Organisational Unity

Our shared blindspot: the absence of unity is itself the unifying factor.

The integration of diversity within coherent unity (and as expressed or experienced across multiple technical and functional domains and disciplines) is a core problem of our era. One thing, and context agnostic, that large organisational systems rarely do well is to find effective balance between a need for control (as direction, guidance, intent) and the parallel tendency of information and energy-processing systems to autonomously approximate towards their own optimal solutions to the complexities (and responsibilities) they endemically bear.

Solutions in this space include introducing new conceptual vocabularies that, among other things, acknowledge that although homogeneity has a place and a role, it is often an inadvertent and forced barrier to cohesion and resonant unity. Information and energy-processing systems tend towards the optimal solution for managing their own inevitable inconsistencies, if given enough degrees of freedom. When they are locked down into singular frameworks, they tend (as stratified bureaucracies) to reproduce anything other than the effects and cohesive, resonant amplification of effect or influence they seek.

This is an irreducible problem of logical system self-containment at the gestalt level.

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