{"id":3071,"date":"2022-09-30T19:50:23","date_gmt":"2022-09-30T17:50:23","guid":{"rendered":"http:\/\/icanbeme.space\/?p=3071"},"modified":"2024-03-26T10:14:27","modified_gmt":"2024-03-26T09:14:27","slug":"synergetics-dictionary","status":"publish","type":"post","link":"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/","title":{"rendered":"Synergetics \u2013 Dictionary"},"content":{"rendered":"\n<p>This dictionary introduces the most important (physical) concepts to understand self-organisation and transformation processes.<\/p>\n\n\n\n<!--more-->\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h4><strong><strong><u>Chaos<\/u><\/strong><\/strong><\/h4>\n\n\n\n<p>Contrary to how we use the term chaos in our daily language, chaos in physics does not denote complete disorder, but actually <strong>requires some state of order!<\/strong> \u201cChaos is a <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/#Definition_SelfOrganisation\" target=\"_blank\" rel=\"noreferrer noopener\">self-organising<\/a> process\u201d, which results from the non-linear interactions of many different elements<sup>[1: p.304]<\/sup>. <em>Non-linearity<\/em> results from the system\u2019s <strong><em><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/#Definition_ComplexSystems\" target=\"_blank\" rel=\"noreferrer noopener\">complexity<\/a><\/em><\/strong> \u2013 it\u2019s plurality of parts and large number of possible dynamics amongst them.<\/p>\n\n\n\n<p>Chaos theory is more commonly known as the &#8220;butterfly effect&#8221;; a stroke of a butterfly\u2019s wing may cause a tornado on the other side of the globe. This illustration emphasises one of the most important characteristics of chaos: a minor change in the root cause (wing flap), may lead to a major impact (tornado). Therefore, we observe a non-linear relationship between input and output.<\/p>\n\n\n\n<p>Contrary to our linear understanding of causality of our mechanistic image of the world \u2013 a certain input causes certain output \u2013 a property of chaos is that the output is not that easily predictable. Chaotic processes are only <em>contingently predictable<\/em>, because small deviations in a process may lead to large differences in the further course of events. Contrary to our intuition, however, chaotic processes are generally <em>deterministic<\/em>, which means that they are \u2013 at least theoretically \u2013 fully explainable. Except, of course, if <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/03\/science-self-organisation-episode-1\/#Definition_TrueChance\" target=\"_blank\" rel=\"noreferrer noopener\">quantum mechanical randomness<\/a> is at play (<a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/#Definition_Emergence\" target=\"_blank\" rel=\"noreferrer noopener\">strong emergence<\/a>). Chaos arises from the non-linear interactions happening in complex systems. Our brains, social interactions and organisations are all examples of such \u201cchaotic\u201d systems.<\/p>\n\n\n\n<figure class=\"wp-block-embed alignright is-type-video is-provider-youtube wp-block-embed-youtube wp-embed-aspect-16-9 wp-has-aspect-ratio\"><div class=\"wp-block-embed__wrapper\">\n<iframe loading=\"lazy\" title=\"Chaos: The Science of the Butterfly Effect\" width=\"790\" height=\"444\" src=\"https:\/\/www.youtube.com\/embed\/fDek6cYijxI?feature=oembed\" frameborder=\"0\" allow=\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" allowfullscreen><\/iframe>\n<\/div><figcaption>A video on chaotic attractors<\/figcaption><\/figure>\n\n\n\n<p>Because chaotic processes are generally deterministic, they are computable (which doesn\u2019t necessarily equal unlimited predictability!). Representing these numbers as a graph, one gets so-called <a href=\"https:\/\/en.wikipedia.org\/wiki\/Attractor\" target=\"_blank\" rel=\"noreferrer noopener\">attractors<\/a>. The behaviour of the system is very likely to be represented by the attractor. An example for an attractor is the climate; 7\u00b0C max daytime temperature may be theoretically possible to experience on a middle-European summer day, however is not very likely to happen (this possibility lies outside the attractor). And if it did happen, the weather will likely normalise again in the days after (the weather will be attracted back to the climate). Generally speaking, if any system behaviour were possible and equally likely, one would only see noise instead of an attractor, i.e. a random distribution of data points. <\/p>\n\n\n\n<p>We may then conclude that the behaviour of complex systems leads to <strong>chaotic order, so-called self-organisation<\/strong>. Therefore, by means of chaos theory, <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/#Definition_Synergetics\" target=\"_blank\" rel=\"noreferrer noopener\">synergetics (the meta-theory of transformation processes)<\/a> can model complex systems and their self-organisation.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p>  <a id=\"Definition_ComplexSystems\" class=\"mce-item-anchor\"><\/a> <\/p>\n\n\n\n<h4><strong><strong><u>Complex Systems<\/u><\/strong><\/strong><\/h4>\n\n\n\n<p>Until today, there is no measure for complexity, which can \u201cbe applied meaningfully and in a strictly scientific sense. Thus, with a complex system we therefore refer to a system, which <strong>consists of many different interacting parts<\/strong>, whose dynamics generally lead to unpredictable behaviour\u201d<sup>[1: p.77]<\/sup>.<\/p>\n\n\n\n<p>Contrary to our linear understanding of causality of our mechanistic image of the world \u2013 a certain input causes certain output \u2013 complex systems are characterised by so-called <strong><em>non-linear<\/em><\/strong> interactions. Non-linear dynamics lead to small changes of a cause to have potentially a huge impact on the effect (\u201cbutterfly effect\u201d; <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/#Definition_Chaos\" target=\"_blank\" rel=\"noreferrer noopener\">chaos theory<\/a>). This means that the predictability w.r.t. a specific outcome, given a particular input, is limited.<\/p>\n\n\n\n<p>Hence, trying to control complex system, such as a human or an organisation, will lead to disillusion. One first needs to <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/04\/science-self-organisation-episode-2\/\" target=\"_blank\" rel=\"noreferrer noopener\">accept the self-organised character<\/a> of such systems, in order to have any <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/05\/science-self-organisation-episode-3\/\" target=\"_blank\" rel=\"noreferrer noopener\">constructive influences<\/a> on them.<\/p>\n\n\n\n<p>What complexity means to an organisation is summarised beautifully by Christiane Schirsmann<sup>[2: p.521]<\/sup>, based on D\u00f6rner &amp; Funke<sup>[3: p.2]<\/sup>:<\/p>\n\n\n\n<ul><li>There are a plurality of elements\/ influencing factors and some may be unknown (intransparency). Consequently, mono-causal explanations are no longer sufficient, because they cannot map the system\u2019s complexity accurately. A systemic perspective with reference to patterns and structure seems to be more appropriate (<a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/#Definition_Synergetics\" target=\"_blank\" rel=\"noreferrer noopener\">synergetics!<\/a>).<\/li><li>The participating influencing elements\/ factors are generally related and influence each other. This results into a \u201climit w.r.t. control of the complex system\u201d<sup>[4: p.96]<\/sup>.<\/li><li>The internal system dynamics and the complexity of its evolution over time is not predictable limitlessly and in detail. A \u201cline-of-sight sailing\u201d<sup>[5]<\/sup> may be recommendable.<\/li><li>There may be a plurality of possible aims, which makes decisions generally more difficult.<\/li><\/ul>\n\n\n\n<p>From these consequences of the complexity of social systems, such as an organisation, follows evidently that predictability, security and control are more an illusion than something to rationality seek for as a goal in itself. What remains: The acceptance that a complex system is inherently <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/#Definition_SelfOrganisation\" target=\"_blank\" rel=\"noreferrer noopener\">self-organised<\/a> and that we *can* foster healthy structures by utilising the <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/05\/science-self-organisation-episode-3\/\" target=\"_blank\" rel=\"noreferrer noopener\">generic principles of self-organisation<\/a>.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p>  <a id=\"Definition_Emergence\" class=\"mce-item-anchor\"><\/a> <\/p>\n\n\n\n<h4><strong><strong><u>Emergence<\/u><\/strong><\/strong><\/h4>\n\n\n\n<p>Within <strong><em><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/#Definition_ComplexSystems\" target=\"_blank\" rel=\"noreferrer noopener\">complex systems<\/a><\/em><\/strong> (such as an organisation), one distinguishes between <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/29\/science-decision-making-episode-3\/#MicroMacroPhenomena\" target=\"_blank\" rel=\"noreferrer noopener\">micro and macro level<\/a>. The former refers to the system\u2019s individual parts, such as the employees and the latter refers to system properties, such as the organisational culture. Macro phenomena emerge from the dynamics of micro phenomena and, in turn, influence them.<\/p>\n\n\n\n<figure class=\"wp-block-embed alignleft is-type-video is-provider-youtube wp-block-embed-youtube wp-embed-aspect-16-9 wp-has-aspect-ratio\"><div class=\"wp-block-embed__wrapper\">\n<iframe loading=\"lazy\" title=\"Emergence \u2013 How Stupid Things Become Smart Together\" width=\"790\" height=\"444\" src=\"https:\/\/www.youtube.com\/embed\/16W7c0mb-rE?feature=oembed\" frameborder=\"0\" allow=\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" allowfullscreen><\/iframe>\n<\/div><figcaption>Watch this illustrative video on emergence<\/figcaption><\/figure>\n\n\n\n<p>This emergence implies the \u201c<strong>development of novel properties (or qualities) of a system<\/strong>\u201d<sup>[1: p.79]<\/sup>, which cannot simply be explained solely on the basis of the properties of the individual parts that make up the system. What is regarded as \u201cnovel properties\u201d depends on the point of view. Taking an organisation as an example, the organisational culture would be a \u201cnovel\u201d phenomenon, emerging from the interactions of many humans.<\/p>\n\n\n\n<p>There are 2 forms: <strong><em>weak<\/em> and <em>strong<\/em> emergence<\/strong>.<\/p>\n\n\n\n<p>If a phenomenon can \u2013 at least theoretically \u2013 be explained <a href=\"https:\/\/en.wikipedia.org\/wiki\/Reductionism\" target=\"_blank\" rel=\"noreferrer noopener\">reductively<\/a>, we are dealing with the so-called <em>weak emergence<\/em>. We may also call it quasi emergence, since the emergent character of the macro phenomenon disappears, when one takes a closer (educated) look at the properties and interactions of the micro parts of the system. Practically, such a reductive explanation often requires a certain level of (scientific) knowledge and potentially technological innovations (e.g. finding out more about the building blocks of the universe is the <a href=\"https:\/\/www.npr.org\/sections\/13.7\/2017\/08\/09\/542376003\/at-cern-in-search-of-nature-s-building-blocks\" target=\"_blank\" rel=\"noreferrer noopener\">main purpose of CERN<\/a>). When phenomena seem to be strongly emergent at first glance, it could be that more research leads to an explanation of the dynamics of the individual parts and therefore the phenomenon in question is actually weakly emergent. This is why for a scientist (or anybody who wants to understand a phenomenon\u2019s true origins) it is highly recommendable to assume weak emergence, and to have a closer look below the surface.<\/p>\n\n\n\n<p>By contrast, if one assumes that a phenomenon is <em>strongly emergent<\/em>, one would forgo any possibility to explain up front. The respective phenomenon can only be described on the abstract level (<em>step 4<\/em> in the <a href=\"https:\/\/icanbeme.space\/wp-content\/uploads\/2022\/09\/Icanbeme_ColemanBoat.jpg\" target=\"_blank\" rel=\"noreferrer noopener\">figure<\/a> of this <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/29\/science-decision-making-episode-3\/\" target=\"_blank\" rel=\"noreferrer noopener\">episode of how social phenomena emerge<\/a>) without referring to its true causes. At the current state of knowledge, we have to assume that only quantum fluctuations bear the potential of bringing <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/03\/science-self-organisation-episode-1\/#Definition_TrueChance\" target=\"_blank\" rel=\"noreferrer noopener\">true chance<\/a> and thereby genuinely non-explainable factors into the game.<\/p>\n\n\n\n<p>Emergence plays a key role in <strong><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/#Definition_SelfOrganisation\" target=\"_blank\" rel=\"noreferrer noopener\">self-organisation<\/a><\/strong>, whose fundamental principles are the topic of the <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/03\/science-self-organisation-episode-1\/\" target=\"_blank\" rel=\"noreferrer noopener\">series on synergetics<\/a>.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p>  <a id=\"Definition_SelfOrganisation\" class=\"mce-item-anchor\"><\/a> <\/p>\n\n\n\n<h4><strong><strong><u>Self-Organisation<\/u><\/strong><\/strong> <\/h4>\n\n\n\n<p>Organisational self-organisation refers to decision making processes and related structures (organisation models), as well as methods, which developed beyond any formal-hierarchical management or outside the \u201cbooks\u201d. Self-organisation, therefore, premises <em>employee empowerment<\/em> with respect to their content-related, as well as formal competences. Employees need to be able and encouraged to <em>participate<\/em> in decisions. &nbsp;<\/p>\n\n\n\n<p>The term self-organisation originates from the natural sciences. In particular, <em><strong><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/#Definition_Synergetics\" target=\"_blank\" rel=\"noreferrer noopener\">synergetics<\/a><\/strong><\/em> is the currently most developed interdisciplinary theory of self-organisation. In synergetics parlance, self-organisation refers to the spontaneous (i.e. not centrally controlled) formation of order in <em><strong><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/#Definition_ComplexSystems\" target=\"_blank\" rel=\"noreferrer noopener\">complex systems<\/a><\/strong><\/em><sup>[1]<\/sup>. Complex systems are characterised by consisting of a plurality of interacting parts. Due to the large number of parts and plurality of possible dynamics amongst them, these interactions are <em>non-linear<\/em>. This bears the potential of <a href=\"https:\/\/icanbeme.space\/index.php\/2023\/04\/06\/reflexivity\/\" target=\"_blank\" rel=\"noreferrer noopener\">reflexive<\/a> processes (<em>circular causality<\/em>), for example, feedback loops. On a <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/29\/science-decision-making-episode-3\/#MicroMacroPhenomena\" target=\"_blank\" rel=\"noreferrer noopener\">macroscopic-phenomenological level<\/a>, self-organisation causes qualitatively novel properties (<em><strong><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/#Definition_Emergence\" target=\"_blank\" rel=\"noreferrer noopener\">emergence<\/a><\/strong><\/em>), which the individual parts of the system do not inherently possess. Order (e.g. patterns, cells, waves, brain, social systems, such as an organisation) comes into being.<\/p>\n\n\n\n<p>However, self-organisation doesn\u2019t only happen within physical phenomena, such as water waves or planetary motions, but also within learning and development processes of humans and social structures. In practice, we experience this self-organised character by noticing that we humans (bio-psychological-social systems) and, all the more, social systems are far too complex as to be controlled centrally or by top-down management. Moreover, predictability of evolvement of such systems is limited by nature (<strong><em><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/#Definition_Chaos\" target=\"_blank\" rel=\"noreferrer noopener\">chaos theory<\/a><\/em><\/strong>).<\/p>\n\n\n\n<p>The acceptance, that all complex systems are inherently self-organised, does not mean, however, that we are doomed to fall prey to total chaos (as we use the term in our daily language). On the one hand, this acceptance is not an excuse for a laissez-faire mentality, co-drifting or chaotic daily life structures. On the other hand, self-organisation does not equal highly developed self-determination or a good self-management. <strong>Self-organisation is <strong>automatically<\/strong><\/strong> <strong>not a normative term<\/strong>: \u201cThe theoretical understanding of the processes of spontaneous structure formation is not associated with an explicit goal of action or a particular set of values.\u201d<sup>[1: p.65]<\/sup>. Thus, self-organisation does not prescribe what is good or bad*; it just happens, even without consciousness or governance.<\/p>\n\n\n\n<p>However, if we understand, <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/03\/science-self-organisation-episode-1\/\" target=\"_blank\" rel=\"noreferrer noopener\">how self-organisation happens<\/a>, we can learn <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/04\/science-self-organisation-episode-2\/\" target=\"_blank\" rel=\"noreferrer noopener\">what we can change and what we can\u2019t<\/a>, and how we can <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/05\/science-self-organisation-episode-3\/\" target=\"_blank\" rel=\"noreferrer noopener\">utilize its principles to foster a constructive self-organisation<\/a>. Therefore, only when we accept that complex systems are inherently self-organised and understand its underlying \u201cmechanisms\u201d, then we have the tools to bring about genuine and constructive <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/04\/science-self-organisation-episode-2\/#Difference_Change-Transformation\" target=\"_blank\" rel=\"noreferrer noopener\">transformations<\/a>.<\/p>\n\n\n\n<p>Hence, in order to foster healthy systems \u2013 such as <a href=\"https:\/\/www.antiloneliness.com\/self-development\" target=\"_blank\" rel=\"noreferrer noopener\">healthy minds<\/a> and empowering organisational cultures \u2013 promoting, facilitating and fostering a <strong>constructive self-organisation<\/strong> is essential. (Self-) reflection and the consideration of the <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/05\/science-self-organisation-episode-3\/\" target=\"_blank\" rel=\"noreferrer noopener\">8 generic principles of self-organisation<\/a> are key to this life-long endeavour. &nbsp;<\/p>\n\n\n\n<font face=\"verdana\" size=\"1\">* Unlike <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/26\/science-decision-making-episode-1-1\/\" target=\"_blank\" rel=\"noreferrer noopener\"> institutional norms. <\/a> <\/font>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p>  <a id=\"Definition_Synergetics\" class=\"mce-item-anchor\"><\/a> <\/p>\n\n\n\n<h4><strong><strong><u>Synergetics<\/u><\/strong><\/strong> <\/h4>\n\n\n\n<p><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/03\/science-self-organisation-episode-1\/\" target=\"_blank\" rel=\"noreferrer noopener\">Synergetics<\/a> is the most developed interdisciplinary science of the formation and&nbsp;<a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/#Definition_SelfOrganisation\" target=\"_blank\" rel=\"noreferrer noopener\">self-organization<\/a> of&nbsp;patterns&nbsp;and structures. It was originally founded by the physicist <a href=\"https:\/\/de.wikipedia.org\/wiki\/Hermann_Haken_(Physiker)\" target=\"_blank\" rel=\"noreferrer noopener\">Hermann Haken<\/a>.<\/p>\n\n\n\n<p>Synergetics uses formalisations from physics to describe the principles involved in the formation of order transitions (such as <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/04\/science-self-organisation-episode-2\/#Difference_Change-Transformation\" target=\"_blank\" rel=\"noreferrer noopener\">change &amp; transformations<\/a>). Essentially, there are <strong>3 factors<\/strong>, which determine any system:<\/p>\n\n\n\n<div class=\"wp-container-1 wp-block-group\"><div class=\"wp-block-group__inner-container\">\n<ul><li><strong>Control parameters:<\/strong><br>These describe the influence of the surroundings on the respective system. Control parameters are external circumstances, such as the magnitude of the energy influx, the stock price, the economic situation, the size of the organisation. <em>Control parameters are the relatively most difficult influenceable factors of the system.<\/em><\/li><\/ul>\n<\/div><\/div>\n\n\n\n<ul><li><strong>Order parameters:<br><\/strong>These are the predominant\/ leading parts of the system. Examples are a dominant figure, the purpose of the organisation, the organisational culture or its structure. Order parameters embody macroscopic qualities, which <strong><em><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/#Definition_Emergence\" target=\"_blank\" rel=\"noreferrer noopener\">emerge<\/a><\/em> <\/strong>from microscopic qualities. The organisational culture, for example, can\u2019t be installed externally by some consultant just like that; instead it is the result of the interaction between employees, which, in turn, originates from their values and those of the organisation. <em>Order parameters can be more easily influenced than control parameters. However, they are relatively more stable than the so-called <\/em>enslaved parts<em> of the system.<\/em><\/li><\/ul>\n\n\n\n<ul><li><strong>Enslaved parts:<br><\/strong>While order parameters emerge from the interaction of the parts of the system, they, in turn, enslave the system\u2019s parts (<em>principle of enslavement<\/em>). Hence, we are dealing with a so-called <em>circular causality<\/em>. Examples of circular are positive\/ negative feedback loops. \u201cEnslavement\u201d may sound quite brutal, but has a different connotation in physics (macroscopic properties of a system influencing microscopic ones) and shouldn\u2019t be taking literally. Often we have the choice whether we\u2019d like to be \u201ctag-alongs\u201d or whether we choose to act, for example, <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/25\/the-science-of-human-behaviour-decision-making-episode-2-1\/\" target=\"_blank\" rel=\"noreferrer noopener\">against organisational norms<\/a>. Nevertheless, we should not underestimate the implicit and subtle impact of order parameters, such as an organisational culture or <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/26\/science-decision-making-episode-1-1\/\" target=\"_blank\" rel=\"noreferrer noopener\">behavioural norms<\/a> in our society. <em>The enslaved parts of the system are the relatively most dynamic (most influenceable) factors of the system.<\/em>&nbsp;<\/li><\/ul>\n\n\n\n<p>Because these basic principles can be applied to any physical, biological, psychological, as well as social and organisational process, synergetics maybe be considered as a <strong>meta-theory of transformation- and innovation processes<\/strong>. It\u2019s key achievement is its <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/04\/science-self-organisation-episode-2\/\" target=\"_blank\" rel=\"noreferrer noopener\">ability to explain and model the emergence, properties and behaviour<\/a> of extremely <a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/#Definition_ComplexSystems\" target=\"_blank\" rel=\"noreferrer noopener\"><strong><em>complex<\/em><\/strong> phenomena<\/a> on the basis of just a few basic principles.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<pre class=\"wp-block-preformatted\"><em>References<\/em>\n[1] Haken, H. &amp; Schiepek, G. (2006, [2010]): \u201cSynergetik in der Psychologie \u2013 Selbstorganisation verstehen und gestalten\u201d, Hogrefe; <em>Quotes are translated from German by me<\/em>\n[2] Schiersmann, C. (2020): \u201cDas integrative Heidelberger Prozessmodell f\u00fcr Beratung \u2013 Umgang mit Komplexit\u00e4t und Unsicherheit\u201d in \u201cSelbstorganisation \u2013 ein Paradigma f\u00fcr die Humanwissenschaften\u201d; Viol, K, Sch\u00f6ller, H. &amp; Aichhorn, W. (Hrsg.), 2020, Springer: https:\/\/link.springer.com\/chapter\/10.1007%2F978-3-658-29906-4_3\n[3] D\u00f6rner, D. &amp; Funke, J. (2017). \u201cComplex Problem Solving: What It Is and What It Is Not.\u201d Frontiers in Psychology, 8, e1153.\n[4] Servatius, H.G. (1991): \u201cVom strategischen Management zur evolution\u00e4ren\u201d F\u00fchrung. Stuttgart: Poeschel.\n[5] Hinz, O. (2017): \u201cSegeln auf Sicht: Das F\u00fchrungshandbuch f\u00fcr ungewisse Zeiten.\u201d Wiesbaden: Springer Gabler.<\/pre>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p>Navigate through the episodes of the special theme<em> The Science of Human Behaviour<\/em> here:<\/p>\n\n\n\n<h4><strong>Table of Contents<\/strong><\/h4>\n\n\n\n<ol start=\"0\"><li><a href=\"https:\/\/icanbeme.space\/index.php\/special-themes\/the-science-of-human-behaviour\/\" target=\"_blank\" rel=\"noreferrer noopener\">Introduction to&nbsp;<em>The Science of Human Behaviour<\/em><\/a><\/li><li><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/08\/30\/science-motivation-episode-1\/\" target=\"_blank\" rel=\"noreferrer noopener\">Motivation<\/a>: Research shows that there are 5 different types of motivation. Especially the aggregate forms \u2013 <strong>autonomous vs. controlled motivation<\/strong> \u2013 have a different impact on our well-being.<ul><li><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/08\/30\/science-motivation-episode-1\/\" target=\"_blank\" rel=\"noreferrer noopener\">Episode 1<\/a>: 5 Types of Motivation<\/li><li><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/19\/science-motivation-episode-2\/\" target=\"_blank\" rel=\"noreferrer noopener\">Episode 2<\/a>: Impact of Motivation on our Well-Being<\/li><\/ul><\/li><li><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/23\/science-decision-making-episode-1\/\" target=\"_blank\" rel=\"noreferrer noopener\">Decision Making<\/a>: <strong>Rational Choice Theory<\/strong> explains how we make our 35000 daily decisions and how social phenomena arise from our individual behaviour.<ul><li><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/23\/science-decision-making-episode-1\/\" target=\"_blank\" rel=\"noreferrer noopener\">Episode 1<\/a>: From situation to action<\/li><li><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/26\/science-decision-making-episode-1-1\/\" target=\"_blank\" rel=\"noreferrer noopener\">Episode 1.1<\/a>: Institutional Norms<\/li><li><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/28\/science-decision-making-episode-2\/\" target=\"_blank\" rel=\"noreferrer noopener\">Episode 2<\/a>: Taking action<\/li>\n<li><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/25\/the-science-of-human-behaviour-decision-making-episode-2-1\/\" target=\"_blank\" rel=\"noreferrer noopener\">Episode 2.1<\/a>: Excursion: Deviant Behaviour<\/li>\n<li><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/29\/science-decision-making-episode-3\/\" target=\"_blank\" rel=\"noreferrer noopener\">Episode 3<\/a>: Emergence of Social Phenomena<\/li><\/ul><\/li><li><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/03\/science-self-organisation-episode-1\/\" target=\"_blank\" rel=\"noreferrer noopener\">Self-Organisation &amp; Transformation<\/a>: <strong>Synergetics <\/strong>\u2013 the meta-theory of order transitions \u2013 connects the natural sciences with the social sciences and explain what we can change and what we cannot.<ul><li><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/09\/30\/synergetics-dictionary\/\" target=\"_blank\" rel=\"noreferrer noopener\">Synergetics-Dictionary<\/a><\/li><li><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/03\/science-self-organisation-episode-1\/\" target=\"_blank\" rel=\"noreferrer noopener\">Episode 1<\/a>: Physical principles and basics<\/li><li><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/04\/science-self-organisation-episode-2\/\" target=\"_blank\" rel=\"noreferrer noopener\">Episode 2<\/a>: The relevance of transformation<\/li><li><a href=\"https:\/\/icanbeme.space\/index.php\/2022\/10\/05\/science-self-organisation-episode-3\/\" target=\"_blank\" rel=\"noreferrer noopener\">Episode 3<\/a>: The Agile Organisation <\/li><li><a href=\"https:\/\/icanbeme.space\/index.php\/2023\/02\/01\/synergetic-navigation-system\/\" target=\"_blank\" rel=\"noreferrer noopener\">Episode 3.1<\/a>: The Synergetic Navigation System (SNS)<\/li><\/ul><\/li><\/ol>\n\n\n\n<hr class=\"wp-block-separator has-css-opacity\"\/>\n\n\n\n<p><em>Written by Julia Heuritsch | Last edited: 30th September 2022<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"<p>This dictionary introduces the most important (physical) concepts to understand self-organisation and transformation processes.<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":""},"categories":[36,32,34],"tags":[16,17,38,37],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v19.2 - 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