Balancing anticipatory feedback occurs when. Proactive communication
The concept of "connection" is included in any definition of a system and ensures the emergence and preservation of the integrity of its properties. This concept simultaneously characterizes both the structure (statics) and the functioning (dynamics) of the system.
However, it is rather difficult to define this almost obvious concept - there are dozens of definitions. In some cases, communication is a "process ...", in others it is a "subsystem (element) ...". We can say that "communication" is a separate element and there is some sense in this, since sometimes a communication channel has a material embodiment with its own static and dynamic properties.
The simplest definition is:
connectionsis what unites the elements into a whole.
Let's look at a deeper definition.
The relationship of mutual dependence, conditioning, commonality between the elements of the system, which can be mechanical (exchange of efforts), trophic (exchange of energy) and signals (exchange of information), is called communication(interconnection) of elements.
It is assumed that links exist between all system elements, between systems and subsystems. If there is a relationship between the elements, then, therefore, there is a relationship between them.
First order linksthe links that are functionally necessary to each other are called. Additional links are called connections of the second order.If present, they significantly improve the performance of the system (manifestation of the synergistic effect), but are not functionally necessary. Excessive or conflicting connections are called connections of the third order.Sometimes a bond is defined as limiting the freedom of elements. Indeed, the elements, entering into connection with each other, lose some of their properties, which they potentially possessed in a free state.
There are several classifications of links. Connections can be characterized direction, strength, character(type) According to the first criterion, links are divided into directedand undirected.On the second - on strongand weak.By nature (type), there are connections submission,connections offspring (genetic), equal (indifferent),connections management.
For cybernetic models of systems in which connections are conventionally considered unidirectional, such a definition is more adequate.
Communicationis a way of interaction between inputs and outputs of elements.
In light of this definition, the links are divided into straightand reverse(fig. 7).
Straightthe connection between the output of one element and the input of another is called, reverse- the connection between the output and the input of the same object.
Moreover, the feedback can be carried out directly (Fig. 7, b) or using other elements of the system (Fig. 7, c)
Distinguish positive (amplifying)and negative (balancing)feedbacks. If we restrict ourselves to only external reasons for the change in output, then we can stop at such definitions.
Feedback,reducing the influence of the input action on the output value is called negative, and increasing this influence is called positive.
In general
positive(amplifying) feedback amplifies the tendency of the system output to change, and negative(balancing) - reduces it.
Thus, negative feedback contributes to the restoration of equilibrium in the system, disturbed by an external influence or some internal causes, and positive feedback enhances the deviation from the equilibrium state in comparison with its value in the system without such feedback.
Examples. Positive feedback. At the entrance - a deposit in the bank, at the exit - the amount of money in the account. If you put 1000 rubles in the bank. at 10% per annum, then in a year the account will be 1100 rubles, in 2 years - 1210 rubles. and so on. If you take a loan from the bank 1000 rubles. at 10% per annum, then in a year the account will be 1100 rubles. debt, after 2 years - 1210 rubles. etc.
Feedback is the basis of self-regulation, development of the system, its adaptation to changing conditions of existence. All of our life experiences consist of feedback loops.
Examples of positive feedback: cancer, living cell growth, knowledge accumulation, rumor spread, self-confidence, epidemic, nuclear reaction, panic, coral reef growth.
Examples of negative feedback: air conditioner, body temperature, percentage blood sugar, blood pressure, convalescence, cycling, predators and prey, supply and demand in the market, regulation of assortment.
There is a curious kind of feedback - the so-called feedforward... In this case, the future influences the present. For example, if you expect failure, then chances are you will get it. Conversely, if you are in the mood for success, your energy and optimism help you and increase your chances.
Our expectations and worries, fears and hopes contribute to the formation of exactly the future that we envision.
Proactive communication creates what are called self-fulfilling prophecies. An example is a situation with an expectation of a deficit. People believe in prophecies and act on them. Our future is built by our beliefs.
The peculiarity of proactive communication is that efforts aimed at avoiding unwanted events lead to them. Examples include the mechanism of insomnia or the paradox-wish: "Be at ease!"
Amplifying feedbackoccurs when an initial change is intensified by subsequent ones. In other words, the "effect" of a change reinforces its "cause", which in turn increases the change. As a result, the system begins to move away from the initial state with increasing speed.
This can lead to reinforcing proactive communication,which arises when the very fact of forecasting pushes the system away from the predicted state, and the forecast turns out to be a self-canceling prophecy.
Balancing Feedbackoccurs when changes in the system neutralize the original change and weaken its consequences. In other words, the "effect" of the change is opposite to its "cause". The system comes to a stable state - to the achievement of its "goal".
Balancing Proactive Communicationoccurs when the expectation of change pushes the system towards a predicted state, and the forecast turns out to be a self-fulfilling prophecy.
Classification of systems.
Work independently in.
1. V.N. Volkova, A.A. Denisov. Fundamentals of systems theory and systems analysis: Textbook. Ed. 3rd revised and enlarged. SPb .: Publishing house of SPbSTU, 2007.-512 p. (Column of the Ministry of Education). Literature
2. Mukhin V.I., Malinin V.S. Research of control systems: Textbook for universities. - М: Publishing house "Exam", 2003. - 384 p.
Lecture 2
SYSTEM APPROACH IN RESEARCH OF CONTROL SYSTEMS
Lecture plan:
1. Concept and basic principles of the systems approach
2. The essence of the systems approach
Feedback concept and feedback loop. Their role and function in the life of control systems.
Types of feedback loops in control systems and their use for business development (in my opinion, the same thing)
The systems approach is based on a way of thinking cyclically, not linearly. All elements of the system are directly or indirectly interconnected, therefore, a change in one of the elements affects all the others. These other elements will also change, and these changes in turn will also cause changes in the first element. He will begin to react to this backwash. Consequently, the initial impact returns to the original element in an already changed form, closing the cycle, and not spreading only in one direction. This cycle is called a feedback cycle. If the two elements are connected, then the impact can spread in both directions, as in a telephone line: you can call your friend, then he can call you in the same way. Feedback is the output signal of the system, applied to its input, or the return of information at the next stage of its transmission.
Feedback is often understood as a reaction as such (that is, a reaction to anything), but the essential point is that in this case it is the response to the impact that influences the next step, and this is nothing more than a two-way communication.Feedback is precisely a cycle, so thinking in terms of feedback needs to be cyclical.
Feedback is the basis of any system: no feedback - and no system.
There are two main types of feedback:
1. Enhancing feedback - when changes in the system as a whole lead to an increase in the initial change. In other words, change goes through the system, making even more change in the same direction.
2. Balancing feedback - when changes in the system as a whole lead to a weakening of the initial change.
All systems, no matter how complex they are, are built on closed feedback loops of only these two types.
Enhancing
Consider amplifying feedback first. It is often not quite accurately called "positive", but this name does not correspond to the essence of this type of relationship, because, firstly, it can be confused with something like praise, and secondly, it gives the impression that this kind of relationship good in itself, while in reality it can be really useful, or it can turn out to be a real evil, if thanks to it the whole system inevitably gets out of control: everything depends on what exactly is amplified. Therefore, to avoid confusion, we will call this kind of connection "amplifying".
Intensifying feedback pushes the system in the very direction in which it is already moving. Depending on the initial conditions, it can lead to both an increase in the activity of the system and its fall. In this case, part of the reinforcing feedback loop is a "reward" if the effect is to enhance the same behavior. The reward can be a promotion, material gain, moral encouragement, emphasized attention, or just a smile. Your actions, the rewards you receive for them, and your renewed actions constitute a loop of reinforcing feedback. Reward itself is not reinforcing feedback, unless it reinforces the same initial behavior.
Imagine a snowball rolling down a mountain. Along the way, he collects snow adhering to it, and the more it gets, the more snow sticks to it, until this movement turns into an avalanche.
Has it ever occurred to you that your bank account is nothing more than a system? It manifests reinforcing feedback. Imagine that you have $ 1000 in your account at 10% per annum. For the first year, such capital will give $ 100 in profit and will total $ 1100. For the second year, this amount will bring 10% - $ 110, - which in total with the previous capital will already amount to $ 1210. Profits will increase even more next year. And the more the amount grows, the more profit it will bring, becoming more and more itself. Continuing these calculations, it is easy to find that in seven years you will double your savings and your account will have an amount of $ 2,000. And every next seven years it will double. The $ 1,000 equity deposited in your account at the time of your birth, by the time you turn twenty-one, will be $ 8,000. Left to itself, reinforcing feedback leads to the so-called exponential growth, the essence of which is that the growth rate is proportional to the value already obtained, and the doubling period remains constant. Such a process can begin as slowly and imperceptibly as you like, but, left to itself, it steadily becomes stronger, and its effectiveness moves towards acquiring destructive power.
To demonstrate reinforcing feedback, we'll use a snowball image for clarity.
Now about negative or destructive cycles. Suppose a manager tired from overloading cannot fully concentrate on the project. This leads to such problems when the work needs to be redone, which in turn increases the overload ...
The lack of time acts here as a loop of amplifying feedback.
Balancing Feedback
Nothing grows forever. Finally, a second type of feedback mechanism is set in motion, which limits growth. This mechanism is called balancing feedback. This connection is opposed to change. It occurs where a change in one part of the system causes changes in all other parts, which in turn restrain or limit the original change, opposing it. These are such mechanisms. which resist change and keep the system in balance, otherwise reinforcing feedback could simply destroy the system.
Balancing feedback is sometimes called "negative", but in this case the name is not entirely accurate. First, by "negative feedback" is often understood as simply criticism, and secondly, the very word "negative" is perceived as "bad". However, again, balancing feedback itself is neither good nor bad; stating it under this name simply means that the system resists change. It can both help and hinder us - it all depends on what we want to do. When you want to make changes to a complex system, counterbalancing feedback appears as "resistance." If you intend to maintain the system in a fixed state, such a connection manifests itself as stability.
Balancing feedback directs the system towards the goal, i.e. to such a state when the balancing feedback mechanism is turned off, and the system turns out to be balanced
bathroom. Balancing feedback is always aimed at reducing the difference between the actual and the desired state of the system. As long as this difference persists, the balancing feedback will move the system in the direction of the desired state. The closer to the goal, the less the difference between these states and the less the system changes.
A balancing feedback mechanism is involved in maintaining inventory. There should be a sufficient reserve of them in the warehouse so that customers do not have to wait, but the inventory should not be excessive, because warehouse space comes at a high cost. In the economy as a whole, supply and demand form the basic mechanism of balancing feedback. When demand exceeds supply and goods are scarce, the feedback mechanism reduces demand in two ways - by increasing prices and increasing the supply of goods. When supply exceeds demand, a feedback mechanism to stimulate demand lowers prices and possibly reduces supply by holding excess inventory or cutting production.
(for outlook ;-))
Proactive feedback
Most often, feedback gives a chain of cause-and-effect relationships, in which each successive action affects the next. For example, the feeling of thirst makes us drink, and after drinking, we get rid of thirst. Causal relationships form vicious circle: what with one
the point of view was the cause, on the other it becomes the effect. In time, the cause always precedes the effect.
Anticipation is an interesting and slightly different form of feedback. It's all about our ability to anticipate the future. The anticipation of an event that has not yet occurred becomes the cause of something that would not have happened otherwise. Thus, the future influences the present. For example, in anticipation of imminent failure, most of the time you do fail. After all, what's the point of giving all the best if everything is doomed to failure in advance? On the other hand, when you count on success, your energy and optimism make it more likely. Feeling successful is the best path to success. (And defeatism leads to failure.) Our successes, fears, and visions of the future help us
create it as we envision it. So that the best way securing a tiring and unlucky day is to “know” in advance that it will be. Expect the worst, think only of the unpleasant and convince yourself that you know the future. And since you know in advance that the day will be boring, you will feel uncomfortable all day, take on different things, trying to get rid of everything as soon as possible and finally be at home. If at the same time you still remember from time to time other days when everything went well and was good for you, you can be sure that the day will turn out exactly as you foreseen. And when you want the day to turn out good, do the opposite: look forward to it, think about all the interesting things that it will bring you, and let it be important and bright in your imagination. Completely devote yourself to any business. You will be pleasantly surprised (or disappointed), but, as a rule, thoughts about the upcoming "move" events in the expected direction.
Anticipation creates a self-fulfilling prophecy. On the stock exchange, the equivalent of feeling successful is the best way to success is money to money.
For example, there are rumors that some stocks will go up. Generally speaking, nothing happens, but the rumors attract buyers. The stock price is going up. The higher it is, the more buyers. An amplifying feedback loop is created. Finally, market analysts launch a balancing loop: they announce that the rate is overvalued, people start selling stocks, and the rate falls. Projections of impending shortages work the same way. What do people do when they find out that a certain product will soon disappear from sale? They go and buy it ≪ just in case≫ more,
The world around us is an extremely complex system. And to understand it, you need a system that is no less complex.
The human brain is the most complex system we know of. Weighing about 1.5 kg, it contains more than 100 trillion nerve cells - neurons; that is, about the same number as there are stars in the Milky Way. Over 10 trillion neurons are contained only in the cerebral cortex - its outer shell. And according to the systems approach, the very connections between nerve cells are more important than the cells themselves. An individual neuron can have up to one hundred thousand connections, and about a thousand of them are constantly involved. The brain is not like a computer, but each individual nerve cell works like a small computer. The cerebral cortex contains over a million trillion connections. If we started counting them one per second, the total would take 32 million years.
No two brains are alike. Everyone is born with the full complement of neurons they need, but up to 70% of these neurons die off in the first year of life. Surviving neurons form an even more complex network of connections. As we get to know the world around us, some of these connections become stronger, while others weaken. The brain cannot exist independently of the world in which it lives and which forms it; the external system of the surrounding world creates the internal system of our brain.
The task of the brain is to find patterns and find meaning in the flow of sensory information that it receives from the outside. The very act of perception also forms the meaning of the perceived information, therefore it is the brain that creates the world in the form in which it appears before us. Interpretation is an integral part of perception.
Specialists - neurosurgeons and neurophysiologists - define the brain as an integrated and decentralized network in which waves of coordinated and differentiated resonant structures interact in parallel and simultaneously. That is, in short, it is system the highest level of complexity.
The brain as an information structure in every bit is as complex as it flatters our vanity and frightens our intellect.
Simple and complex systems
The system exists due to the interaction of its parts; at the same time, it is not so much the size or number of these parts that is important, as the relations established between them and the influence that they have on each other. These interrelationships, and therefore the systems themselves, are simple and complex.
There are two ways to complicate anything. When we think about something complex, we often think of it as consisting of many different parts. This is the complexity of the structure. If you look at a jigsaw puzzle with thousands of pieces, you will see this complexity. You can often find a way to simplify things by grouping parts together and organizing them differently, because each part has only one place to go into. Computers can handle this kind of complexity well, especially if the procedures for dealing with such systems are programmable.
Another type of complexity is dynamic complexity. It arises when the elements of a system can be connected to each other in different ways, because each part can be in different possible states, and then even a small number of elements can be combined in a huge number of ways. And the seemingly irrefutable law is not always justified that the smaller the number of elements, the easier it is to understand and manage the system. It all depends on the degree of dynamic complexity.
Consider, for example, a team of employees in a firm. Each of them can simply change their mood from time to time. Therefore, there are many options for connections that can be established between them. Thus, a system can contain a small number of elements, but have enormous dynamic complexity. And the problems that seem simple enough at first glance may turn out to be too complex on closer examination.
The appearance of new links between elements complicates the system, and the addition of new elements can create new links. When you add one new item, the number of possible connections does not increase by one. It can grow exponentially; in other words, with the addition of each next element, the increase in the number of links exceeds the corresponding increase that occurred when the previous one was added. Suppose, for example, that to begin with there are two elements - A and B. Between them there can be two connections and two ways of transmitting the impact: from A to B and from B to A. Now we add one more element - C. Three elements appeared in the system : A, B and C. The number of possible connections increased to 6 or to 12, if we assume that two elements can form an alliance and interact with the third (for example, A with B interact with C). You see that even a small number of elements can form a dynamically complex system, even if these elements are in only one state, We know this from our own experience: it is more difficult to manage two people than one, not twice, but more than twice, because which significantly increases the likelihood of erroneous understanding; the second child more than doubles the amount of trouble and adds joy to the parents.
The simplest systems consist of a small number of elements, the range of possible states of which is insignificant, and of a small set of simple connections connecting these elements. Examples of such systems are the thermostat and the plumbing system. Both of these systems are not too complicated in terms of composition and dynamics.
A very complex system can contain many elements and subsystems, each of which can be in a variety of states, which in turn can change under the influence of other elements. Trying to give an exhaustive description of this kind of complex systems can be compared to finding an exit from a maze that completely changes its configuration as soon as you change the direction of movement. Any strategy game like chess has dynamic difficulty because every time you make a move, you completely change the position on the board, as your move changes the very ratio of the pieces. (You could think of an even more complex dynamic chess game in which a piece would turn into a new piece with each move.)
The first lesson of a systems approach: find out what kind of complexity you are facing: structural complexity or dynamic complexity - with a jigsaw puzzle or with chess.
The interaction between various elements of the system determines the principles of its operation, so any element, even the smallest and seemingly simplest, can change the behavior of the system as a whole. For example, the hypothalamus, a pea-sized region of the brain, regulates body temperature, respiration rate, water balance, and blood pressure. Likewise, heart rate affects the functions of the whole body. When it rises, you may feel anxious, excited, or joyful. When it goes down, you feel more sluggish.
All elements of the system interact and depend on each other. Connections with other elements give them the power to influence the entire system as a whole. This leads to an interesting rule of thumb for managing systems, especially groups of people: the more connections you have, the easier it is to manage. Indeed, research shows that successful managers spend four times as much network building time as their less successful peers.
Various elements can be combined into groups to affect the system as a whole. Groups form alliances that can completely change the way a government, organization or team works.
Have you noticed that when you open the refrigerator, the compressor usually turns on immediately? This is because warm air enters the refrigerator compartment through the open door. Its inflow creates a temperature above the level set on the thermostat, which turns on the compressor, which begins to cool the chamber.
Our body is equipped with a much more sophisticated thermoregulatory system that maintains body temperature at a constant level. It is normally 36.6 ° C and it is impossible to change this target level! When we overheat, several things happen. Sweat comes out, then it evaporates and, accordingly, the temperature of the skin drops. In addition, superficial blood vessels dilate, blood flow to the surface of the skin increases, and the body emits excess heat. We cannot control both of these reactions; they are automatic feedback mechanisms. Our body is only able to tolerate fluctuations in internal temperature in a very narrow range.
Enhancingreverseconnection
The presence of feedbacks is an integral characteristic of systems: there are no feedbacks, there are no systems either. There are two main types of feedback:
■ Enhancing reverse connection - when a change in the state of the system serves as a signal to enhance the initial change. In other words, the system provides more change in the same direction.
■ Balancing (balancing) reverse connection - when a change in the state of the system serves as a signal to start moving in the opposite direction in order to restore the lost balance.
All systems of any complexity use only these two types of feedback.
First, let's take a look at the amplifying feedback. It is often referred to as "positive", but this is not a very good name, since it seems that we are talking about something necessarily good and approved. This type of connection can be useful, but it can also cause unhappiness when it leads the system to destruction. It all depends on what exactly is changing. To avoid confusion, we will always talk about "amplifying" feedback.
This feedback pushes the system along the chosen path. Depending on the initial conditions, it can lead to an increase or damping of the process. Reward is part of this feedback loop, if it is rewarding, it reinforces the same behavior. It can be a gift, money, words of support, or even a smile. You take an action, receive a reward, and repeat an action — there’s a reinforcing feedback loop for you. Reward itself cannot be considered feedback unless it leads to reinforcing the same behavior.
Imagine a snowball rolling down the side of a hill. With each revolution, more and more snow sticks to it, and it becomes larger and larger until it turns into an avalanche.
Did you know that a bank account is also a system? A savings deposit has all the hallmarks of a reinforcing feedback mechanism. Imagine that you have $ 1,000 in your account, which brings 10% per annum. In the first year, the capital will give $ 100 in the form of interest, and the amount on the account will grow to $ 1,100. In the second year, this new amount will enrich you by another 10%, i.e. $ PO, and capital will be $ 1,210. In the third year, the interest income will be even more significant. The larger the deposit amount, the greater the amount of interest that goes to increase the account. If you continue in this spirit, then in seven years your money will double to $ 2,000. The amount will double every seven years. If, at the birth of a child, 1 thousand dollars are deposited into his account, he will receive 8 thousand dollars by twenty-one. In the absence of constraints, amplifying feedback generates exponential growth, when the gain is proportional to the achieved result, and the doubling time is constant. At first the process is slow, but the further, the faster.
Throughout this book, amplifying feedback will be symbolized by the image of a snowball:
Enhancing reverse connection - exponential growth
Exponentialgrowth- tasks"on thebackfill "
1. Take a piece of paper and fold it in half to make it twice as thick. How thick will it be if you can fold it 40 times?
2. You are the owner of the pond. In one corner of it, water lilies begin to multiply rapidly. Every day there are twice as many of them. After 30 days, you find that half of the pond is already overgrown with them. You do not want. so that the water lilies cover the entire surface of the reservoir, because then they will crowd out all other plants, but you are very busy and decided that you will only intervene on the very last day. When is it coming?
3 According to legend, chess was invented in the Middle East thousands of years ago as an entertainment for rulers. The inventor asked for a reward: one grain of rice for the first cell, two for the second, four for the third, and so on twice as much for each subsequent. There are 64 cells on the chessboard. The governor knew that he had hundreds of large barns with rice, so he agreed. Did he act wisely?
Answers to p. 75.
Populationandexponentialgrowth
All other things being equal, the population grows exponentially. In the middle of the 17th century. the world's population was approximately half a billion people. If the rate of growth remained unchanged, then in one hundred and fifty years its number would double.
After 250 years, by the beginning of the 20th century, the population exceeded one and a half billion people, and the doubling time dropped to 140 years. The growth rate increased due to the decrease in the mortality rate. In 1991, the world's population was nearly five and a half billion people. Over the past 20 years, the birth rate has declined more than the death rate, and the growth rate was 1.7%. Even with such low growth rates, the population of the Earth continues to increase rapidly, because it is already very large (it grows by 92 million people per year, that is, by 2.4 million a day).
As long as the birth rate is above the death rate, the population will continue to grow exponentially. When the birth and death rates become equal, its numbers will become stable, every year an equal number of people will die and be born to replace them. If the death rate exceeds the birth rate, the population will decline. This applies to any population.
The mortality and fertility rates in the world are not the same: in some countries the number of inhabitants is growing, in others it is decreasing, in others it remains unchanged. The World Population Growth Indicator summarizes the figures obtained for all countries. Based on recent reports, the most likely scenario is that by 2080 we will peak at ten and a half billion people, after which the world's population will begin to decline. (4)
The forecast is based on the assumption that current trends will continue: fertility worldwide will decline, and life expectancy in third world countries will increase by one year per decade.
Summarize. The reinforcing feedback promotes development in the same direction as the original change. If the system begins to change in a favorable direction, this is a huge advantage. But suppose the initial change was negative? In this case, reinforcing feedback can create a vicious circle.
For example, a savings account or any other investment of capital: when it generates income, the reinforcing feedback loop builds up wealth, and the investment can be increased as well. If you haven't invested anything, there is no change. But if you took out a loan, the debt will grow rapidly. A $ 1,000 debt on a credit card at an annual rate of 20%, for example, will rise to $ 1,200 by the end of the first year and to $ 1,440 by the end of the second. It will double in the first four years, and then again in the next four. Exponential growth means that the doubling time remains constant - regardless of the numbers.
Metaphorsenhancingreverseconnections
Are these expressions familiar? They usually indicate that a reinforcing feedback loop is at work:
■ We got promoted.
■ Get into the wave.
■ And it went downhill.
■ Failed into a tailspin.
■ Above the roof.
■ Won a lucky ticket.
■ Money to money.
■ Forward and higher.
■ On an inclined plane.
■ Everything goes by itself for the better (worse).
■ The avalanche cannot be stopped.
Remember: nothing lasts forever!
Intensifying feedback does not always lead to explosive exponential growth, but it always does. enhanceschanges in the same direction. For example, sometimes reinforcing feedback loops occur in communication. If you start it off on a friendly note, it's like putting money in a bank account. A good relationship will develop, and both interlocutors will be happy to meet. Having started to trust each other, people are imbued with this feeling more and more. An indifferent relationship is like a bank account zero: it tends to remain neutral. If communication begins in an unfriendly tone, the relationship can quickly become hostile. Mutual suspicion is the right material for a reinforcing feedback loop. When mistrust arises between people, they tend to negatively interpret each other's words and deeds and want to pay back in kind. If the feedback loop is not broken, mutual hostility and violence may increase. This may even start a war between nations.
An example of a positive effect of reinforcing feedback is an increase in knowledge and erudition. These concepts are intangible, but they are also subject to amplifying feedback. The more we know, the more we can learn more, using for this already accumulated baggage. We have the opportunity to expand and deepen our knowledge.
Now let's look at examples of vicious cycles. Overloaded with responsibilities, the manager is unable to fully concentrate on the project. This creates problems, the work has to be redone, from which the production load increases ...
Pressure time in contour enhancing reverse connections
Examples ofenhancingreverseconnections
team spirit
cancers
paranoia
microphone effect
cell colony growth
population growth
interest on bank deposit
debt to a bank
study of
chain letters
self-confidence
epidemics
nuclear reaction
coral reefs
reward
Balancingreverseconnection
Eternal growth is impossible. Someday the second type of feedback comes into play and stops growth. They call her balancing feedback,those. opposed to change. A loop of such a connection operates where a change in one part of the system leads to such consequences in the rest of its parts that the initial change is inhibited or played back. This form of feedback resists change and maintains system stability that would otherwise be destroyed by amplifying feedback.
Balancing feedback is sometimes referred to as “negative,” but this name is misleading for two reasons. First, “negative feedback” is often interpreted as criticism, and second, the word “negative” usually refers to something bad. But there is nothing good or bad about balancing feedback in and of itself. Its presence simply means that the system is resisting change. It may come in handy for us, or it may hinder - it all depends on what we are trying to achieve. If we want to change a complex system, counterbalancing feedback will be a "force of resistance." And if we strive to preserve the system, we will call the same quality “the force of stabilization”.
There are many balancing feedback mechanisms in our body. For example, the temperature of the human body is unchanged. A small part of the brain called the hypothalamus acts as a "thermostat" control mechanism. When the temperature deviates from the norm, it triggers changes to eliminate this phenomenon. Other balancing feedback mechanisms ensure the stability of heart rate, blood pressure and body temperature under a variety of external influences. It is the reliability of these mechanisms that makes us viable.
The balancing feedback mechanism regulates the difference between the actual and the desired state of the system. Throughout this book, the symbol of balancing feedback mechanisms will be the image of the balance:
Most of the examples on pages 48-53 relate to balancing feedback. Thirst is a signal that there is a gap between the required and the actual level of fluid in the body. Drinking is necessary to reduce this difference and restore balance. When you ride a bike, your eyes and muscles detect the deviation from balance (from the norm), and the movements of the arms and legs restore it.
Balancing feedback directed but attainment goals. All systems possess mechanisms balancing feedback, which provide them stability, and because at any systems there is target, even if a it consists only in tom. so that system left unchanged.
balancing feedback directs the system towards the goal, i.e. to a state where the balancing toll mechanism is turned off and the system is balanced.
Balancing feedback is always aimed at reducing the difference between the actual and the desired state of the system. As long as this difference persists, balancing feedback will move the system in the direction of the desired state. The closer to the goal, the less the difference between these states and the less the system changes.
So, a measurement mechanism is needed, otherwise the system will not know about the difference between its actual and desired states. The measurements made by the system must be accurate enough so that there is no risk of triggering unnecessary feedback mechanisms. For example, if a faulty thermometer is used in a thermostatic system, it will not turn on the heater when needed. There are several indicators on the vehicle dashboard that inform you about the status of various components. A few months ago, the brake light in Joseph's car came on, and this is a serious matter. But when he drove the car to the workshop, they found that the brakes are in perfect order, but the electronics are junk, which is why a false signal was received.
In addition, the measurement accuracy must be adequate for the system objectives. If, for example, a thermometer in the thermoregulation system records a difference of one hundredth of a degree, the home heating system will turn on and off by the minute, since the temperature in the room changes slightly even when someone walks in or out. On the other hand, if the thermometer shows a temperature that differs from the true one by five degrees, you will have time to freeze pretty well before the system turns on. The precision of intention, we repeat, must be consistent with the objectives of the system. As for communication, each of us is familiar with people so thick-skinned that neither yawning nor glazed eyes of the interlocutor will stop them and will not prevent them from showing the album of photos to the end taken during the last vacation. On the other hand, some people are so hypersensitive that an accidental remark can be mistaken for an expression of disapproval, and a minute lack of attention to them - for complete disregard.
Meaningful communication always presupposes the presence of some goal, even if we are not aware of this, otherwise our actions would be chaotic. We always act with purpose. It can be the most trivial when we solve a problem at the micro level (as in the example considered earlier with hitting the finger on the spot), or extremely important when we plan our own life at the macro level. We may not be aware of our own goals, change them or fail, but they are always with us. Each conversation has its own task, even if it is only about not being completely boring to while away the time. In accordance with this goal, we select replicas. Often the goal is very specific: we want to sell something, convince a person that we are right, or get him to do what we need. In accordance with the goal, we select words and gestures, and the eyes and ears help us judge how successfully the movement towards the goal is. So if we, for example, intend to sell something, then we need to pay attention to the manifestations of interest, answer questions and seek mutual understanding.
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