“Creating Orientation and Direction”—The Strategic Metasystem (Part 2)

Abstract

This chapter continues the description of system 4 but focuses on its internal processes such as creating focus, balancing out with system 3, and creating one of the catalysts for the organization’s identity formation process. Here, we will encounter the problem that although innovations are welcome by an organization in principle, at the same time, they can significantly challenge its self-understanding and are thus often resented. Although being a vital function for the strategic adaptation process of an organization, system 4 nevertheless faces three major organizational challenges. This chapter will describe how system 4 can counteract to these challenges and why the design of a robust balancing mechanism between systems 3 and 4 is of paramount importance to the vitality and viability of an organization. Stafford Beer envisaged for this equilibrium the concept of an “operations room”; what this concept entails will be outlined at the end of chapter.