The Ring. Observation and Design

Abstract

The previous chapter completed the presentation of the logical structure of control systems by introducing two important generalizations: (1) multi-lever control systems and the concept of control strategy; (2) multi-objective control systems and the concept of control policy. The chapter also mentioned the concepts of cost–benefit analysis and scale of priorities as basic elements in determining control strategies and policies. In this chapter, which generalizes the considerations presented in the preceding ones, I shall outline the guidelines for recognizing, observing, or designing control systems and the problems that arise regarding their logical realization. I shall introduce the fundamental distinction between symptomatic and structural control. A symptomatic control is short-term and tends to eliminate the error by acting only on the error itself through symptomatic levers. A structural control acts on the effective causal structure between X and Y; it is long term and tries to permanently eliminate the error by acting on Y. I shall then examine the concepts of the efficiency and effectiveness of control systems and the various techniques for increasing the effectiveness of control through the use of internal and external interventions to strengthen the system. A review of the various possible risks of failure of the control process due to structural causes will then be presented, with particular reference to failure caused by the use of the wrong levers. Two fundamental archetypes, “Fixes that fail” and “Shifting the Burden,” will clarify how these risks manifest themselves in a widespread and recurring manner. The last part of the chapter considers the human aspects of control, which involves several ontological aspects of control: discouragement, insatiability, persistence, and underestimation. The chapter concludes by presenting the logic behind the decision-making process or behind the replacement of the present states for desired future ones; the decision-making process can, in all respects, be viewed as a unique control process.