Global Veiled Interdependencies
Julie Draksler
Global Veiled Interdependence: Draft Four 2
Global Veiled Interdependence
Prepared by Julie Draksler
BA422W – Strategic Management
Dr. Raed Elaydi
May 6, 2008
Table of Contents
2Table of Contents
3Introduction
4Global Veiled Interdependence: Constructing the Framework
5Global Veiled Interdependence Defined
5Summary
8Past Economic Evolution
10Variation as a Key to Innovation
12What is Chaos Theory?
12Biology and Chaos Theory
13Weather, Chaos Theory & the Butterfly Effect
15Sociology and Chaos Theory
15Complex Systems
18Order and Intelligence
22Thesis Statement
23Model – Fractal for Sustainable Growth
23Explaining the Premise of Chaos Theory Applied to Global
Interdependence
24Perpetuating the Veil
25Awareness of the Veil
26Conclusion
28References
Introduction
In the skimpy grey-green underbrush of a mountainous village in
a land called Timbo, a Muslim child-prince jabbed at his lessons of
philosophy and calculus. His eyes roamed over his father’s lands,
Warrior King of a cattle-herding people known as the Fulbe. This
child prince grew to manhood in this village, trading his astronomy
lessons for war gear, as his father fought an outgunned jihad with
a neighboring Jalunke tribe, somehow succeeding in establishing
Muslim supremacy there (Alford, 1977).
Prince Abdul Rahman Ibrahima Sori, this favored son of the King
of Timbo, near present day Mali, continued to conquer surrounding
lands as his tribe managed to create a powerful trade community
with merchants travelling from as far as Morocco and Egypt. Until
the January day in 1788 when he was captured in defeat, in West
Africa, away from his home, “The land of living water, of fruit
trees, of faith, and of liberty” (Alford, 1977).
As many captured prisoners in Africa, this prince was sold into
slavery. He was acquired by a Mississippi farmer, falling from a
life of privilege, enslaved in a faraway land, to become one of the
first American Muslims. He attempted to run away several times but
found nowhere to go, so he returned back to his slave quarters, on
a small farm in humid Natchez, Mississippi. Enduring the hardships
and indignities, he married another slave and had many children.
His master and owner, Thomas Foster, availed himself of the several
languages, accounting, and philosophy training his slave possessed.
So much to his advantage, with the help of the other slaves, Thomas
Foster began to acquire wealth and land enough to be considered a
great success (Alford, 1977).
About twenty years into his enslavement, Prince, as he was known
to his plantation, was recognized at the local market by an Irish
physician whose life was once saved by Ibrahim and his father the
King, many long years past in Timbo. This physician, Dr. Cox, tried
to purchase Prince from Thomas Foster, identifying him and the
story, lending credibility to the stories Prince had told since his
enslavement. Foster was not interested in risking the lucrative
life he made with Prince’s management skills and hard labor, and
believing that Prince could not survive the times without his
family and off the safety and security of his plantation (Alford,
1977).
Both Ibrahim and Dr. Cox wrote several letters to the Governor,
President, and several societies, but Cox died without the ability
to free his friend. Thomas Foster had over 100 slaves and grew very
wealthy, buying more property and adorning his house with the
decoration of success. About 1825, when the US and Morocco were
engaging in common trade, it came to the US consul’s attention that
this once Prince and current slave was likely a Moor. The Moroccan
King wanted this slave freed with all expenses paid, whether
Moorish or not. Through other meetings of freed Africans, merchant
societies, letters to and from several government offices,
including that of President John Quincy Adams, Ibrahim was granted
his freedom in 1828, at the age of 66. He sailed to Africa, managed
to rescue his wife and some children from enslavement, and had his
royal status recognized in the very land that held him in bondage.
He died five months later, as dignified in death as he had been in
life. (Alford, 1977).
Throughout this true story of Prince Abdul Rahman Ibrahima Sori,
we can clearly identify many occasions of interconnected links.
From the Irish Dr. Cox, whose life was saved in Timbo by Ibrahim
and his father, to the slavers who sold him to Thomas Foster who
used his academic training to gain great wealth, to the market
where he is recognized by the same Irish doctor. We can follow the
connection of the doctor to the merchant societies and political
networks, through trade policy with Morocco, the first country to
recognize the United States as independent of England, to the King
of Morocco who demanded and paid for his freedom. This story spans
several decades in a very critical period that parallels Ibriham’s
struggles and triumphs, with that of the American south and
international trade.
Through trust, compassion, faith, and labor, it is the seeming
chaos of this story that has somehow self-organized into patterns
we can distinguish that lead ultimately to freedom. Clearly, there
are many untold stories as strange and effecting as that of the
“Prince Among Slaves,” as yet veiled within history.
Global Veiled Interdependence: Constructing the Framework
It is this global veiled interdependency that is the focus of
this paper, in how the interdependencies inextricably bind us all
into stories that coalesce like the fractals of chaos theory. And
like Ibrahim’s story, once that veil is lifted, we can set our
freedom into motion.
First, I would like to define Global Veiled Interdependency,
discussing how layers of dependency are formed, and how we use
economic incentive to drive the changes in the network. Next, I
intend to prove ways to discover interdependency through variations
in the system unveiling the unknown by eliminating the existence of
what is known, with the goal of optimizing the collective
outcomes.
By applying a complex systems approach to the social sciences,
through several common organizational standards, we can learn how
we move as a system, interconnected, as illustrated by Ibrahim’s
ultimate freedom. I will present issues involving complex behavior
in Chaos Theory and simple behavior in Complex Systems Theory.
Revealing how chaos self-organizes and how order comes from the
intelligence of the human mind, we learn that we, through
collaboration, can bend the future to our will.
And lastly, I will show a simple model of how some critical
factors could evolve, through human direction, to create a world
where once our fears of overpopulation meant certain ecological
decline, into a world where we control our resources and foster the
creativity to design the dissolution of the global ramifications of
limited resource use.
Creating awareness and unveiling our interdependencies may
transform our socio-political-cultural paradigm, creating globally
focused collaborative innovations and inclusionary markets that
lead us to sustainable growth.
Global Veiled Interdependence Defined
Global veiled interdependence is the description of the modern
world as a complex system and how the hidden collective behaviors
of our current markets create emergence. It is in the emergent
behaviors that we will develop strategies on how to react for
further sustainable growth. Thus, we create new markets and better
serve our existing markets, globally.
Interdependence exists with the inclusion of trust, cooperation
and consistency whether it is veiled or acknowledged.
Interdependence relies on the self-organization or management of
chaos. Realizing our interdependencies within a complex system
dissolves the veil and drives continuous, emergent change, where
ideologies are challenged and incentives evolve through economic
gain. The ebb and flow of market chaos creates the impetus of
evolution.
Summary
In order to understand our current global interdependencies,
which are based upon economic incentive, we must evaluate how the
evolution of global economics has occurred. For expediency, we can
go beyond simple stone-age barter tactics and thousands of years of
river valley societies as were found along historical Mesopotamia,
Yellow River, and the Indus. We can admire the Marco Polo’s of silk
route and spice route legends and pass the nomadic Berber tribes
that made Petra the Middle Eastern treasury. We go directly to the
start of the American Independence from British rule, to an era of
minimally established trade for economic gain, where fortunes were
made on the high seas and a new world was found to open a new
economy. It would be this new economy that would largely drive the
forces of global interdependence for the next two centuries.
First, the explanations of Economics as a discipline are
outlined in a book released in 1776 by Adam Smith, called the An
Inquiry into the Nature and Causes of the Wealth of Nations. We
rely on the premise that it is the collective labors of a nation
that produces its wealth. It is in the specialization of products
that one nation might hold as a comparative advantage through its
unique availability of resources that is used to create the
greatest possible capacity output for a nation. But it is the need
of another nation of that product that creates interdependency and
drives trade. Without that need, the first nation has a stockpile
of wasted resources. As such, each country is inextricably
interdependent upon the collective network of research, goods and
services, and intellectual wealth for growth and sustainability
with the least waste in resources.
The next step in the reliance on interdependency comes through
the age of the American Railroads in the form of a massive supply
chain resource. Getting products to market expands those markets
and feeds the impetus of creating new products. The effect had an
exponentially cyclical growth and also created a further
distribution effect by connecting oceans to rails to rivers to
roads and back to oceans, with markets throughout. Further,
reducing costs and increasing standardized and predictable quality
increased profitability and output potential at the time of the
industrial revolution. This allowed manufacturing of affordable
products and spurring unprecedented local economic stimulus. W.
Edwards Deming’s (2004) great achievement was establishing
low-cost, mass-produced quality control systems to build global
trust in products produced by those firms that used his approach.
Repeat performance equals repeat customers. Trust is one important
continuous component of global interdependency.
Many factors were involved in the acceleration of global
interdependence through economic channels after 1950, not least of
which was lowered trade barriers. Trade agreements linked economies
and politics, while stabilizing regions and freeing innovators to
meet demand, and had a massive effect on the global expansion of
markets. One tool for calculating the most effective paths to
expansion are statistical models. Donald J. Wheeler, student and
colleague of Deming, created statistical process models that could
help manage seemingly unrelated data and create information that
revealed possible interdependencies (Wheeler, 2000b). The models
are simply tools that show probable outcomes, not magical paths
that lead to definitive answers. A series of variations input could
lead to drastically different possibilities. But variation can
stimulate innovation. Innovation, whether intentional or forced,
leads to growth.
John Briggs and F. David Peat (1989) introduce a book about the
phenomenon of Chaos Theory, called “Turbulent Mirror.” This book
explores ways chaos exposes patterns that cause the natural laws
where a bit of ice on the wing of an airplane can create a
catastrophic turbulent effect. They theorize that chaos theory
dictates coastal formation, medical functions, and wind-fed forest
fire paths. The study of chaos theory develops a rethinking of some
of the fundamental principles of scientific inquiry. With, the
premise of butterfly power, Briggs and Peat expand on the "emerging
science of wholeness," a growing scientific awareness of
interconnected global design. In a later book by Briggs and Peat
(1999), “Seven Life Lessons of Chaos Theory,” we learn more about
the application of what appears random and chaotic can actually
self-organize into patterns.
Visual mathematics, found in fractals, a sort of billowing and
fragmented arrangement of shapes that often take the form of
florets, establish visual patterns out of chaotic calculations. We
can use Chaos Theory to find and prove the interconnected patterns
of evolutionary adaptation. Collaborating with Wall Street Journal
editor Richard L. Hudson, author Benoit Mandelbrot, a Professor of
Mathematical Sciences at Yale University and a Fellow Emeritus at
IBM's Thomas J. Watson Laboratory, delivered a book called “The
(Mis)Behavior of Markets: A Fractal View of Risk, Ruin &
Reward.” He is the inventor of fractal geometry, and notably, the
Mandelbrot Set.
Global economics appears to be a chaotic and changing target
with every transaction. Global interdependencies require
evolutionary adaptation to maintain equilibrium. Once we observe
the fractal organization of a once chaotic field of data, we can
extrapolate patterns. Patterns help us focus our attention where it
is best suited for growth.
Evaluating the behaviors of global markets, natural competition,
trust, innovation, and variation, we find that this thing called
global interdependence requires a complex approach. The world
economy is a complex system and should be studied as such. A modern
physicist, Yaneer Bar-Yam (1997) writes about the dynamics of
complex systems. A complex system behaves with interdependent
relationships that cannot be separately evaluated. If separated,
the whole is destroyed and is not a system. It is the economic
cooperation of the parts within the whole that binds a global
system, continues to evolve relationships, and creates
interdependencies.
Lastly, we find that our ability to maintain economic
evolutionary adaptation lies in our creativity and innovation. J.
Krishnamurti (1987), spiritual leader, writes about the Awakening
of Intelligence. We have to use all the intelligence at our command
to be able to free the mind into creativity and learning in order
to develop those strategies that will lead us into future
markets.
The veil slowly dissolves as we study the complex system of our
interdependencies with our global trade partners. How we manage our
economic future depends strongly on our evolutionary adaptation
from creativity and innovation, cooperation and ability to maintain
trust. It is in the emergent behaviors that we can create new
markets and enter into sustainable growth.
Past Economic Evolution
Studying how our past economic evolution of markets has occurred
can lead us to make assumptions on how to position our resources
for maximum efficiencies.
In a 1776 book, An Inquiry into the Nature and Causes of the
Wealth of Nations economist Adam Smith wrote in the first page,
“The annual labour of every nation is the fund which originally
supplies it with all the necessaries and conveniences of life which
it annually consumes, and which consist always either in the
immediate produce of that labour, or in what is purchased with that
produce from other nations.
“But this proportion must in every nation be regulated by two
different circumstances; first by the skill, dexterity, and
judgment with which its labour is generally applied; and, secondly,
by the proportion between the number of those who are employed in
useful labour, and that of those who are not so employed.
“Among the savage nations of hunters and fishers, every
individual who is able to work, is more or less employed in useful
labour, and endeavours to provide, as well as he can, the
necessaries and conveniences of life, for himself, or such of his
family or tribe as are either too old, or too young, or too infirm
to go a hunting and fishing. Such nations, however, are so
miserably poor, that from mere want, they are frequently reduced,
or, at least, think themselves reduced, to the necessity sometimes
of directly destroying, and sometimes of abandoning their infants,
their old people, and those afflicted with lingering diseases, to
perish with hunger, or to be devoured by wild beasts. Among
civilized and thriving nations, on the contrary, though a great
number of people do not labour at all, many of whom consume the
produce of ten times, frequently of a hundred times more labour
than the greater part of those who work; yet the produce of the
whole labour of the society is so great, that all are often
abundantly supplied, and a workman, even of the lowest and poorest
order, if he is frugal and industrious, may enjoy a greater share
of the necessaries and conveniences of life than it is possible for
any savage to acquire.”
Smith’s world population, at the time this book was published,
was about 600 million, one-tenth of what is believed to be our
current population. But the message was clear; those collective
labors resulted in national wealth. A hunter-gatherer can amass an
amount of food for himself and small family. A national plan of
crop creation can create abundance for its nation, with spare to
trade. The goal is to provide relatively well for the indigenous
populations, including the non-workers of children, infirm, or
mentally ill. A greater goal was to create enough for trade
partners to gain items your economy cannot produce. I am sure this
assumption is still largely valid.
Smith goes on to discuss the division of labor and how England’s
regional neighboring countries, France and Poland, utilized its
resources with differing aspects of success with items like corn
and silk. He reported his observations on the variance of unskilled
labor creating a volume of 300 nails per day against a smithy that
could create 2300 nails per day. His message was that a
specialization and incentive to produce resulted in greater
capacities.
Smith theorized that specialization can create a greater
capacity per product and that a national or even multi-national
specialization of products would create the greatest volume and
quality of product possibilities that could lead to greater trade
and wealth. Specialization would need to be controlled and measured
to determine best options for national output.
Further along the economic timeline, we can study the Railroads
in the United States. The connection of products to markets led an
explosion in commerce and enabled a western settlement movement.
Controlling the supply chain meant controlling economic growth. It
was no idle resource in winning the Civil War when President
Lincoln nationalized the northern railroad system, thereby imposing
an isolationist policy that seized the south’s supplies. Upon
returning the railroads to the owners, the government bestowed
economic incentives to the major rail companies that continued to
spur economic growth through the start of the 20th century, when
the American industrial revolution was squarely upon us.
The growth of the steel industry and the manufacturing plants
changed the American economy from interconnected farms and
businesses into part of a global economy. Steel began to build our
cities up and out. The goal was increased output and higher profit
where immigrant labor was cheap and increasingly abundant.
Innovation was rampant in manufacturing but quality was
inconsistent and American union labor disputes were many.
For insight on process control, we look to the methodologies
developed by W. Edwards Deming in his work with Statistical Process
Control and follow through the Theory of Constraints. Deming (2003)
argued that production cost and quality were not inversely related
to output and profit, as was the norm in 1950’s management
thinking. His theories were made proof in his book, Out of the
Crises, which provides fundamental learning by changing the way the
Japanese manufacturing processes were aligned. Deming took Japan’s
broken post-World War II manufacturing plants and rebuilt them
within a new systemic model. He showed how reducing processes led
to statistically measurable increases in production and quality
control. He showed that creating redundant quality systems reduced
chance of rework because there were less products scrapped. The
cost-savings of reduced rework created exponentially rewarding
production capacity. These developments paved the way for advanced
quality consistency from cradle to grave, allowing a reduction in
end-user cost, which allowed more people to own luxury items like
cars. More cars meant a higher ability to attain better employment,
more taxes paid into the system, a better roadway infrastructure
connecting local markets to globally linked seaport markets, and a
general increase in personal wealth for a nation. This is the
beginning of a butterfly effect, as will be discussed in further
review.
Deming also instituted methodologies to increase worker
satisfaction through management training like his Red Bead
Experiment. Deming used a basket of many white beads to depict
customer wants. He dropped random red beads into the basket to
symbolize production error. The game was simple; one hand of a
worker used a pitted paddle to dip into the basket and pull out a
paddle full of beads. A paddle of all white beads was rewarded,
even though it proved to be totally statistically random. The
worker was not allowed to deviate from the strategy, yet was taken
to task for bringing out red beads. Deming argued that when a
process is created and a worker’s input is not encouraged or
valued, there can be no predictable increase in innovation (2003).
Without innovation, there can be no growth. Without growth,
stagnation gives way to collapse. This simple exercise helped train
managers in how to effectively relate to subordinates and brought
about the beginnings of Total Quality Management, which is a major
component of modern Human Resources management practice.
Deming said, “Learning is not compulsory... neither is
survival.”
Variation as a Key to Innovation
If innovation is the key to growth, we want to examine just how
much innovation it takes to effect a change. Our ability to
accumulate data is striking. We can recognize patterns of variation
as significant and create strategies to use information for
improvement. But too much information is as meaningless to the
unassisted human brain as too little.
Donald Wheeler (2000b) argued that even if we have the data
available, we do not know how to use it. Numerical naiveté
represents that inability to comprehend how to use the data we
find. The quote inside the jacket cover really identifies the
issue, “information is random and miscellaneous but knowledge is
orderly and cumulative.”
In this model, the data is input; an analysis transforms the
numerical information into an interpretive output and the results
are to specify an action. This is an actual computerized
application that collects data and tells a manager which direction
to go. For instance, compiling thirty years of data on weather
patterns, population growth, pesticide use, deforestation, shipping
traffic, and technological advances in irrigation methods, a model
of where to grow soy beans for maximum yield is output. This is
significant because it is utilizing a complex system, a computer,
to map interdependencies between the influences of crop growth.
This computer model takes existing random data and predicts
emergent behaviors.
It is in the emergent behaviors that we can create new markets
and enter into sustainable growth. Without a computerized model to
reduce the time and effort it takes to analyze data, an opportunity
for innovation is lost. Human influence is also a key factor
because what one manager might do with the model is not equal to
what another would do.
In a theory contradicting the “cone of progress” patterns of
evolutionary change, the evolutionist Harvard Professor Stephen J.
Gould believed that, "A replay of the tape yields an entirely
different but equally sensible outcome; small and apparently
insignificant changes lead to cascades of accumulating
differences." (Gould, 1990)
At this Canadian shale outcropping, where conditions existed to
allow a rare 3D limestone fossilization proving massive and odd
adaptations, Gould observed that evolution did not meander
logically, but was a manifestation of the self-organization in the
chaos of climate. (Gould, 1990).
So each action creates a subsequent action. The result of these
interdependent actions cannot be predicted before the actions are
taken. In Chaos Theory, a single action can predict a single
change. But, the result of a cascade of differences from these
actions is impossible predict. Without the ability to predict an
outcome, some managers remain inactive and innovation is
curtailed.
Wheeler (2000a) argued in his book Man-Made Chaos, that the
“virus of variability” can be unknown or veiled to managers that
run the process. The book opens with the inclusion of author Dr.
Myron Tribus and his Germ Theory of Management.
The premise of the Germ Theory is that medicine has been
practiced without specific knowledge of the germ. Some patients got
better, some worse, and some remained stable. But knowledge about
the germ has increased the ability of medicine to help more
patients get better because we can do something to affect the germ,
which does something to affect the patient.
In a system, there could be a germ that is veiled. Its success
or failure to damage a system is as unknown as its existence.
Discovery of this system germ can lead to ways to use it or lose
it. Further, the germ theory can be used to explain why some
managers have no clue why a system is failing. There is a reason
and the system should be analyzed until the constraint is relieved
and the system function is improved.
Variation in a system can change the entire behavior of the
system. A variation exploited in a Genetically Modified Organism,
perhaps a mold-resistant gene from algae can be integrated into a
variety of corn to allow viable growth in a mold-prone plain that
was otherwise agriculturally unproductive. This GMO can have a huge
impact on sustainable food growth while increasing export potential
for a region. One small innovation can cascade accumulated
effects.
Albert Einstein, noted 19th century physicist, with his Theory
of Relativity stated that matter determines how space curves and
space determines how matter moves. Light bends around great objects
in space, even if an object is veiled as in the case of dark
matter. Mass and gravity bend space and time to prove that a
variation, such as the speed of light changing as it enters near an
unknown can actually prove the existence of the black hole. The
variation is the key. Wheeler argued that without a mathematical
model to recognize this variation and an application to incorporate
it into a use, a critical link in learning could be lost. Germ
Theory, as explained below, is the result of this idea.
What is Chaos Theory?
We can evaluate many options for variation or change through
Chaos Theory. “The scientific term “chaos’ refers to an underlying
interconnectedness that exists in apparently random events,” Briggs
and Peat (1999, p. 2). They stimulate thought by stating that chaos
is much about what we cannot know as what we hold certain and
constant. (p.7)
Biology and Chaos Theory
We can observe that those interdependencies between our small
movements and those global effects show ways that apparent chaos
can be organized. One example is the starting flight of a flock
birds looks to us as if it is random; however, the birds sense the
exact distances of attraction and repulsion it requires to remain
in time and space within a group yet distinctly individual as
governed by aeronautics and physics (p. 17). What does it mean when
one bird suddenly dives to the right? Was he acting on the group’s
behalf by diverting the attention of a hungry hawk? Or was he
capitalizing on the ill-fated flight of a bug...and was that random
chaos or part of the order of things?
It appears that natural selection has created a way for chaos to
bring about an evolutionally adaptation. Briggs and Peat report
that “A flock of sandpipers on a beach can turn as a unit faster
than an individual would allow.” (p. 18)
Mankind, as a part of the chaos of nature, can also observe
chaotic creativity. Some artistic people create best in a chaotic
and uncertain atmosphere. French impressionist painter Paul Cézanne
created still life with ‘dragonfly’ brushstrokes; an effect that
alluded to a shifting scene. This method was intentional by Cézanne
because he recognized that nothing was static and still; the beauty
was in the movement and the chaos of subject.
Briggs and Peat (1999) said, “Chaos theory teaches that when our
psychological perspective shifts – through amplification or
bifurcation – our degrees of freedom expand and we experience being
and truth. We are then creative…and there is little or no concern
for failure.” (p. 27)
Global veiled interdependency requires human creativity, free
from concern of failing, to solve human problems of war, famine,
global warming, affluenza (the disease of affluent overuse of
limited resources) and population growth to promote innovation,
cooperation, reciprocation, and to realize and work within our
interdependencies. If we work toward this end now, we will have
some measure of sustainable methodology before we are more
concerned with failure than with success.
Weather, Chaos Theory & the Butterfly Effect
Chaos theory changes how we view power and influence on a minute
level and on a global level. The Butterfly Effect, through an
ancient Chinese proverb, argues that the power of a butterfly’s
wing can be felt on the other side of the world.
Meteorologist Edward Lorenz, before computers could quickly and
accurately create weather models, created a complicated computation
and rounded to three decimals from a prior six, feeling the
rounding would be insignificant. The mathematical feedback loop
exponentially amplified the results of the difference between the
six decimals and three, thus creating the beginnings of the chaos
theory.
The weather is a complex system, self-organized, with variable
fluctuations that can be greatly amplified under certain
conditions. The power of a small truncation in value can have a
massive effect through the coalescing feedback loops. In fact, a
small value of any power can grow until it is beyond control.
In a National Geographic program called Six Degrees Could Change
the World (aired on February 6, 2008), based upon the book Six
Degrees: Our Future on a Hotter Planet (2007) by Mark Lynas, we
learn without doubt about our global interdependencies by examining
one ‘tragedy of the commons’ - our air and oceans. The program
evaluates, through scientific predictions based upon complex data
through Wheeler-style statistical modeling, what will happen at
each of the six degree increases in global temperature. Currently
at 0.8o Celsius, a developing concern, basic benchmark species like
the coral reefs are exhibiting bleaching effects, where they expel
living algae and turn a dead white. Over a million life forms
depend upon the coral reef, among one is a major carbon sink that
uses CO2 and releases oxygen into the atmosphere. The bleaching
occurs from a degree increase in the oceanic temperature through
global warming, solar irradiation from ozone depletion, and
chemical contamination from urban runoff. Collectively, these
changes in the ecosystem of the coral also tend to create
acidification of calcium exoskeletons of this life form, killing a
vital primary carbon sink species.
The Butterfly Effect of many single environmental choices has
coalesced into a global roar of devastating effect. One study on
the carbon footprint of the cheeseburgers consumed in the U.S. in
one year calculated 200 million metric tons of CO2 pumped into the
atmosphere. The carbon emissions in the west coupled with the
deforestation of the rainforests have created a cyclical and
expanding feedback loop that is affecting worldwide oxygen levels.
The Amazon rainforest produces 20% of all oxygen released into the
atmosphere and uses CO2 to do it. With the loss of great expanses
of rainforest from the human population growth, less CO2 is
absorbed and less oxygen is released. The feedback loop,
successively negative, over several cycles worsens each time.
A positive feedback loop in this fractal comes from cold fusion
nuclear experiments that are being developed to create clean,
sustainable, limitless energy using our solar star as a model, even
if we are thirty years away from offering this method to the
general grid. Right now, wind farms harness the power of the
earth’s continuous jet stream rotations and thermal heat sources
are being dug into the earth to power homes and businesses.
Companies are looking at affordable small solar collection units
that can be purchased at a single consumer level to help augment
heating and cooling needs.
Sociology and Chaos Theory
Power is a good example of the chaos idea. Modern views of power
are vastly different between east and west culture. Through the
industrialization of the west, controlling power became the
innovation that increased the growth gap. A bigger, faster, more
powerful something was always better than its alternative. Even on
a household level, the head of the home traditionally holds the
power to control the family’s growth and status. In western
culture, when a man is of age, he looks for his own home to
control. Great amounts of resources are used to individualize the
proof of power and control. A single home is built, water lines,
utilities, furniture, electronics, and cars burning fossil fuels
drive further to get to employment zones.
In eastern culture, power is often yielded to a few venerated
elders. A household envelops an extended family, and fewer
resources are required. One enclave contains a single system
combining utilities, furniture, food stores, and one car that can
be used to take many to the employment zones. It appears that many
eastern families prefer this multi-family enclave over the more
isolated western single family home.
As in Adam’s Smith economics observations, whether they live in
single family homes or multi-family enclaves, “the skill,
dexterity, and judgment …of the workman, even of the lowest and
poorest order, if he is frugal and industrious, may enjoy a greater
share of the necessaries and conveniences of life…”
Both scenarios assume certain affluence in each culture, but the
carbon footprint, the use of non-renewable resources, is vastly
different between the cultures. For now, those with the power to
live in the upper echelons of resource use can do so. Although with
ebb and flow of chaos ruling, this imbalance in resource use will
not always be available.
The world is very much a complex system and we are just
beginning to develop strategies to understand and use this
notion.
Complex Systems
Noted theoretical physicist, Stephen Hawking said, "I think the
next century will be the century of complexity."
Bar-Yam (1997) explains the dynamics of complex systems:
“Complex systems is a relatively new field of science studying
how parts of a system give rise to the collective behaviors of the
system, and how the system interacts with its environment.
“The study of complex systems is about understanding indirect
effects. Problems that are difficult to solve are often hard to
understand because the causes and effects are not obviously
related. Pushing on a complex system "here" often has effects "over
there" because the parts are interdependent. This has become more
and more apparent in our efforts to solve societal problems or
avoid ecological disasters caused by our own actions.
“A complex system is a system whose global behavior is greater
than the sum of its parts. Its aggregate behavior results in static
and dynamic patterns that cannot be understood unless the
relationships between the system components are examined. Social
systems formed (in part) out of people, the brain formed out of
neurons, molecules formed out of atoms, the weather formed out of
airflows are all examples of complex systems.
“While chaos is the study of how simple systems can generate
complicated behavior, complexity is the study of how complicated
systems can generate simple behavior.”
In a simple hierarchical structure, a single individual directs
the behavior of the mass. The information flow goes via a
relationship that is one to many. The strength of this structure
when the mass depends on the will of the leader is that a single
purpose leads to a single goal. The limitation of this structure is
that the greatest capacity of the leader is the greatest possible
capacity of the group. The loss of the leader collapses the entire
structure. An example of this structure is a beehive with its lone
queen laying her eggs (single goal) and instructing her drones to
care for the eggs and protect the hive and the workers to gather
nectar to feed the energy needs of the hive. If she dies, the hive
dies.
Figure from online resource
http://necsi.org/projects/yaneer/Civilization.html
In a hybrid social system organization, there is a
semi-hierarchical leadership with a layer of interdependent
authorities that take upper direction and work as a collective to
disseminate information to the masses. The masses respond to
task-driven requests and the collective moves towards its goal. The
loss of one of the middle authority can be overcome by the internal
network of other middle authorities. The loss of the leader can be
reasonably overcome by the upward training of a mid-level
authority. An example of this is the US military, where a group of
generals give commands and receive feedback through a multi-layered
system of authorities. As one general is removed from the
structure, another can be made and the function assumed.
Technological advances have provided a faster transition in recent
times.
In a social system organization network, all entities carry the
same authority and working ability. Any one individual is
subordinate to the network and each is interchangeable and totally
interdependent on the links within. The goal is a changing pattern
of evolution that meets the changing needs presented. The pattern
is unpredictable because it is unknown until it happens. The
interdependencies are veiled because they are revealed only when
they are established, but quickly evolve to another state, as in a
living organism. As we recall from Chaos Theory example, sandpipers
can move faster as a unit than individually. So a network’s power
is in its interdependencies the drive collective behavior.
An example of a network can be depicted by the human immune
system. As a pathogen enters the host, a series of reactions occur
that results in eradication of the pathogen. The exact means of the
attack are impossible to predict because the human body has
redundant immune-defense abilities. Biological responses can
tracked through temperature fluctuations and white cell counts but
the outcome is unsure until it is complete.
Bar-Yam (1997) explains there are three interrelated approaches
to modern study of complex system:
1) How interactions give rise to pattern of behavior;
2) Understanding the ways of describing complex systems; and
3) The process of formation of complex systems through pattern
formation and evolution.
In all cases, a complex system is an interdependent system.
Again, pushing on a system ‘here’ often has effects ‘over there’
because the parts are interdependent (Bar-Yam, 1997).
Order and Intelligence
Recalling Chaos Theory, it is a non-linear evaluation, an
ever-shifting unknown variable that leads the way to change. While
we have seen how Chaos Theory actually leads to self-organization,
any change in the variables can lead to an accumulation of
cascading effects, thereby affecting Order. Human psychological
development tends to try to take chaos and create order.
Preliminary memorization learning occurs in an orderly environment.
Patterns are seen or created from relative chaos. For example,
people claim to see faces in the shadows of the walls they sleep
within. People gravitate toward other people and develop social
inter-relationships. Our interdependencies allow us to learn and
grow individually and collectively, as a complex system. We each
carry our own knowledge that leads to specific intelligence. We use
our intelligence collectively to create sophisticated societies
where are interdependent on each other and the fruits of our
collective labors.
Krishnamurti (1987), a spiritual teacher, spent over fifty years
talking about intelligence and has several ways to interpret
intelligence. In dialogue with David Bohm, author of “On Dialogue”,
they discuss the origin of the word intelligence which is comes,
per Bohm, as, “…inter and legere...which means ‘to read between’.
So it seems that thought is like the information in the book and
intelligence has to read it, the meaning of it….and also mental
alertness”. Krishnamurti tends to agree with this idea. They
further share their thoughts on this concept by placing the brain,
the receptacle that carries thought through the conditioning of
culture, as a “…physical, chemical process…” (Krishnamurti, p.501).
And they decide that intelligence is of another order, not of the
physicality of the brain, but of the timelessness of the mind.
“Thought is measureable; intelligence is not.” (Krishnamurti, p.
510) and “Thought, matter, and intelligence…have a common
source…but thought has conquered (dominates) the world” (p. 521).
And because, “… (thought) can dazzle the instinct and produce all
sorts of glamour, more pleasure, and more security. And instincts
are not intelligent enough to deal with the complexity of thought,
therefore thought went wrong, because it excited the senses and the
instincts demanded more...made the brain very noisy and
intelligence is the silence of the brain; therefore a noisy brain
is not intelligent” (p.122).
Part of the construct of global interdependence requires the use
of intelligence to create a new kind of world, where we rely on
each other and our collective wisdom, but more importantly, our
collective intelligence.
Albert Einstein was credited with saying that “No problem can be
solved from the same level of consciousness that created it.”
Through this collaborative effort, we will have the power to
exceed our current level of consciousness. We will actually have
the intelligence to design the dissolution to systemic problems we
face as a global community. We will care what happens to our
neighbors, once we are able to lift the Veil of Interdependence.
Compassion for our global community is also a hallmark of
intelligence, per Krishnamurti.
And that harmony and order, free of time, is intelligence. We
learn that intelligence is the freedom to perceive the wholeness,
“So insight is the perception of the whole. A fragment cannot see
this, the ‘I’ sees the fragments and the ‘I’ seeing the fragments
sees the whole, and the quality of a mind that sees the whole is
not touched by thought; therefore there is perception, there is
insight,” (p. 535).
Bohm and Krishnamurti exchange some dialogue regarding the human
perception beyond time and consciousness, which alludes to the
existence of God, which might just be the same thing as collective
intelligence. So there are many ways to describe the construct of
intelligence.
We learn from Krishnamurti that the mind and the brain are
separate, yet related. The brain, as the container of conditioning
we receive through culture and the mind uses this storehouse of
knowledge to make decisions. Creativity is of the mind, when the
brain is quiet, when in meditation or when we are able to reduce
the noise of the brain, suspending our cultural reflexive response
and seeing what is really before us.
“Control creates conflict that distorts the mind. Control is
conformity and not order, an important distinction. A mind that is
learning all the time is in a state of order but a mind that says,
‘I have learnt’ - such a mind brings disorder. A mind can only
learn when it is free, when it doesn’t know…” (pp. 308-313).
When we want to be in harmony with our environment, as opposed
to a fragment that is bothered by the other fragments, we can
become part of the wholeness where noise is not noticed.
Krishnamurti explains this by stating he was walking among trees
and observing the birds when he heard a rattlesnake and jumped
back. It was his opinion that if he was allowing ‘noise’ to
fragment, his consciousness would have had to take time to think
and that could have cost him valuable time in getting out of the
way (Krishnamurti, p538).
And further,
“What is the relationship between intelligence and thought? The
limitations of conditioned thinking. The old brain, that whole part
of accumulated knowledge…and the new …can only be discovered when
the old is quiet. What you do not know you can find out, by saying,
‘I want to learn’, and…by asking the question.” (p. 401)
So, if Krishnamurti and Bohm are correct in there definition of
intelligence, all that is required for the emergence if
intelligence, is the recognition or the awareness of ways to quiet
the mind. As Krishnamurti said, “One can be terribly intelligent
even though one is chaotic”, (p. 524), which seems to be the case
for our current global system.
As we normally see with our consciousness, we think about what
we have seen before, placing an image of a past experience onto
whatever we are currently looking at. Intelligence requires that we
suspend our emotional, reflexive imaging, to see what is before us
without prejudice. By quieting the old brain, we can see the
reality without the image of the past. If we can see the reality,
we might be able to heal our lives of some of the past conflict
that manifests in present turmoil.
Most importantly, if we see ourselves as an image, we are
isolating ourselves or creating a fragmentation. If we allow
thought to form our opinions, we are not aware, we cannot see,
“…there are useful images which must function, which we must have,
and there are highly dangerous images which one must totally
abolish…” (Krishnamurti, p. 468).
Relating these ideas from Krishnamurti and Bohm into the model
of creating awareness of our interdependencies seems to be the crux
of this paper. We must realize that our world contains all of us.
Krishnamurti give more details.
“The world outside of me is created by me…the human existence in
relationship…society…that is created by you and me. So the world is
me and I am the world.” (Krishnamurti, p. 107).
For me, this is the most sensible and incredible idea. If I have
chaos in my life, it must be of my own making. Any pain, terror,
happiness, or calmness must be coming from my images of past
experience, the conditioning that I have already lived. To be able
to realize these issues and change the perception into what I want
in my life would be a great accomplishment.
We all know people that seem to be able to excel in many
pursuits. There are athletes whose physical conditioning allows
them great levels of performance. But along the way, their physical
training included mental training, to suspend their prior images of
success and reach for greater possibilities. I think if we can find
ways to go beyond the past conditioning, we can effect a change
within our own lives and thereby change our world. I think this is
what Krishnamurti means by stating that “…the world is me and I am
the world.”
As with the butterfly power concept, specific changes in the
global system could have exponentially positive cascading effects.
I find that in some cases, our moods can determine how others feel.
In keeping with the idea that ‘the world is me’, I can change my
own behavior in my system and watch as it cascades out.
Alternatively, I have already established that some days, my own
poor attitude has certainly had a detrimental effect on my system.
So, the reverse is likely true. The goal then, is to be aware of
thought’s effect on reality and subvert my desire to blame the
system when the fault lies with me.
“We always want to change or alter the outer hoping thereby to
alter the inner” (Krishnamurti, p. 108).
As Naude, longtime student and companion, comments, “We are
changing variables in the same set of things” (p. 112). But will
does not change the content of consciousness, as this is one
fragment dominating another fragment (p. 119).
Krishnamurti (1987) shared his thoughts on Order and about human
interconnectedness with each other;
“The mind only knows disorder. The state of ‘not knowing’. The
‘self’ is a part of the culture, which is disorder” (p. 306).
“Order is not habit; habit becomes automatic and loses all its
vitality when human beings merely become orderly in the mechanical
sense. “Order…covers not only our particular life, but all life
about us, outwardly, in the world, and deeply inwardly”
(p.306).
“Control creates conflict that distorts the mind. Control is
conformity and not order, an important distinction. A mind that is
learning all the time is in a state of order but a mind that says,
‘I have learnt’ - such a mind brings disorder. A mind can only
learn when it is free, when it doesn’t know…” (pp. 308-313).
And further,
“What is the relationship between intelligence and thought? The
limitations of conditioned thinking. The old brain, that whole part
of accumulated knowledge…and the new …can only be discovered when
the old is quiet. What you do not know you can find out, by saying,
‘I want to learn’, and…by asking the question” (p. 401).
Now that we have reviewed the many ideas that construct the
framework for my thesis, I will present a model that encapsulates
the path we can intelligently take, to lead us to our goal of
sustainable growth.
Thesis Statement
Creating awareness and unveiling our interdependencies may
transform our socio-political-cultural paradigm, creating globally
focused collaborative innovations and inclusionary markets that
lead us to sustainable growth.
The above statement is based upon the following assumptions:
· Chaos Theory unveils self-organizing order from seemingly
random events.
· Isolationist mentality limits local growth thereby reducing
global output potential.
· Capturing the collective power of global interdependencies
should deliver exponentially positive cascading effects.
Model – Fractal for Sustainable Growth
SustainedGrowth
Sustainable Growth Model in Chaos Theory
Social & Political StabilityLocal to Global Economic
Stability
Open Source Intelligence Strengthens Comparative
AdvantageVariation & Innovation Create New Markets
Awareness & Dissolution of the Veil
Global Collective Power Leveraged
CulturalSharing
Collaboration Stimulates Global ParticipationPerpetuating the
Veil
Isolationism& SolipsismTragedy of the
CommonsResourceLimitsMarket Domination
Veil of InterdependenceVeil of Interdependence
Explaining the Premise of Chaos Theory Applied to Global
Interdependence
This model is based upon the premise that global
interdependencies exist as a growth network throughout geographic
regions, markets, societal levels, political influence, ethnic
variation and scientific disciplines. It is this global
interdependency that creates the framework in which the entire
structure operates as a living organism. This structure tends to
appear chaotic, yet patterns of self-organization can be
distinguished, as found in the fractals of Chaos Theory. Thus, the
model is actually depicted as two opposing ‘petals’ of a single
‘floret’ of possibilities, with the bifurcation point as the Veil
of Interdependence.
As these self-organizing limit-cycles and positive feedback
loops are visualized, we can develop a structure to explain how
interdependencies within our system work. The root ‘cell’ is
labeled the Veil of Interdependence, which begins the positive
feedback loop as well as the negative outcome, called a limit
cycle. This is why it is depicted as a bifurcation point with two
directions.
Perpetuating the Veil
Recall the aforementioned assumption in my thesis construct
regarding the limiting of local growth by isolationist mentality.
In this fractal set, Perpetuating the Veil shows the elements of
this limit cycle.
In the negative outcome loop, we start with a ‘cell’ called
Perpetuating the Veil. This can be done with a deliberate policy to
remain independent or can also be a simple failure to take
advantage of the global network. In the fractal set, this would
create another bifurcation point and so on. But for simplistic
visual representation, the model intends the viewer to see two
‘petals’.
Perpetuating the Veil creates a cascading effect that can result
in suboptimal performance in the basic industries sectors that
uphold the infrastructure of a society. For example, denying
neighbors rights of passage to land and sea ports deflates the
internal economy and prevents the possibility of reciprocity,
creating enemies out of neighbors.
The next ‘cell’ in our possibilities ‘petal’ is Isolationism
& Solipsism, a type of deliberate policy enacted by a potential
network member. This isolationist member subscribes to a
solipsistic view, believing that its individual internal mechanism
for production is sufficient for sustainability. This rationale
exists in our modern landscape in the rare exclusivity of
dictatorship states like North Korea, or in small enclaves like
those of enclosed communes or cults. By remaining disconnected,
this not only subverts its own economy, but it reduces the
exponential collective possibilities. As a result, innovations in
technology, medicine, and other progress are not being utilized and
their population stagnates.
In the next ‘cell’ representing Market Domination, which tends
to look like a positive effect for the isolationist; its effect
produces negative results. This isolationist mentality can also
exist as a contributor or as a user of the network, without
reciprocity, thereby halting interdependence and growth. In this
case, there is an immediate limit-cycle that could result in market
domination and then quick decline. For example, war tends to create
a lucrative interim market and then a deep trough as the economy
self-organizes. We can view this in the case of the German
Hyperinflation of 1923, which was caused in part by massive
printing of the Mark without trade power to back it. Barriers to
Trade were also used to further isolate the German economy.
“Germany's trading partners protected their home markets with
tariff legislation, and the Reich inadvertently encouraged such
retaliation by shortsightedly engaging in large-scale dumping
practices…The country's economic difficulties can be readily gauged
by the mark's declining value relative to the dollar, the strongest
postwar currency: from January 1919 to January 1922, the value of
the mark fell from 8.9 to the dollar to 191.8 (Missouri
Western).
The next ‘cell’ comes from an overuse of resources that leads to
a Tragedy of the Commons. This concept is used to depict when a
finite resource is shared to ruin and none take responsibility for
replenishment. We can examine the current variation in the
world-wide dependence on the oxygen production from the carbon
cycle. Calcium-based carbon-sink life forms in the ocean are slowly
being dissolved by acidic urban waste. The manifestation of their
interdependencies is shown by the visual bleaching effect of the
coral reefs. The result of lowering oxygen production worldwide,
resulting in atmospheric greenhouse gases, is one root cause of
global warming.
The end result of this limit cycle in the fractal is that
without replenishment, there can be no sustainability which leads
to our final ‘cell’ on the ‘petal’; Limits to Resources. Once the
resources are used, the limit cycle loops back to infect other
‘petals’ in ways similar to the Germ Theory. Without a corrective
cycle loop, this exponential feedback is extremely destructive to
the point of total collapse of the structure.
Awareness of the Veil
In the other direction of the bifurcation point, there is an
Awareness of the Veil of Interdependence.
It is the Awareness of the Veil of Interdependence that is the
first step in recognizing a positive pattern. Once this first
‘cell’ is recognized, it can dissolve the veil, leaving a marked
change in the cycle.
The next ‘cell’ comes as visionaries create a wealth of
Intelligence that is used through an open source; a Comparative
Advantage is utilized to the betterment of the network. An example
is the engineering of a series of lochs or canals, which could be
operated as a throughway for cargo ships. The Panama Canal was
opened to shorten trade routes and connect products to markets
faster and more cost-effectively. The collaborative exchange of
goods allowed a strengthening of global participation. As the
shipping lanes allowed access to markets, local markets expanded
and were stabilized, along with the strengthening of political
interdependencies.
The ‘cell’ entitled Collaboration Stimulates Global
Participation comes next on the ‘petal’. In a move to strengthen a
regional market, initiatives like the North American Free Trade
Agreement (NAFTA) provides a collaborative platform for growth. In
the NAFTA model, the cheap labor of Mexican workers, combined with
the business acumen of U.S. leaders and Canadian natural resources
allowed the production of steel, one of the staples of the basic
sector’s growth potential.
As we move to the next ‘cell’, Variation & Innovation Create
New markets, we can use an example of the Steel Industry. Once,
steel mills were ghastly behemoths belching poisoned gas into the
air, spread over acres of fertile land near rivers for
transportation. A variation in the availability of raw materials
like coke and ore led to closure of plants across the U.S. the
innovation of the mini-mill, steel production was no longer
dependent on the massive complexes of the past. And with NAFTA in
place, many U.S.-based companies built mini-mills in Mexico to take
advantage of cheap labor. Currently, a change in the value of the
U.S. Dollar has re-ignited production of raw steel for fabrication
and exporting to other countries is once again profitable.
The butterfly effect shows the cascade of changes in the
economic landscape as the result of several factors, depicted in
the ‘petal’ that lead to the ‘cell’ called Global Collective Power
Leveraged, which continues to be a factor in the current world
market.
The ‘cell’ following includes the Local to Global Economic
Stability. As global markets are strengthened economically, the
infrastructure of a region is bolstered. The cascade effect leads
to the resulting ‘cell’ in the unification of Social and Political
entities that create regional Stability. The European Union and
NAFTA are two such economic stimulus agents that also require and
foster political stabilization.
Once the ‘petal’ is in motion, the positive feedback loop of
these interdependencies allow for the ‘cell’ of inclusive Cultural
Sharing. And as the engines cycle through, blending social,
political, economic, and cultural awareness, the model leads to the
‘cell’ of Sustained Growth.
Conclusion
Global veiled interdependence is the description of the modern
world as a complex system and how collective behaviors create
emergence. Variation in a system can change the entire behavior of
the system. Emergent behaviors force us to innovate and develop
strategies on how to gain sustainable growth.
We learn that we have intelligence within the stored knowledge
from people like Adam Smith on economics. We can expect global
consumption markets to drive trade. Deming told us production can
continuously improve as we measure with statistical evaluation and
that the process is inextricably linked to human observation,
expertise and innovation.
Wheeler taught us how a complex computer system can calculate
feedback loop analysis and offer evolving scenarios as we adjust
our statistics. But we still have to find uses for the models and
make decisions based upon our human interdependencies for
sustainable growth.
We have the work from Briggs and Peat on Chaos Theory and the
Butterfly Effect, which alerts that one small innovation can
cascade accumulated effects. We learn also that things we imagine
are totally chaotic and in disorder, can self-organize into
recognizable patterns. If we study these patterns, we can identify
ways that we can modify or interject changes that will change the
bifurcation point in our favor.
Mark Lynas used Wheeler’s concepts to create models on current
global warming trends and theorized where we will see the most
dramatic changes, where our awareness and beliefs are our best
weapons for growth and survival. We have tangible ideas to reverse
the Tragedy of the Commons. We can reshape our future by using our
resources wisely.
Yaneer Bar-Yam explains how global markets are complex systems,
constantly evolving, where the power lies in the network movement
and not in any single change, so while we can employ the butterfly
effect in some cases, we must be diligent and aware that our
changes will have downstream effects, as yet unknown. Only with the
study of complex systems, can we continue to innovate on a global
level.
And Krishnamurti brings order to our mind by resting our old
brain’s intelligence and letting the new brain ask questions and
challenge conformity.
“Intelligence comes into being when the brain discovers its
fallibility, when it discovers that which it is capable of, and
what it is not.”
Nothing works like the human brain and nothing compares to
collective human innovation. We can think ourselves into global
redesign when we recognize our reliance on our global
interdependencies, once we have the courage to lift the Veil of
Interdependence and see with new eyes, suspending our
individualistic cultural conditioning. No longer enslaved, we will
see our future.
References
Alford, T. (1977). Prince Among Slaves. New York: Harcourt Brace
Jovanovich, Inc.
Bar-Yam, Y. (1997). Dynamics of Complex Systems. Reading:
Addison-Wesley.
(Retrieved February 9, 2008 at
http://www.necsi.org/publications/dcs/ )
Briggs, J. and Peat, F. (1989). Turbulent Mirror. New York:
HarperCollins Publishers.
Briggs, J. and Peat, F. (1999). Seven Life Lessons of Chaos:
Spiritual Wisdom From the Science of Change. New York:
HarperCollins Publishers.
Deming, W.E. (2003). Out of the Crises. Cambridge: MIT
Press.
Deming, W.E. (2003). The Experiment on Red Beads. Oxford:
British Deming Association.
Gould, S. (1990). Wonderful Life: The Burgess Shale and the
Nature of History. New York: W.W. Norton.
Krishnamurti, J. (1987). The Awakening of Intelligence. New
York: HarperCollins Publishers.
Mandelbrot, B. (2004). The (Mis)Behavior of Markets: A Fractal
View of Risk, Ruin, and Reward. New York: Basic Books.
Mass, P. (2005, August 5). The Breaking Point. [Electronic
version] New York Times. (Retrieved February 6, 2008, from
http://www.nytimes.com )
Missouri Western German Club. (date unreported). The German
Hyperinflation of 1923: A Seventy-Fifth Anniversary Retrospective.
(Retrieved April 12, 2008 at
http://www.missouriwestern.edu/orgs/germanclub/inflation.html )
Smith, A. (1904). An Inquiry into the Nature and Causes of the
Wealth of Nations (5th ed.). London: Methuen and Co., Ltd.
(Originally published in 1776).
Wheeler, D. (2000a). Avoiding Man-made Chaos. Knoxville: SPC
Press.
Wheeler, D. (2000b). Understanding Variation: The Key to
Managing Chaos (2nd ed.). Knoxville: SPC Press.
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“The Stone Age didn’t end for lack of stone…”
- Sheik Ahmed Zaki Yamani, Saudi oil minister during the
1970's.
Sustained
Growth
Sustainable Growth Model in Chaos Theory
Social &
Political
Stability
Local to
Global
Economic
Stability
Open Source Intelligence Strengthens Comparative Advantage
Variation & Innovation
Create New Markets
Awareness
& Dissolution
of the Veil
Global
Collective
Power
Leveraged
Cultural
Sharing
Collaboration
Stimulates
Global
Participation
Perpetuating
the Veil
Isolationism
& Solipsism
Tragedy
of the
Commons
Resource
Limits
Market
Domination
Veil of
Interdependence
Veil of
Interdependence
