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Decision and Control
Presents the basic approaches underlying Stafford Beer's thinking since the publication of his first book in 1959. Deals with a philosophy of science relevant to management and particularly with the nature of models. Demonstrates all major points through examples quoted of management science applications to industry and government.
576 pages, Paperback
First published May 31, 1966
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Displaying 1 - 5 of 5 reviews
November 7, 2022
This book is concerned with one topic alone: competent management.
So reads the one quote that best sums up the description of what Decision and Control is about. In it, Stafford Beer claims that competent managers use the knowledge which mankind has systematically accrued (science) wherever this knowledge is needed, instead of resorting to guesswork through ignorance of what that knowledge is.
Decision and Control is a lengthy volume (556 pages) that further elaborates the ideas presented by Beer in an earlier work of his, Cybernetics and Management. In my own words, that is a management philosophy that uses Cybernetics principles and Operational Research techniques to tackle the complex problems managers have to face in today's world (or back in 1966 when this book was originally published).
Suitably, the book is divided in four big parts, comprising 5 chapters each.
The first part is highly theoretical. It elaborates on the nature of Operational Research, its origin and underpinning formal languages (those of mathematics, statistics and logic), what science is about and how knowledge is acquired. The second part rounds up the subject of OR by explaining its methodology, the practical application of the three formal languages quoted above, and enumerating case studies that implemented OR successfully.
The third part is devoted to the role of Cybernetics in the subject of management. If Operational Research is giving us the tools with which we can attack management problems, Cybernetics gives us the overarching principles that allows to cope with the problems arising from exceedingly complex systems. Beer argues that Cybernetics, being the science that concerns itself with control and communication, is perfectly positioned to aid the management profession. As management decision have to do with controlling or influencing the behavior of a system by enacting policies, surely we can apply Cybernetics reasoning to that effect.
The interplay of OR and Cybernetics lays in the concept of a "black box". Cybernetics is interested in finding homomorphic models that map to real world situation. Such models include a set of inputs and outputs. By simulating the such a model, constructed as a black box, we can gain insights about the behavior of a system. How we go about building such models relies on OR tools such as linear programming, statistics, queue theory or information theory (to name a few disciplines). There's also the concept of variety, that is, the number of possible states a system can find itself in. Variety is then a measure of complexity, and to deal with problems of control and policies of exceedingly complex systems it helps to think in terms how to amplify the variety of the regulator, or reduce the variety that comes from the environment into the regulator.
Lastly, the last part is dedicated to outcomes. Here Beer looks at what is possible to achieve in the realms of industry, business, national and international policies and also education by thinking about management using a Cybernetic paradigm.
I have tried my best to summarize this book in my own words and I know I'm not making it any justice. I will concede that during the first quarter of it I was quite lost as I ploughed through the many philosophical considerations behind OR, science and management. I also admit that there's a certain condescending tone from Beer throughout the book, where he takes every little opportunity to bash at the mediocre management, making an awful lot of generalizations (when not plain rants) every few chapters.
Despite my own intellectual limitations, I ended up liking the content of the book very much. As it is about almost half-way through that philosophical platitudes are left aside and Beer deploys his wealth of Cybernetic thinking describing successful case studies (all richly illustrated as well). Which is something that he carries on until the end.
Published back in 1966, I can't help but think this book is relevant today, all the more given the current challenges we face as a species. Automation and AI have showing us the way of producing more, cheaply. But the issues that Beer talks about (economic stagnation, environment, poor international state of affairs) remain present. And as far as I can see, we seem to be led that people who resort to the same myopic thinking of which Beer talks about in length here.
4.5 out of 5 for me.
So reads the one quote that best sums up the description of what Decision and Control is about. In it, Stafford Beer claims that competent managers use the knowledge which mankind has systematically accrued (science) wherever this knowledge is needed, instead of resorting to guesswork through ignorance of what that knowledge is.
Decision and Control is a lengthy volume (556 pages) that further elaborates the ideas presented by Beer in an earlier work of his, Cybernetics and Management. In my own words, that is a management philosophy that uses Cybernetics principles and Operational Research techniques to tackle the complex problems managers have to face in today's world (or back in 1966 when this book was originally published).
Suitably, the book is divided in four big parts, comprising 5 chapters each.
The first part is highly theoretical. It elaborates on the nature of Operational Research, its origin and underpinning formal languages (those of mathematics, statistics and logic), what science is about and how knowledge is acquired. The second part rounds up the subject of OR by explaining its methodology, the practical application of the three formal languages quoted above, and enumerating case studies that implemented OR successfully.
The third part is devoted to the role of Cybernetics in the subject of management. If Operational Research is giving us the tools with which we can attack management problems, Cybernetics gives us the overarching principles that allows to cope with the problems arising from exceedingly complex systems. Beer argues that Cybernetics, being the science that concerns itself with control and communication, is perfectly positioned to aid the management profession. As management decision have to do with controlling or influencing the behavior of a system by enacting policies, surely we can apply Cybernetics reasoning to that effect.
The interplay of OR and Cybernetics lays in the concept of a "black box". Cybernetics is interested in finding homomorphic models that map to real world situation. Such models include a set of inputs and outputs. By simulating the such a model, constructed as a black box, we can gain insights about the behavior of a system. How we go about building such models relies on OR tools such as linear programming, statistics, queue theory or information theory (to name a few disciplines). There's also the concept of variety, that is, the number of possible states a system can find itself in. Variety is then a measure of complexity, and to deal with problems of control and policies of exceedingly complex systems it helps to think in terms how to amplify the variety of the regulator, or reduce the variety that comes from the environment into the regulator.
Lastly, the last part is dedicated to outcomes. Here Beer looks at what is possible to achieve in the realms of industry, business, national and international policies and also education by thinking about management using a Cybernetic paradigm.
I have tried my best to summarize this book in my own words and I know I'm not making it any justice. I will concede that during the first quarter of it I was quite lost as I ploughed through the many philosophical considerations behind OR, science and management. I also admit that there's a certain condescending tone from Beer throughout the book, where he takes every little opportunity to bash at the mediocre management, making an awful lot of generalizations (when not plain rants) every few chapters.
Despite my own intellectual limitations, I ended up liking the content of the book very much. As it is about almost half-way through that philosophical platitudes are left aside and Beer deploys his wealth of Cybernetic thinking describing successful case studies (all richly illustrated as well). Which is something that he carries on until the end.
Published back in 1966, I can't help but think this book is relevant today, all the more given the current challenges we face as a species. Automation and AI have showing us the way of producing more, cheaply. But the issues that Beer talks about (economic stagnation, environment, poor international state of affairs) remain present. And as far as I can see, we seem to be led that people who resort to the same myopic thinking of which Beer talks about in length here.
4.5 out of 5 for me.
February 27, 2016
One of Beer's earlier works, first published in the year I was born (50 years ago). Still incredibly relevant and providing insights on nearly every page. What a shame for the world that this man and his work isn't recognized for the genius he was. Every company (not to mention national governments) could gain so much by studying Beer's books.
July 28, 2018
Es un libro que cuesta trabajo por la cantidad de ideas que plantea, por el manejo tan amplío que tiene del idioma inglés y por el detalle que llega a poner al tratar de explicar algo.
A pesar de que Stafford Beer hace entender que es un libro de divulgación de la cibernética, la verdad es más para iniciados en los sistemas y managent.
Los ejemplos son acordes a la época y lugar donde se escribieron, por lo que muchos de ellos no hacen sentido ahora.
Me queda la sensación de cuando tienes clase con esa una persona que sabe de lo que habla, es apasionado, pero piensa más rápido de lo que puede hablar.
A pesar de que Stafford Beer hace entender que es un libro de divulgación de la cibernética, la verdad es más para iniciados en los sistemas y managent.
Los ejemplos son acordes a la época y lugar donde se escribieron, por lo que muchos de ellos no hacen sentido ahora.
Me queda la sensación de cuando tienes clase con esa una persona que sabe de lo que habla, es apasionado, pero piensa más rápido de lo que puede hablar.
February 28, 2013
"Decisión y control" es un libro fuerte, pesado y difícil pero inmensamente valioso a la hora de entender por qué es importante el trabajo del científico en las organizaciones como apoyo al administrador. Explica de manera pormenorizada el pensar del administrador y nos da una visión de por qué es tan difícil hacer ciencia en la empresa; y por qué muchas veces al consultor se le ve como a un charlatán que viene a la empresa a contarnos lo que ya sabemos; y a cobrar millones por ello. Si queremos ser consultores y tener argumentos a la hora de enfrentar estos cuestionamientos, este libro es maravilloso y está lleno de explicaciones que tanto el administrador comoel científico pueden entender (al menos la primera de las cuatro partes). Ya después el libro se pone un poquito más pesado, hablando de diferentes modelos y formas de organización, para al final presentar lo que fueron los primeros esbozos del famoso Modelo del Sistema Viable de Beer. Imperdibles las últimas cinco páginas donde se presenta una reflexión super contemporánea sobre el papel del científico en un mundo de administradores llenos de talento pero con pocos estudios.
April 18, 2010
Virtually every major "discovery" trotted out by business authors in the 70s, 80s, 90s, and '00s that I've had the pleasure of reading, upon reflection and returning to this one source, appear to have by "pre-discovered" and their history and importance touched upon at least in passing in this remarkable management classic.
Displaying 1 - 5 of 5 reviews