology and politics. In Cybernetic Revolutionaries, Eden Medina tells the history of two intersecting utopian visions, one political and one technological. The first was Chile's experiment with peaceful socialist change under Salvador Allende; the second was the simultaneous attempt to build a computer system that would manage Chile's economy. Neither vision was fully realized—Allende's government ended with a violent military coup; the system, known as Project Cybersyn, was never completely implemented—but they hold lessons for today about the relationship between technology and politics. Drawing on extensive archival material and interviews, Medina examines the cybernetic system envisioned by the Chilean government—which was to feature holistic system design, decentralized management, human-computer interaction, a national telex network, near real-time control of the growing industrial sector, and modeling the behavior of dynamic systems. She also describes, and documents with photographs, the network's Star Trek-like operations room, which featured swivel chairs with armrest control panels, a wall of screens displaying data, and flashing red lights to indicate economic emergencies. Studying project Cybersyn today helps us understand not only the technological ambitions of a government in the midst of political change but also the limitations of the Chilean revolution. This history further shows how human attempts to combine the political and the technological with the goal of creating a more just society can open new technological, intellectual, and political possibilities. Technologies, Medina writes, are historical texts; when we read them we are reading history.

Annotation Between 1946 and 1953, the Josiah Macy, Jr. Foundation sponsored a series of conferences aiming to bring together a diverse, interdisciplinary community of scholars and researchers who would join forces to lay the groundwork for the new science of cybernetics. These conferences, known as the Macy conferences, constituted a landmark for the field. This book contains the complete transcripts of all ten Macy conferences and the guidelines for the conference proceedings.

Managing the Complex is an ambitious title - and it would be an audacious one if we were not to begin with a frank admission: to date few to none of us have a skill set which includes managing the complex. We try various things, we write about others, and we wonder about still others. When a tool, perspective, or technique comes along which seems to evoke success, we emulate it probe it and recoil at the all too often admission that it was situation and context which afforded success its opportunity, and not some quality intrinsic to the tool perspective or technique. Indeed, if the study of complexity has done anything for managers, and for those who espouse managerial theory, it is in providing a ‘scientific foundation’ for the notion that context matters. Those who preach abstract ideas have then to reconcile themselves to the notion that situation and embodiment matters. Those who believe in strong causality and determinism are left to wrestle with the role of chance, uncertainty, and chaos. Those who prefer to argue that men move history are confronted with the role of environment and affordances, while those who argue the reverse are left to contend with charisma, irrationality of crowds, and the strange qualities we know as emotions. A series on complex systems has less ambitious goals to contend with than this. Such a series can deal with classifications, and categories, and speak of ‘noise’ as if it were not the central focus of the problem. Managing the complex is about managing ‘noise’ or perhaps we should say it is about ‘dealing with’ ‘accepting’ ‘making room for’ and ‘learning from’ ‘noise’. The articles in this volume and in volumes to come will each be considered as ‘noise’ by some and as ‘gems’ by others, but we hope that practicing managers and academics alike will find plenty of fuel to drive their personal explorations into understanding, and perhaps even managing, the complex.

The recent crisis in the financial markets has exposed serious flaws in management methods. The failure to anticipate and deal with the consequences of the unfolding collapse has starkly illustrated what many leaders and managers in business have known for years; in most organizations, the process of forecasting is badly broken. For that reason, forecasting business performance tops the list of concerns for CFO's across the globe. It is time to rethink the way businesses organize and run forecasting processes and how they use the insights that they provide to navigate through these turbulent times. This book synthesizes and structures findings from a range of disciplines and over 60 years of the authors combined practical experience. This is presented in the form of a set of simple strategies that any organization can use to master the process of forecasting. The key message of this book is that while no mortal can predict the future, you can take the steps to be ready for it. ’Good enough’ forecasts, wise preparation and the capability to take timely action, will help your organization to create its own future. Written in an engaging and thought provoking style, Future Ready leads the reader to answers to questions such as: What makes a good forecast? What period should a forecast cover? How frequently should it be updated? What information should it contain? What is the best way to produce a forecast? How can you avoid gaming and other forms of data manipulation? How should a forecast be used? How do you ensure that your forecast is reliable? How accurate does it need to be? How should you deal with risk and uncertainty What is the best way to organize a forecast process? Do you need multiple forecasts? What changes should be made to other performance management processes to facilitate good forecasting? Future Ready is an invaluable guide for practicing managers and a source of insight and inspiration to leaders looking for better ways of doing things and to students of the science and craft of management. Praise for Future Ready "Will make a difference to the way you think about forecasting going forward" —Howard Green, Group Controller Unilever PLC "Great analogies and stories are combined with rock solid theory in a language that even the most reading-averse manager will love from page one" —Bjarte Bogsnes, Vice President Performance Management Development at StatoilHydro "A timely addition to the growing research on management planning and performance measurement." —Dr. Charles T. Horngren, Edmund G. Littlefield Professor of Accounting Emeritus Stanford University and author of many standard texts including Cost Accounting: A Managerial Emphasis, Introduction to Management Accounting, and Financial Accounting "In the area of Forecasting, it is the best book in the market." —Fritz Roemer. Leader of Enterprise Performance Executive Advisory Program, the Hackett Group

Design Cybernetics: Navigating the New Design cybernetics offers a way of looking at ourselves – curious, creative, and ethical humans – as self-organising systems that negotiate their own goals in open-ended explorations of the previously unknown. It is a theory of and for epistemic practices (learning, designing, researching) that is deeply committed to the autonomy of others and hence offers no prescriptive methodology. Design cybernetics describes design practice as inextricable from conversation – a way of enquiring, developing shared understanding and reaching the new that harnesses reliable control as well as error and serendipity. Recognising circular causality, observer-dependency and non-determinability, design cybernetics extends beyond tenets of scientific research into the creative, ethical and aesthetic domain. From this perspective, design is not an ill-conceived subset of scientific research. Instead, scientific research emerges as a particularly restricted subset of the broader human activity of design. This volume offers a cross-section of design cybernetic theory and practice with contributions ranging across architecture, interior lighting studies, product design, embedded systems, design pedagogy, design theory, social transformation design, research epistemology, art and poetics, as well as theatre and acting. Addressing designers, design educators and researchers interested in a rigorous, practice-based epistemology, it establishes design cybernetics as a foundational perspective of design research. “This is a conceptually elegant, well structured, and comprehensive presentation of design cybernetics. It fills a gap in the literature of the field.” Ken Friedman, Chair Professor, Tongji University “This book offers a valuable and timely introduction to second-order cybernetics as society grapples with complex issues like climate change and rising inequality.” Joichi Ito, Director of the MIT Media Lab

Bernard Scott’s book explains the relevance of cybernetics for the social sciences. He provides a non-technical account of the history of cybernetics and its core concepts, with examples of applications of cybernetics in psychology, sociology, and anthropology.