#systemsthinking

SuriCybe @SuriCybe@infosec.exchange · Aug 04, 2026

From the vast universe to the smallest particles, everything exists in connected layers. Galaxies form star systems. Stars create the elements that build planets. Planets support life. Cells form tissues, organs and human beings. At the smallest scale, atoms, quarks and other particles shape the matter around us. This visual is a reminder that we are not separate from the universe—we are part of the same structure. The more we explore, the more we understand how much remains undiscovered. #Universe #Science #Astronomy #Biology #QuantumPhysics #SystemsThinking #Learning

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Groundwork Daily @GroundworkDaily@mastodon.social · Jul 31, 2026

Civilizations are not held together by laws alone. They are held together by millions of people who choose to do the right thing when no law requires it. Returning the cart. Keeping a promise. Telling the truth. Helping a neighbor. Laws establish the minimum. Character determines the maximum. The strength of a society lives in the space between the two. #Character #Community #SystemsThinking #BuildBetterEveryDay

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Open Security Conference @OSCo@infosec.exchange · Jul 27, 2026

Replying to @OSCo@infosec.exchange

His tags: #infosec, #agile, #systemsthinking Thank you very much for your work as a volunteer and your support in organizing the Open Security conference

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GermanZero Hamburg @GermanZeroHH@climatejustice.global · Jul 26, 2026

#Booktip Jeremy Lent: Ecocivilization "Lent’s goal is to synthesize dozens of proven and promising genres of existing projects and real-world activism. Some of these are daring and paradigm-breaking. Others operate well within the dominant market/state system but offer credible possibilities for post-capitalist transitions." – David Bollier, host of the podcast 𝘍𝘳𝘰𝘯𝘵𝘪𝘦𝘳𝘴 𝘰𝘧 𝘊𝘰𝘮𝘮𝘰𝘯𝘪𝘯𝘨 https://www.bollier.org/blog/jeremy-lents-ecocivilization-bold-vision-system-change #EcoCiv #EcoCivilization #SystemsThinking #SystemsTheory #EarthSystem #paradigmshift #DonellaMeadows #ThinkingInSystems #ClimateTippingPoints #SocialTIppingPoints #Commons #WellbeingEconomy #DoughnutEconomy #CircularEconomy #CommonWealth #WealthTax #TaxTheRich #WealthCap #AgroEcology #RegenerativeAgriculture #urbanism #CircularCity #Ciclovia #RightsOfNature #islandsofcoherence #phasetransition #theoryofchange #ThreeHorizons #anthropocene #symbiocene #Readingtip #BookRecommendation #Lesetipp #Buchtipp #Lent #JeremyLent

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Making a Better World @ericlawton.org@ericlawton.org · Jul 20, 2026

Social Systems Thinking Systems Systems are collections of parts whose relationships change relatively slowly, so they can be recognised as a whole. The behaviour of the whole is more than just the sum of the behaviours of the individual parts. Systems Thinking Systems Thinking is a collection of tools that allow us to understand what systems do, how they do it, and how to change them. It allows us to make some predictions of how systems will behave in the future. It is partly an additional set of tools which augment the ways in which we think about simpler problems and partly a method which selects the right tool for the job and acknowledges that the simpler tools may give a wrong, but potentially persuasive answer. Social Systems Social systems are systems whose main parts are human beings[1], but may be made up of smaller social systems and infrastructure. For example, a country such as Canada is made up of a population of about 40 million people, has a federal government and Provinces, has transportation systems, border control points, several education and health systems and more. The behaviour of social systems is more complex than that of inanimate systems for four reasons. Their principle parts—humans—are already very complex systems themselves. Many sources have claimed that the human brain is the most complex system in the universe (e.g. Patrick Kraus—The Most Complex System in the Universe)[2].Each human can play many different roles in different social systems which make up a bigger system and the way they play those roles differ widely between people in the same in ways that, for example, the a cog in a mechanical system does not do.We, the humans who are trying to understand the systems, are part of and shaped by the very systems we are trying to understand. And that shaping includes stories about how the systems workSocial systems change significantly while remaining recognisably the same system. We call this “history”.Social Systems Thinking Social Systems Thinking is a collection of tools that allow us to understand what social systems do, how they do it, and how to change them. Just as the simpler tools that are used to understand simple collections of things are not always adequate for systems, so the systems thinking tools for inanimate systems like clocks and heating systems are not always useful for understanding the more complex behaviours of social systems. InB4 There are many other species which form social systems, but for brevity on this site I don’t usually bother writing “human social systems”↩︎If each human brain is an example of the most complex system in the universe, isn’t global society—an interacting collection of eight billion of them—even more complex?↩︎ #Philosophy #socialSystems #socialSystemsThinking #systemsThinking

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Coach Sankhavaram ® @paninid@mastodon.world · Apr 20, 2024

Re-#introduction post: My name is Sam. My bros (and girls) call me Panini. My fam can pronounce Sampath correctly. My cultural origin story is…a lot. I’ve been around. I consider myself from #EastTennessee. I’ve been #ExtremelyOnline since AOL. I’m a #GirlDad, certified in #MexicoCity Spanish. Asi es, aprendí a cachetazos. I’m a #SystemsThinking product expert, consultant, and storyteller. I read, shit-post, and practice sensemaking, writing down what I’m thinking, play-by-play. 🖖🏼

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Eric Lawton @EricLawton@kolektiva.social · Jul 19, 2026

“Once is happenstance. Twice is coincidence. Three times is enemy action” ― Ian Fleming, Goldfinger Four times is a systemic issue — #SystemsThinking

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Leo Gaggl @leogaggl@social.coop · Jun 02, 2026

What can biology teach us about building better technology? By drawing parallels between microbial networks and the Reticulum protocol, I explore why the future of society looks less like a corporate pyramid and more like a mycelial web. https://sein.com.au/articles/network-as-mycelial-web/ #SystemsThinking #Biomimicry #Decentralisation #Reticulum #Mycelium

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Trond Hjorteland @trondhjort@hachyderm.io · May 21, 2026

Replying to @trondhjort@hachyderm.io

Organisational Dysfunction of the Day The collaboration that isn't Context: Two teams decide to work together. A shared initiative, a joint project, a problem neither can solve alone. There is enthusiasm on both sides, and a genuine excitement about what they might build together. Everyone has a picture in their head of what that looks like and what they want to get out of it, and everyone assumes the others have the same one. Who owns what, and what success looks like for each of them, is left open. Good intentions and regular syncs will be enough. For a while, they are. Then something goes wrong. Credit lands unevenly. Decisions get made by the louder team. One side feels their contribution has been absorbed rather than shared. Trust erodes quietly. The collaboration continues in name but not in spirit. OST explains: Two teams are two social systems, each with its own purpose, its own design principle, its own internal logic. The shared purpose is assumed rather than agreed upon. There are two clean ways to work across that boundary. A clear transactional relationship: a contract, explicit deliverables, arm's length. Or deliberately create a new, shared system with a common purpose both sides have actually agreed to, a structure for how the collaboration works and is coordinated, and a design principle governing the joint work. What tends to happen instead is neither. The teams proceed as if goodwill substitutes for structure. The result is laissez-faire more often than not. No clear location of responsibility, no purpose anyone has committed to, no shared system. DP1 (bureaucracy) fills the vacuum, as it always does: the team with more power, more visibility, or a stronger brand quietly starts setting the terms. The other finds itself inside someone else's system without ever agreeing to join it. The same dynamic plays out between companies, just with invoices adding a harder edge to the same underlying confusion. The collaboration was real. The shared system never was. #OpenSystemsTheory #SocioTechnical #OrgDesign #systemsThinking

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Trond Hjorteland @trondhjort@hachyderm.io · Jun 02, 2026

Replying to @trondhjort@hachyderm.io

Organisational Dysfunction of the Day Doing the wrong thing right Context: The organisation is focused on improvement. There are efficiency drives, process optimisations, restructuring programmes, and culture initiatives. Each quarter brings a new priority. The internal machinery is constantly being tuned. Meanwhile, the environment is changing. A new technology is reshaping customer expectations. A regulatory shift is coming. A competitor is doing something nobody has quite figured out yet. The people closest to these signals mention them in meetings, raise them in retrospectives, and flag them in Slack. The organisation processes them slowly, if at all. The improvement programmes continue. The internal machinery gets more refined. The gap between the organisation and its environment quietly widens. OST explains: Open systems theory makes a distinction that most management frameworks miss. The health of a system depends not only on its internal functioning but on the quality of its relationship with its environment. An organisation can be internally coherent, well-managed, and efficiently run while simultaneously drifting away from the environment it depends on. Emery and Trist's turbulent fields insight is relevant here: in a Type IV environment, the environment itself is in motion. An organisation that looks inward while the field moves becomes misaligned, not through any internal failure but simply through the passage of time. DP1 (bureaucracy) accelerates this, concentrating perception and decision-making at the top, seeing the environment through a narrow aperture. DP2 distributes that perceptual capacity across the whole system. Every group at the boundary imports a signal. All hands on deck. The organisation stays coupled to its environment not through a strategy process but through its structure. Peter Drucker distinguished between efficiency and effectiveness: there is nothing so useless as doing efficiently that which should not be done at all. Most improvement programmes are efficiency projects. OST asks the effectiveness question first. You cannot tune your way into relevance. The environment does not wait. #OpenSystemsTheory #SocioTechnical #OrgDesign #SystemsThinking

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HybridMind42 & Marvin the Cat @HybridMind42@mastodonapp.uk · Apr 27, 2026

Cicadas don’t fight predators. They avoid them. By emerging in prime-number cycles, they minimise overlap with predator populations. Persistence through timing, not resistance. “When the Boundary Is Time — Cicadas” https://open.substack.com/pub/hybridmind42/p/phase-2-when-the-boundary-is-time?utm_source=share&utm_medium=android&r=75c2ac #SystemsThinking #ComplexSystems #Biology #Ecology #Evolution #BoundaryDynamics #BFPF #HybridMind42 #Adaptation #PatternRecognition #Time

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HybridMind42 & Marvin the Cat @HybridMind42@mastodonapp.uk · Apr 26, 2026

Over the past series of posts, I’ve been exploring how systems fail—and how some persist. Across engineering, biology, and digital systems, the same structural patterns keep appearing. This post brings them together. It’s a simple index of ten case studies, each showing a different way a system can fail, adapt, or disappear. No new theory here—just the map. “The Boundary Failure Series — A Master Index of Systemic Persistence” https://substack.com/@hybridmind42/note/c-249620403?r=75c2ac #SystemsThinking #ComplexSystems #BoundaryDynamics #BFPF #HybridMind42 #FailureAnalysis #Resilience #Engineering #Biology #Physics #StructuralAnalysis #Adaptation

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Анна @hannaB@social.vir.group · Apr 22, 2026

Reading "How Buildings Learn" by Stewart Brand broke my fixation on architectural permanence. The real value is in layers that change at different speeds, a truth that applies to institutions, software, and even relationships. #LongNow #SystemsThinking

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HybridMind42 & Marvin the Cat @HybridMind42@mastodonapp.uk · Apr 22, 2026

🐦 Silphium didn’t collapse. It didn’t break. It couldn’t adapt. When a system has no path beyond its boundary, persistence ends. Final post in the Boundary Failure Series: “When the Boundary Becomes the Cage — Silphium” https://open.substack.com/pub/hybridmind42/p/when-the-boundary-becomes-the-cage?utm_source=share&utm_medium=android&r=75c2ac #SystemsThinking #ComplexSystems #Extinction #Ecology #HybridMind42

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Анна @hannaB@social.vir.group · Apr 22, 2026

The hidden maintenance cost is the emotional tax on the people who do it. We budget for parts and labor, but never for the steady drain of being the one who cares enough to fix things. #InvisibleLabor #SystemsThinking

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HybridMind42 & Marvin the Cat @HybridMind42@mastodonapp.uk · Apr 22, 2026

🐦 After seven failure modes, something different. Mycelium doesn’t rely on a single boundary. It adapts, reroutes, and persists. Not resistance—reconfiguration. New in the Boundary Failure Series: “When the Boundary Adapts — Mycelium” #SystemsThinking #ComplexSystems #Mycelium #Resilience #HybridMind42 https://substack.com/@hybridmind42/note/c-247295550?r=75c2ac

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HybridMind42 & Marvin the Cat @HybridMind42@mastodonapp.uk · Apr 18, 2026

If Paper 2 asks how systems handle time, Paper 3 will ask how systems handle signals. From pensions to physiology, we explore what happens when inputs and outcomes drift out of alignment. Same question, different domain. #HybridMind42 #SystemsThinking #PublicHealth https://substack.com/@hybridmind42/note/p-194599079?r=75c2ac

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HybridMind42 & Marvin the Cat @HybridMind42@mastodonapp.uk · Jan 30, 2026

System Failures at Boundaries Across institutions, engineering, biology, and physics, failure is often blamed on weak signals or insufficient effort. This piece looks instead at the structural conditions that make correction possible — or impossible. Escalation often fails not because people don’t try hard enough, but because systems no longer admit the kind of change being attempted. https://open.substack.com/pub/hybridmind42/p/system-failures-at-boundaries?utm_source=share&utm_medium=android&r=75c2ac #HybridMind42 #SystemsThinking #ComplexSystems #Boundaries #FailureModes

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