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When a system is in turbulence, the turbulence is not just out there in the environment, but is a part of the organization or organism that you are looking at.

Kevin Kelly

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Kevin Kelly
Age: 72
Born: 1952
Born: April 28
Contributing Editor
Editor
Journalist
Photographer
Writer
Pennsylvania
United States
Kevin kelly
Part
Turbulence
Organism
Organisms
Environmental
Organization
Environment
System
Looking

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Extrapolated, technology wants what life wants: Increasing efficiency Increasing opportunity Increasing emergence Increasing complexity Increasing diversity Increasing specialization Increasing ubiquity Increasing freedom Increasing mutualism Increasing beauty Increasing sentience Increasing structure Increasing evolvability
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The organization and the environment are in concert.
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Technology is all the accumulated usefulness that our minds invent.
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The way to build a complex system that works is to build it from very simple systems that work.
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Why fear feedback? Why stigmatize failure in the workplace when it's bringing you closer to achieving your organizational goals.
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The only organization capable of unprejudiced growth, or unguided learning, is a network. All othertopologies limit what can happen
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Humans are the reproductive organs of technology. We multiply manufactured artifacts and spread ideas and memes.
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Technology is anything that was invented after you were born.
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What technology is really about is better ways to evolve. That is what we call an 'infinite game.' ... A finite game is played to win, and an infinite game is played to keep playing.
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In the context of your dreams,knowledge will always gives you enough reasons not to act. Act regardless and execute xceptionally
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But in a turbulent environment the change is so widespread that it just routes around any kind of central authority. So it is best to manage the bottom-up change rather than try to institute it from the top down.
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The current understanding was that it was impossible to predict how something would evolve because it was a very turbulent environment full of things interacting with each other.
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Each system is trying to anticipate change in the environment.
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Willingness to learn is important, but willingness to act on what you learn is critical.
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Any believable prediction will be wrong. Any correct prediction will be unbelievable.
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The most interesting thing about change in the environment is that for the most part the environment isn't changing.
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Since a relationship involves two members investing in it, its value increases twice as fast as one's investment.
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Changing things from the top down works when things are stable.
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In a broad systems sense, an organism's environment is indistinguishable from the organism itself.
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We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks.
Kevin Kelly