VSM and Viablity Canvas

Welcome to the World of Complexity

The The Viable System Model and the Viability Canvas are about organizational viability. Viability means more than survival; it involves sustaining a meaningful existence with distinct goals and identity while preparing for the future and playing a sustainable role within its environment.

For an organization to survive and thrive, it must make decisions, establish structures that facilitate these decisions, and ensure a smooth flow of information. Our approach to this task is rooted in Cybernetics, the science of control and communication. Specifically, we apply the principles of Cybernetics to organizational structures through the Viable Systems Model (VSM), making it a practical tool for organizational viability.

Navigating the challenges of a complex world demands high situational awareness and rapid decision-making in the face of changing situations. We found the ideas behind John Boyd's OODA Loop very helpful in bridging the gap between understanding a situation holistically and choosing adequate reactions.

Embarking on the journey of understanding organizational viability can often feel like 'thriving on chaos.' It's like navigating through a maze of intricate and interconnected concepts. For newcomers, this complexity can be daunting, presenting a myriad of challenges and questions. But fear not, you have a reliable guide that will illuminate the path ahead and empower you to make confident strides.

Welcome to the world of complexity – let your journey of discovery and mastery begin.

A lightweight Non-Process

Many discussions focus far too early on solutions and methods. My favorite question in such a discussion is: what problem are we solving now? The beginnings of work on the canvas were no exception. The canvas started as a "VSM canvas." It was intended to provide an initial introduction to the Viable System Model.

The first applications and experiments showed that this approach quickly generates diagnoses for organizational problems. However, the strategy is not straightforward and certainly not self-explanatory. Likewise, the language of organizational cybernetics, in its consistency and expressiveness, is a strength, but it is not necessarily helpful in assigning the existing vocabulary in existing organizations.

The canvas is designed to productively use the tension between the pressure to react quickly and the need to take sufficient time for decisions and reflection. It offers a step-by-step description and encourages jumping back and forth, skipping steps, or carrying them out several times. The canvas is a non-process, but its flexibility is its strength, providing reassurance in its adaptability.