Angela Espinosa is Emeritus Fellow at Hull University Business School, University of Hull, UK.

"Lots of people have been waiting for this book. Angela Espinosa is a noted authority on organisational cybernetics and worked closely with Stafford Beer. Her work deepens our understanding of the ‘viable system model’ and offers significant insight into how best to use it in practice."- Professor Michael C. Jackson, OBE"It is a pleasure to recommend this book that brings multiple applications of the Viable Systems Model (sometimes combined with other systems approaches) to practical problems in society. Too often, new methodologies remain within academia and their potential goes unrealized but this book gives numerous examples of work that combines an empathetic approach to people trying to make their institutions work while maintaining the rigor of the science behind them."- Dr. Allena Leonard, Cybernetician, Director Team Syntegrity International, President Metaphorum. Former President of the American Society for Cybernetics and the International Society for the Systems Sciences"The functioning of our society depends strongly on the functioning of its organizations. Angela Espinosa's book, based on great application experience, shows in a practical way how to apply the Viable System Model so that we can finally make organizations work, however complex and dynamic their environment. A must read for all leaders dealing with organizational issues."- Dr. Martin Pfiffner, Board of Trustees Fondation Oroborus

• List of FiguresList of TablesPrefaceAcknowledgmentsList of AbbreviationsList of ContributorsIntroduction1. Towards Self-Governed Businesses and SocietiesSystems, Complexity, and Cybernetics SciencesOrganisational CyberneticsComplex Systems SciencesComplexification in the 21st CenturyUnderstanding Complexity (and Variety)What is Complexity and Variety?Organisational Elements (O, M, E)Ashby's Law of Requisite VarietyViability vs Complexity ManagementManaging Variety and LearningOrganisational Learning and DevelopmentManaging Complexity in OrganisationsWhy We Need to Evolve Towards Sustainable Self-Governed OrganisationsSummary2. Organisational Viability (and Sustainability)The Need for More Resilient Organisations and SocietiesWhat is a Viable and Sustainable (v&s) Organisation?The Physiological InspirationThe Viable System ModelSystem 1 (S1)System 2 (S2)System 3 (S3)S3: Generating SynergiesAligning Meta-Systemic and Operational ManagementComplementarity of S3 and S2 RolesThe Control DilemmaSystem 3* (S3*)System 4 (S4)System 5 (S5)The Recursive Viable System TheoremManaging Complexity: Organisational PrinciplesResponsible AutonomySelf-RegulationAdaptationSelf-GovernanceSustainable Self-GovernanceLeaving Behind Earlier Critics of the VSM3. A Methodology to Support Self-transformation Towards Viability and SustainabilityOn VSM MethodologiesDeveloping the Self-Transformation Methodology (STM)The Ontology of the ObserverThe STM: A Systemic Methodology to Facilitate Organisation LearningOn VSM EpistemologyThe Self-Transformation Methodology in a NutshellDesigning and Starting a v&s ProjectAgreements on Organisational IdentityRich Pictures - The Organisational LandscapeStatement of Organisational IdentityRecursive AnalysisVSM Preliminary DiagnosisMapping the Viable System of the System in FocusDoing a VSM Preliminary DiagnosisComplete VSM DiagnosisMapping v&s Roles and MechanismsIdentifying and Mapping Diagnostic IssuesAssessing System 1’s InteractionsThe Inside and Now (Systems 1, 2, and 3)The Outside and Then (Systems 3, 4, and 5)Aligning Strategy, Structure, and Information SystemsAligning Strategy and StructureStrategic Information ManagementSelf-Transformation Projects and PlanMonitoring and Assessing PerformanceTeam SyntegritySummary4. Towards More Resilient and Healthier Organisations and SocietiesOrganisational Health, Resilience, and Self-GovernanceEarly Alarms from the COVID-19 PandemicTowards More Resilient IndividualsRepresenting an Individual as a Viable (and Sustainable) SystemTowards More Viable and Sustainable IndividualsEarly Alarms to Businesses v&sTowards More Resilient BusinessesCase study – M*Clean (with A.C. Martinez)Towards More Resilient Health ProvidersPreliminary VSM Analysis of the NHS in EnglandVSM Diagnosis of a Surgery Unit in a Local English Health Trust (with J. Walker and K. Grover)Conclusions5. 'Fits like a Glove': The VSM for Supporting More Systemic Educational OrganisationsFrom Non-Systemic to Systemic Education and Educational InstitutionsWhat Is a Non-Systemic Approach to Education?Towards More Systemic Educational InstitutionsSelf-Transformation of ELF – The Whole Story (with Jon Walker and Vladimir Pop)Clarifying the School’s IdentityRecursive AnalysisVSM DiagnosisAligning Strategy, Structure, and Information SystemsSelf-Transformation Projects and PlanMonitoring and Assessing PerformanceReviewing Elf’s Self-TransformationDesigning TINTA, a Systemic Education Online Provider (with G. Ramirez)TINTA’s Approach to Systemic EducationAgreeing on TINTA’s IdentityRecursive Analysis - TINTA’s Primary ServicesDesigning TINTA’s Organisation with VSM CriteriaTINTA Coming to Life: First Self-AssessmentSystemic Education in Higher Education InstitutionsSystemic Management in Universities around the WorldMagdalena University (v&s) Case StudySelf-Transformation of Educational Institutions - Post-COVID-196. v&s in Organisational NetworksComplex Organisational Systems as Social NetworksThe Rise of Social Networks (21st Century)What is a v&s Network?Background Research on VSM and Social NetworksExample: A v&s Industrial NetworkDesigning a State-Owned Enterprise on a Complex Environment (with A. Al Hinai and J. Walker)Complexity Challenges to Design a National Broadband NetworkVSM Design of the OBCVSM DesignSocial Network AnalysisFive Years LaterRedesigning a Latin-American 2nd Generation Broadband Network (with M. Giraldo and J. Walker)The N2BN IdentityRecursive AnalysisVSM DiagnosisAligning Strategy and StructureDesigning Strategies for Supply Chain Integration at the UK Offshore Wind Industry (with Julija Danilova)Analysing SCI with the STMVSM FindingsSuggested Reorganisation StrategiesLearning from the ResearchDilemmas of Self-Governance in Organisational Networks7. Sustainable Self-GovernanceContemporary Approaches to GovernanceTraditional Approaches to GovernanceCollaborative Approaches to GovernanceSustainable Self-Governance (v&s)Towards Sustainable Self-GovernanceA Framework to Assess Sustainable Self-GovernanceExample: Sustainable Self-Governance in a Socio-Ecological SystemAssessing Self-Governance in an Indigenous Community in the Amazon (with C. Duque)Background on Their Governance StructuresVSM Analysis of Their Governance StructuresLearning from the v&s Project (by C. Duque)Sustainable Self-Governance in an Afro-Caribbean Community (with C. Duran)Past and Present of the Orika Community Council (OCC)Assessing Sustainable Self-Governance at OrikaLearning from the Case Study (by C. Duran)Conclusions8. Facilitating Systemic Change with the VSMSystemic Change: What It Is and How It Can Be DoneThe Cybersyn ProjectStrategic Information Management at the Colombian President’s Office (1990-1992)Re-Engineering the National Auditing Office (NAO) in ColombiaRedesigning the NAOThe Model of the StateImplementing the ‘Systemic Auditing Process’Learning from the ProjectMonitoring the Impact of National Programs to Reduce Poverty in ColombiaRedesigning the National School System (NSS) in ColombiaDeveloping the National Environmental System (NES) in ColombiaThe Relevance of Beers’ Legacy to Facilitate Systemic ChangeThe Need for Massive Systemic Changes to Improve Response to the COVID-19 Pandemic9. An Idea Whose Time Has ComeLessons on Using the VSM for Sustainable Self-GovernanceDeveloping VSM-Related Methodologies and ToolsVSM and MultimethodologyVSM and Team SyntegrityAddressing Traditional Criticisms to the VSMVSM Research LandscapeConclusionsIndex