Specific Design Principles: de Sitter's Organizational Structures

In the previous chapter, we discussed Beer’s Viable System Model; a functional model specifying desired effects required for viability. These effects can be used as criteria for diagnostic or design purposes. We also pointed at limitations of the Viable System Model. As a functional model it does not address the question of the embodiment of functions. Although it specifies desired effects, it does not positively address the question of how to design their realization. Simply put, the strength of the Viable System Model is stating what effects should be realized, not how they should be realized. For instance, functions three and four should engage in a relatively complex and balanced dialogue about plans for innovation, but what is needed to realize this dialogue? How should one distribute tasks and responsibilities among organizational members, so that this dialogue can be carried out properly? How should one select, allocate, and train the people involved in these dialogues, and how does one design the technological infrastructure supporting the complex communication processes required for innovation? In short: how does one design the infrastructure realizing the desired effects for viability?