Systems Thinking: On Belief (Quotes)

"SYSTEM (to place together) - is a full and connected view of all the truths of some department of knowledge. An organized body of truth, or truths arranged under one and the same idea, which idea is as the life or soul which assimilates all those truths. No truth is altogether isolated. Every truth has relation to some other. And we should try to unite the facts of our knowledge so as to see them in their several bearings. This we do when we frame them into a system. To do so legitimately we must begin by analysis and end with synthesis. But system applies not only to our knowledge, but to the objects of our knowledge. Thus we speak of the planetary system, the muscular system, the nervous system. We believe that the order to which we would reduce our ideas has a foundation in the nature of things. And it is this belief that encourages us to reduce our knowledge of things into systematic order. The doing so is attended with many advantages. At the same time a spirit of systematizing may be carried too far. It is only in so far as it is in accordance with the order of nature that it can be useful or sound. (William Fleming, "Vocabulary of philosophy, mental, moral, and metaphysical; with quotations and references; for the use of students", 1857)

"Up until now most economists have concerned themselves with linear systems, not because of any belief that the facts were so simple, but rather because of the mathematical difficulties involved in nonlinear systems [... Linear systems are] mathematically simple, and exact solutions are known. But a high price is paid for this simplicity in terms of special assumptions which must be made." (Paul A Samuelson, "Foundations of Economic Analysis", 1966)

"Most of our beliefs about complex organizations follow from one or the other of two distinct strategies. The closed-system strategy seeks certainty by incorporating only those variables positively associated with goal achievement and subjecting them to a monolithic control network. The open-system strategy shifts attention from goal achievement to survival and incorporates uncertainty by recognizing organizational interdependence with environment. A newer tradition enables us to conceive of the organization as an open system, indeterminate and faced with uncertainty, but subject to criteria of rationality and hence needing certainty." (James D Thompson, "Organizations in Action", 1967)

"In the province of the mind, what one believes to be true is true or becomes true, within certain limits to be found experientially and experimentally. These limits are further beliefs to be transcended. In the mind, there are no limit. […] In the province of connected minds, what the network believes to be true, either is true or becomes true within certain limits to be found experientially and experimentally. These limits are further beliefs to be transcended. In the network's mind there are no limits."(John C Lilly, "The Human Biocomputer", 1974)

"The connection between cause and effect takes place in time. This temporary relation may be defined in various ways. Some people believe that cause always precedes effect, that there is a certain interval between the time when the cause begins to act (for example, the interaction of two systems) and the time the effect appears. For a certain time cause and effect coexist, then the cause dies out and the consequence ultimately becomes the cause of something else. And so on to infinity." (Alexander Spirkin, "Dialectical Materialism", 1983)

"Dangers lurk in all systems. Systems incorporate the unexamined beliefs of their creators. Adopt a system, accept its beliefs, and you help strengthen the resistance to change." (Frank Herbert, "God Emperor of Dune", 1984)

"Beliefs are those ideas we take as true and use to guide our actions. We all have beliefs about what sort of people we are and what we are capable of. These beliefs act as permissions for or limitations on what we do. When we believe something is possible, we will try it; if we believe it impossible, we will not." (Joseph O’Connor, "Leading With NLP: Essential Leadership Skills for Influencing and Managing People", 1998)

"Of course, the information systems governing the feedback we receive can change as we learn. They are part of the feedback structure of our systems. Through our mental models we define constructs such as GDP or scientific research, create metrics for these ideas, and design information systems to evaluate and report them. These then condition the perceptions we form. Changes in our mental models are constrained by what we previously chose to define, measure, and attend to. Seeing is believing and believing is seeing. They feed back on one another." (John D Sterman, "Business Dynamics: Systems thinking and modeling for a complex world", 2000)

"Agent subroutines may pass information back and forth, but subroutines are not changed as a result of the interaction, as people are. In real social interaction, information is exchanged, but also something else, perhaps more important: individuals exchange rules, tips, beliefs about how to process the information. Thus a social interaction typically results in a change in the thinking processes - not just the contents - of the participants." (James F Kennedy et al, "Swarm Intelligence", 2001)

"There are endless examples of elaborate structures and apparently complex processes being generated through simple repetitive rules, all of which can be easily simulated on a computer. It is therefore tempting to believe that, because many complex patterns can be generated out of a simple algorithmic rule, all complexity is created in this way." (F David Peat, "From Certainty to Uncertainty", 2002)

"Gaining awareness about how the system is built up and how it works can also help us to avoid solutions that only treat the symptoms of an underlying problem without curing the problem itself. System thinking is powerful because it helps us to see our own mental models and how these models color our perception of the world. In many cases, it is difficult for us to alter our mental models. There are always some beliefs or viewpoints that we are not willing to change, no matter what evidence is presented against it. This causes a certain resistance to new concepts. Problems can occur, however, when a rigid mental model stands in the way of a solution that might solve a problem. In such situations, adherence to mental models can be dangerous to the health of the organization. (Akhilesh Bajaj & Stanisław Wrycza, "Systems Analysis and Design for Advanced Modeling Methods: Best Practices", 2009)

"A belief model is clung to not because it is 'correct'  - there is no way to know this - but rather because it has worked in the past and must cumulate a record of failure before it is worth discarding. In general, there may be a constant slow turnover of hypotheses acted upon. One could speak of this as a system of temporarily fulfilled expectations - beliefs or models or hypotheses that are temporarily fulfilled (though not perfectly), which give way to different beliefs or hypotheses when they cease to be fulfilled." (W Brian Arthur, "Complexity and the Economy", 2015) 

"In the classical deterministic scenario, a model consists of a few variables and physical constants. The relational structure of the model is conceptualized by the scientist via intuition gained from thinking about the physical world. Intuition means that the scientist has some mental construct regarding the interactions beyond positing a skeletal mathematical system he believes is sufficiently rich to capture the interactions and then depending upon data to infer the relational structure and estimate a large number of parameters." (Edward R Dougherty, "The Evolution of Scientific Knowledge: From certainty to uncertainty", 2016)