Illusion of Self-Organization 1

The Fallacy of Self-Organizing Systems

Chenista Rae Straubel

BUS 3004

Prof. Susan Newell

April 6, 2005
 Illusion of Self-Organization 2

The Fallacy of Self-Organizing Systems

Abstract

In Decker’s tutorial Biology 576: Landscape ecology & macroscopic dynamics:

self-organizing systems, he writes (2004):

What is so fascinating is that (…) organization seems to arise

spontaneously from disordered conditions, and it doesn’t appear driven by

known physical laws. Somehow the order arises from the multitude interactions

of the simple parts, and the laws that may govern this behavior are not well

understood.

Decker offers that there are “intuitive indicators” or “mechanisms and

preconditions” necessary for systems to potentially self-organize. These conditions are:

1. There must be a “nonzero” flow of energy through a system, i.e., systems

must exchange energy or “mass” with their environment. Systems are

defined as “a recognizable entity such as an organ, an organism, or a

population”. Without this energy exchange, systems would deplete usable

energy and experience entropy.

2. The system must experience continuous change by importing usable energy

from an environmental source and exporting entropy back.

3. Local interaction is an important condition inherent in all natural systems.

4. Feedback loops exists between components and “structures … emerge at

higher hierarchical levels”.

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5. Agents which are the components, connections, interactions, and feedback

loops must include cells, living tissue, immune systems, brains, populations,

hives, communities, economies, and climates.

6. Emergence: “the whole is greater than the sum of the parts, and the whole

exhibits patterns and structures that arise spontaneously from the parts”.

Decker offers, “Some believe emergence is nothing more than a trick of

perception, when the observer’s attention shifts from the micro-level of the

agents to the macro-level of the system. Emergence fits well into the

hierarchy theory as a way of describing how each hierarchical level in a

system can follow discrete rule sets.” These interactions effect self-organized

systems producing large-scale structures that are responsible for changing

the activity at lower levels.

This paper discusses the origins of order with emphasis on nature and mental

orders, the steps in organizing, and how systems use order to make sense of their

experiences and of their environment. The paper concludes with a critical analysis of

the concept of “self-organization” and our perception of origin.

Origins of Order

Somewhere on the edge of chaos where the path of complexity and computation

cross, natural order emerges and causes conditions through which we attempt to make

sense of experience. Adaptation causes systems to change their “internal information

processing functions” based upon “transition rules” within an “order-chaos spectrum”.

“Optimal system states (status)” offer peaks of connectivity that links information. The

faster information travels the more chaotic a system appears. Less connected systems
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(information that moves slowly) settle quickly into stable or periodic states. This

dynamic may be the sole parameter through which self-organization takes place.

Organizing Chaos – Breathing Application into Order

In the beginning God created the heaven and the earth. And the earth

was without form, and void; and darkness [was] upon the face of the deep. And

the Spirit of God moved upon the face of the waters. And God said, Let there be

light and there was light. And God saw the light, that [it was] good: and God

divided the light from the darkness. –Genesis 1:1-4 KJV

Order allows us to make sense of our surroundings and also of our experiences.

When considering the origin of order, we have to consider how the organization of order

helps us to place the pieces of reality into a structure that we can understand with

clarity. By applying the structure of organization to our experiences we are able to use

what we know more effectively and to recall the events with clarity that adds meaning

and purpose to later ideas or thoughts.

There are three steps to organizing order: clustering, analyzing, and prioritizing.

Clustering is simply grouping. When we cluster we 1) Look for similarity; 2) Name

similarities based upon causes, people, results, things, etc.; and 3) Identify the cluster

symbolically. When analyzing, we look for clusters and individual items that we can

omit or add. As we clarify through purpose, we research for additional “data links” that

we may need to identify to help present our position. When prioritizing, we create a

mental outline of the analyzed clusters that makes sense and offers meaning to our

position.
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According to the text, there are four natural orders that are consistent with the

natural laws or order and also within out mind. Following is a discussion of each of the

orders and how they are used by individuals as well as culturally by society (Ibid.).

Natural and Mental Orders

Topical Order. Things have a “natural place” and topical order helps us to

describe objects and places in the physical dimension (natural world). We follow a

predefined path in our description such as from top to bottom or right to left, etc.

Individuals working with natural laws may use topical order to define their experiences

and these may include architects, surveyors, sculptors, astronomers, geologists,

farmers, engineers, mechanics, bus drivers, community developers, truck drivers, and

students.

When applying the steps of organizing to the topical order we cluster details,

analyze that which we wish to keep or discard, and prioritize the experience by

arranging the details from top to bottom, etc. Topical order follows the fundamental

constructs of time and space by arranging things and thoughts into a progressive

experience that is both concrete and clear.

Analogical Order. The mind is a powerful tool and is able to metaphorically link

our thoughts and experiences creatively. By drawing on the forces of nature reflective

in language and within the flow of our thoughts, analogical order offers insight by

allowing us to understand similarities and differences.

When applying clustering, we group similarities using the insight of analogies.

We group the likenesses when analyzing and prioritize by mixing the ideas to creatively
 Illusion of Self-Organization 6

construct an analogy. Storytellers portray the importance of analogy by molding the

central theme toward their audience. In analogy we realize that the taste of an entire

ocean is within one drop of its water.

Chronological Order. Perhaps the most natural order, chronological order

implies changes in succession or within a meaningful sequence. For instance, when we

write we realize that the beginning is an introduction (abstract), the middle is the body or

the meat of the experience, and the conclusion is the end or what we have learned from

the experience. Often times what we remember most clearly is what we have learned

and also we can see the end of an idea or experience perhaps before its beginning.

When applying organization to the chronological order we realize that when we receive

the information and recite the event, it is naturally clustered and prioritized. Our

challenge in applying the chronological is to discern what is useful and what should be

discarded – what adds to the story or is too much information that actually distracts from

the experience. Chronological order is the easiest to comprehend and to recall – it is

the most natural flow.

Causal Order. Cause and effect helps us to identify reasons or challenges that

we can use to modify our behaviors and thus, our experiences. “If you always do what

you’ve always done – you will always get what you’ve always got!” accurately describes

how causal order effects our lives and our thoughts. Change has reasons. When

applying clustering to causal order, we look for similar experiences, through analyzing

the events we identify the root our underlying causes, and through prioritizing we

effectuate change within our behaviors.

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Mental Orders. Human structure incorporates other major orders (mental based)

including scientific and logical. Scientific order finds uses in manufacturing, cooking,

business, and some engineering processes requiring empirical data. Four steps of

scientific methods include observation, hypothesis, experimentation, and validation.

Logical order is applied in the educational fields with changing premises that function

best within a particular field of use.

Conclusion

In his bibliography, author Gus diZerega writes:

…order[s] arises from elements within a system acting

independently from one another within a framework of procedural rules or

laws that generate positive and negative feedback such that independent

behavior takes the actions of others into consideration without intending to

do so, and that the impact of that behavior tends to facilitate more

complex relationships of mutual assistance than could ever be

deliberately created. Such systems generate order “spontaneously.” In

doing so they can act in unanticipated ways because there is no

overarching goal, authority, or blueprint that orders the actions of their

components or the responses they make to feedback generated within the

system.

This author seems to support Decker’s views regarding the origin and emergence of

order.

Although I can very much appreciate these differing views and concepts of the

nature of order and its origin, I do not believe in coincidence. The universe is not a
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crapshoot of chaos and meaningless void - and God does not gamble or throw the dice.

Everything happens with reason, purpose, and in perfect rhythm – although often times

we are challenged to interpret the interactions into meaningful and worthwhile

experiences.

Research and development very much depends upon creativity, spontaneity,

enthusiasm, and innovation. We are all aware of a collective consciousness whether

we refer to it with divine origin or an intellectual foundation depends upon our own

beliefs. Our perceptions of our experiences are merely centered around the foundation

of beliefs. The origin itself is inherently creative and it merely exposes itself to us and

allows us to “evolve” seemingly out of the chaos. It is all but an illusion.

Order does not just spontaneously develop; we merely become conscious and

aware of it. The human mind and perception is ego-centered; based upon pride and we

adore that we have the power to manipulate and to “invent” or reinvent our environment,

seemingly spontaneously based upon whim and will. This “illusion” has a foundation

built upon false “world systems” and beliefs that dictate a philosophy that we, as

humans, are the center and most significant part of the universe. We believe we have

innate power and we project that power into systems and sub-systems and observe

how they change and adapt, all the while believing that what is happening is self-

adjusting and self-adapting. We admire our observations while all the time missing the

miracle of the consciousness and awareness.

Order exists independent of the fact that we have or have not identified or agree

with it! It is the order that identifies whether or not we will receive the revelation of its

presence and therefore an understanding and respect for it.

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I disagree whole-heartedly, ethically, and morally with the theories of

randomness and chaos as the origin of order and I disagree with spontaneous, self-

organizing and self-adjusting systems and organizations.

I do so however, very much appreciate the perceptions and minds that are able

to observe and to place significant value on the orchestrated efforts of nature and the

patterns through which order unfolds independent of their awareness of how their own

consciousness and perception of reality interacts with and affects the “story”!
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References

Decker, Ethan H. Biology 576: landscape ecology & macroscopic dynamics: self-

organizing systems. Department of Biology, University of New Mexico,

Albuquerque. Retrieved October 5, 2004

http://sevilleta.unm.edu/~bmilne/bio576/instr/html/SOS/sos.html#ch1.

DiZerega, Gus. Emergent order / self-organizing systems. Bibliography.

Kirby, Gary R. and Goodpaster, Jeffrey R. (1999). Thinking. 2nd ed., Chapter 8:

Organizing. Prentice-Hall, Inc.

Wheatley, M., & Myron, K. (1996). A simpler way. San Francisco: Berrett-Koehler

Publishers, Inc.