note · Timeline
Adaptive Systems and Cooperative Structures
Notebook: Questions Before Starting a Worker Co-op · Archive
Here is a detailed timeline of the main events covered in the provided sources, followed by a cast of characters:
Detailed Timeline
2009 (February): A concept paper titled “Turn Your Company Outside-In…” is published, discussing the shift from hierarchical power relationships and “push” systems (associated with “Theory X” human nature assumptions) to outside-in value creation relationships and “pull” systems (associated with “Theory Y” human nature assumptions). It also addresses the changing nature of “Management” as an internal function and the increasing importance of the market as an external reference. The paper introduces the concept of network cells as mini-enterprises.
2009 (May): Another concept paper, “How to Create the Adaptive Network Organization…”, is published, echoing the themes of the February 2009 paper. It reinforces the discussion on shifting from hierarchical, push-based approaches (“Theory X”) to outside-in, pull-based value creation (“Theory Y”). The concept of network cells as mini-enterprises is again highlighted.
2011 (February): The “OEOC Multi-Stakeholder Cooperative Manual” is published. This manual serves as a guide for understanding and implementing multi-stakeholder cooperatives. It covers topics such as the definition of a cooperative, the unique aspects of multi-stakeholder cooperatives, different classes of membership (user, worker, supporter), balancing interests, allocation of governance rights, distribution of surplus, and dissolution and transfer rights. It also discusses the “Solidarity Difference” compared to conventional corporations and non-profits, and explores other ways to share information and invite participation. The manual includes case studies of multi-stakeholder cooperatives in practice from various locations including Quebec, North Carolina (U.S.), Paris (France), Wisconsin (U.S.), Mondragon (Spain), British Columbia (Canada), and Texas (U.S.).
2019 (September): A paper titled “Understanding Why Beyond Budgeting Has Not Been Widely Adopted” is published. The excerpts highlight that despite arguments for its effectiveness, Beyond Budgeting has not been widely adopted.
2021: “Essays on Dynamic Contracts” is published. This work explores various aspects of dynamic contracts, including models where an agent observes success and where an agent does not observe success. It delves into optimal contracts, incentive compatibility, rewarding success, and compensating failure, and also discusses screening under fixed-wage employment and dynamic delegation with adverse selection. The document includes detailed mathematical derivations and proofs related to these concepts.
2023 (November): A paper on “Strategic Disclosure and Investor Loss Aversion” is published. The excerpts focus on the mathematical modeling of strategic disclosure decisions by firms and the impact of investor loss aversion. It discusses the roots of a function g(s, κ, δ) related to withholding information and the calculation of expected values based on disclosure or withholding decisions.
Undated (but likely throughout the period covered by the other sources): The principles and implementation of the Viable System Model (VSM) are discussed in “Mastering Viable System Model - Gerardus Blokdyk.” This source emphasizes VSM’s role in achieving Operational Excellence, navigating market waves, embracing systems thinking, informing tech investments, empowering knowledge management, driving transformation, fostering relationships with stakeholders, and uncovering hidden opportunities. It discusses various components and systems within the VSM framework (System 1, System 3, System 4, System 5) and their impact on organizational viability, resilience, innovation, and governance. Stafford Beer is credited with sparking a revolution in operational excellence with the VSM. The concept of recursion is highlighted as a driver of continuous improvement and operational excellence. The document also contrasts VSM with other management methodologies like Lean, Six Sigma, and Total Productive Maintenance.
Cast of Characters
Based on the provided sources, the principal people mentioned are:
Chelsey Simpson: Mentioned as being involved with the Oklahoma Food Co-op, and acknowledged in the “OEOC Multi-Stakeholder Cooperative Manual.”
Dr. Brian K. Rank: Associated with HealthPartners and acknowledged in the “OEOC Multi-Stakeholder Cooperative Manual.”
Gerardus Blokdyk: Author or subject of “Mastering Viable System Model,” which extensively discusses the Viable System Model and its applications for achieving operational excellence and organizational viability.
Ruffin Slater: Associated with Weaver Street Market and acknowledged in the “OEOC Multi-Stakeholder Cooperative Manual.”
Stafford Beer: Credited in “Mastering Viable System Model” with sparking a revolution in operational excellence with the Viable System Model.
Steve Yarak: Associated with Black Star Co-op Pub and Brewery and acknowledged in the “OEOC Multi-Stakeholder Cooperative Manual.”
Sue Ecclestone: Associated with PACE and acknowledged in the “OEOC Multi-Stakeholder Cooperative Manual.”
Please note that some individuals are mentioned in the context of acknowledging their contributions or associations with specific organizations, rather than as central figures in a narrative. Gerardus Blokdyk and Stafford Beer appear to be more prominent figures based on the content provided about the Viable System Model.