The Cybernetic Model of the Organisation: An Assessment

Abstract

Cybernetics offers an extremely sophisticated account of the nature of organisations. In spite of its strengths, the cybernetic model is not widely known or used in organisation and management theory. One reason might be that perceived weaknesses in the model are seen to outweigh the strengths. In this paper criticisms of the model are examined against two distinct versions of the cybernetic account of organisations - here distinguished as ‘management cybernetics’ and ‘organisational cybernetics’. It is argued that while the criticisms hold against management cybernetics, they cannot be sustained against organisational cybernetics. Those who dismiss the cybernetic model because of problems with management cybernetics should take a fresh look at organisational cybernetics. It is an approach rich in insight and with much potential for future development.