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Dual control theory is a branch of control theory that deals with the control of systems whose characteristics are initially unknown. [1] [2] It is called dual because in controlling such a system the controller's objectives are twofold: (1) Action: To control the system as well as possible based on current system knowledge
Controllability and observability are dual aspects of the same problem. Roughly, the concept of controllability denotes the ability to move a system around in its entire configuration space using only certain admissible manipulations. The exact definition varies slightly within the framework or the type of models applied.
The viable system model (VSM) by Stafford Beer. Management cybernetics is concerned with the application of cybernetics to management and organizations. "Management cybernetics" was first introduced by Stafford Beer in the late 1950s [1] and introduces the various mechanisms of self-regulation applied by and to organizational settings, as seen through a cybernetics perspective.
The multiple principal problem, also known as the common agency problem, the multiple accountabilities problem, or the problem of serving two masters, is an extension of the principal-agent problem that explains problems that can occur when one person or entity acts on behalf of multiple other persons or entities. [1]
The definition of a closed loop control system according to the British Standards Institution is "a control system possessing monitoring feedback, the deviation signal formed as a result of this feedback being used to control the action of a final control element in such a way as to tend to reduce the deviation to zero."
Double-loop learning is used when it is necessary to change the mental model on which a decision depends. Unlike single loops, this model includes a shift in understanding, from simple and static to broader and more dynamic, such as taking into account the changes in the surroundings and the need for expression changes in mental models. [3]
Control is a function of management that helps to check errors and take corrective actions. This is done to minimize deviation from standards and ensure that the stated goals of the organization are achieved in a desired manner.
Key critics of the command-and-control management ethos and techniques include members of the systems-thinking community and associated thinkers, including W. Edwards Deming, [1] John Seddon, [2] Kōnosuke Matsushita, [3] Taiichi Ohno, Russell L. Ackoff, [4] Donella Meadows, [5] Alfie Kohn, [6] and the outspoken Vanguard Method practitioner ...