American - Editor | August 14, 1952 -
We are infected by our own misunderstanding of how our own minds work.
Kevin Kelly
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And they discovered something very interesting: when it comes to walking, most of the ant's thinking and decision-making is not in its brain at all. It's distributed. It's in its legs.
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One of the functions of an organization, of any organism, is to anticipate the future, so that those relationships can persist over time.
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But when you are embodied in a location, in a physical plant, in a set of people, and in a common history, that constrains your evolution and your ability to evolve in certain directions.
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An organization's reason for being, like that of any organism, is to help the parts that are in relationship to each other, to be able to deal with change in the environment.
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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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Managers tend to treat organizations as if they are infinitely plastic. They hire and fire, merge, downsize, terminate programs, add capacities. But there are limits to the shifts that organizations can absorb.
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The great advance of personal computers was not the computing power per se but the fact that it brought it right to your face, that you had control over it, that were confronted with it and could steer it.
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It's more along the lines of raising a child: we train the system to a certain range of behaviors that we find most useful. But then we let it go, because we don't want to have to be babysitting it the whole time.
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Everything that we are making, we are making more and more complex.
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An organization is a set of relationships that are persistent over time.
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Each system is trying to anticipate change in the environment.
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