Abstract
This chapter focuses on the two other system functions of the operational metasystem: system 3 and 3*. It introduces us first to the tasks of system 3 and its channels to the systems 1 that form one of the most important backbones of every organization. Here, we also learn about the special interrelationship between system 3 and 2, which represents a vital support to system 3. This chapter will also describe the reasons why a system 3* is needed and how system 3* complements, and at the same time counterbalances system 2 and 3. Installing and cultivating a viable system 3* is, however, an intricate and delicate task. As system 2, system 3* finds itself in a paradoxical role similar to system 2 and faces the dilemma of not knowing what it should know. This chapter explores system 3*’s competencies that are necessary for its functioning and organizational mission.
The lowest common denominator of the universe is both low and common.
(R.A. Lafferty, Science Fiction Autor)
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Notes
- 1.
All figures in this chapter related to the VSM are or contain if not stated otherwise adapted detail views from Beer (1995b: 136, Fig. 37). For the corresponding permission details, see the reference section at the end of this chapter.
- 2.
In some cases, two channels are shown to represent the downward and upward flow of information.
- 3.
This also applies to the inter-recursive channels from systems 4 and 5 to the systems 1.
- 4.
Naturally, responsibility is also required in other places within the organization, but its most significant role relates to the use of an organization’s resources.
- 5.
That system 3* is a separate function has become clear to Stafford Beer relatively late. For instance, in the books Brain of a Firm (1995a) and The Heart of Enterprise (1995c) system 3* is missing. Even Espejo and Reyes (2011: 103), Fig. 6.3) show the auditing function as a channel and not so much as a distinct system function.
- 6.
For this insight, I am very grateful to Roger Harden, who made me aware of it during the Metaphorum Conference 2016 in Leeds, UK.
References
Barnard, C. I. (1968). The functions of the executive. Cambridge: Harvard University Press.
Beer, S. (1995a). Brain of the firm (2nd ed.). Chichester, England, New York: Wiley.
Beer, S. (1995b). Diagnosing the system for organizations. Chichester [West Sussex], New York: Wiley. (Figures 7, 35, 36 and 37 republished with permission of John Wiley and Sons Inc. and the permission conveyed through the Copyright Clearance Center, Inc.).
Beer, S. (1995c). The heart of enterprise. Chichester [England], New York: Wiley. (Figures 21 and 51 republished with permission of John Wiley and Sons Inc. and the permission conveyed through the Copyright Clearance Center, Inc.).
Espejo, R., & Reyes, A. (2011). Organizational systems: Managing complexity with the viable system model. Heidelberg, New York: Springer.
Lynn, J., & Jay, A. (1989). The complete yes prime minister: The diaries of the right Hon. James Hacker. London: BBC Books.
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Lassl, W. (2019). “Controlling and Optimizing”—The Operational Metasystem (Part 2). In: The Viability of Organizations Vol. 1. Springer, Cham. https://doi.org/10.1007/978-3-030-12014-6_5
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