How Do Committees Fail To Invent? - Infrequently Noted

Conway's Law | Laws of Software Engineering

Organizations design systems that mirror their own communication structure.

The Unaccountability Machine: Why Big Systems Make Terrible Decisions—and How the World Lost Its Mind

Longlisted for the 2024 Financial Times Book of the Year. How life and the economy became a black box—a collection of systems no one understands, producing outcomes no one likes.   Passengers get bumped from flights. Phone menus disconnect. Automated financial trades produce market collapse. Of all the challenges in modern life, some of the most vexing come from our relationships with automation: a large system does us wrong, and there’s nothing we can do about it. The problem, economist Dan Davies shows, is accountability sinks: systems in which decisions are delegated to a complex rule book or set of standard procedures, making it impossible to identify the source of mistakes when they happen. In our increasingly unhuman world—lives dominated by algorithms, artificial intelligence, and large organizations—these accountability sinks produce more than just aggravation. They make life and economy unknowable—a black box for no reason. In The Unaccountability Machine, Davies lays bare how markets, institutions, and even governments systematically generate outcomes that no one—not even those involved in making them—seems to want. Since the earliest days of the computer age, theorists have foreseen the dangers of complex systems without personal accountability. In response, British business scholar Stafford Beer developed an accountability-first approach to management called “cybernetics,” which might have taken off had his biggest client (the Chilean government) not fallen to a bloody coup in 1973. With his signature blend of economic and journalistic rigor, Davies examines what’s gone wrong since Beer, including what might have been had the world embraced cybernetics when it had the chance. The Unaccountability Machine is a revelatory and resonant account of how modern life became predisposed to dysfunction.

Law of triviality

The law of triviality is C. Northcote Parkinson's 1957 argument that people within an organization commonly give disproportionate weight to trivial issues.[1] Parkinson provides the example of a fictional committee whose job was to approve the plans for a nuclear power plant spending the majority of its time on discussions about relatively minor but easy-to-grasp issues, such as what materials to use for the staff bicycle shed, while neglecting the proposed design of the plant itself, which is far more important and a far more difficult and complex task.

Digital Democracy in Decentralised Autonomous Organisations

Decentralised autonomous organisations (DAOs) are institutional technologies that enable democratic governance innovation. They inherit key democratic principles such as procedural transparency and immutable records from being based on blockchain technology. This paper conducts a systematic literature review to examine governance mechanisms and challenges of digital democracy in DAOs. While issues like power concentration and coordination failures exist in current implementations, we argue that the concept of DAOs offers new opportunities for transparent governance and participatory decision-making. As testbeds for governance experiments, we find that DAOs have the potential to reshape democratic processes and foster innovative governance models in the digital era. Calling for interdisciplinary collaboration, further research is needed around Sybil-resistant voting mechanisms, ideological path dependencies and deliberation mechanisms.

The Fractal Organisation Manual: How to diagnose & design organisations using the Viable System Model | SCiO - Systems and Complexity in Organisation

RRP: £12.99; Paperback: ‎ 192 pp; Publisher: ‎ SCiO; ISBN 979-8250847018

The Fractal Organization

The world of management is in crisis - the old remedies no longer work and organizations are failing at an increasing rate. Although many talk of 'joined up thinking', few offer practical guidance on how to achieve this in organizations. <b><i>The Fractal Organization</i></b> sets down the practical implications of a well tested systemic approach to building organizations that are capable of surviving and flourishing in these turbulent times. <p>"An excellent read…Many organizations fail at the mercy of their own ignorance. The author has done an excellent job in making ‘the science of effective organization’ accessible to management, providing them with a new knowledge to deal with the uncertainties that the markets place upon them."<br /><b>Stephen J. Brewis, Business Architect, British Telecom</b></p> <p>"...one of the most interesting, thorough and rigorous guides to management that I have ever read, … introduces new insights in every chapter… carries a credibility which acts as a counterbalance to the sometimes difficult message which he conveys which is that a lot of mainstream management practice is at best ineffective and at worst downright destructive. I would recommend this book to anyone interested in management or systems thinking."<br /><b>Penny Marrington</b>, <b>Course Chair, Systems Group, Open University</b></p> <p>"In my opinion this book manages to present sound academic theory that is relevant and helpful to the practitioner in the business. I experienced several A-HA moments."<br /><b>Pauline Marsh, Strategy Director, CS&S International, BAE SYSTEMS</b></p> <p>"The insights of the Viable System Model have been open only to a select few for much too long. Hoverstadt has gone furthest in bringing these ideas to a wider audience…Management books have too often been serious but not practical, or practical but not serious. This book is both brilliantly serious and practical, and often entertaining too."<br /><b>Professor Peter Kawalak, Manchester Business School</b></p> <p>"Integrates mainstream management ideas with the systems ideas underpinning the VSM, and flows and reads well. As a starting point for developing understanding of the VSM in today's world this book improves greatly on all books that have gone before, I would certainly recommend it to colleagues, clients, and students."<br /><b>Dr. Robin Asby, Course Chair, Communication and Systems, Open University</b></p>

Welcome to LWN.net [LWN.net]

Emmanuele Bassi kicked off a project to improve GNOME's technical governance with a presentation about his ideas (video) at GUADEC 2025. His nudging has led the project to, slowly, work on creating more formal structures for technical governance. It is adopting a teams structure and looking toward creating a steering committee, as well as bootstrapping a Request for Comments (RFC) process. If adopted, GNOME would require RFCs for design, user experience, architectural, and other changes that carry a major impact on the project.

On verification and coordination authority - Connected Places

Who verifies the atproto developer community, and why can't it be the community itself?

Design principles for long-lived circular organization: An Ostromian perspective

Circular organizational templates such as holacracy and sociocracy have gained popularity. In such organizations, all members have rights to participate in decision-making. Which factors enable such organizations to sustain their circular form? We investigate 18 highly diverse circular organizations to answer this question. Our findings show that Elinor Ostrom’s design principles for avoiding the tragedy of the commons may also explain circular organizations’ longevity. With regard to their relevance, we sort these principles into three groups: indispensable, queasy, and quite unproblematic principles. Our main theoretical contribution is to show that circular organizations can be understood as commons, and thus to make research on the governance of commons fruitful for the design of circular organizations. We show that implementing circular forms has to mind especially the queasy design principles of monitoring, graduated sanctions, conflict resolution mechanisms, and balancing individual contributions and rewards.

Loss of Oversight: How AI systems may become harder to audit, monitor, and investigate

The safety of advanced AI systems increasingly depends on the ability to oversee them: to audit models for concerning behaviours before deployment, monitor their activity during operation, and investigate incidents after they occur. This report maps the landscape of AI oversight and assesses how it is likely to change. Drawing on 25 expert interviews across frontier AI developers, government, NGOs, and academia, together with a literature review and internal analysis, we examine five sources of oversight signal: model behaviour, chain-of-thought reasoning, internals activations and circuits, memory architectures, and honesty training. For each source, we identify the properties that current oversight relies on, the pathways by which these properties could degrade, and the technical levers available to preserve them. Our central finding is that literature and expert opinion support the conclusion that current oversight rests on foundations that are likely to erode, absent effective intervention. We recommend that developers track and report shifts in oversight-relevant properties, preserve oversight affordances by design, and invest in emerging oversight techniques as fallbacks against continued degradation of current methods.

The Good Governance Playbook

Why we can’t run an organization solely on good intentions.

Did Claude Increase Bugs in rsync?

In late May 2026, rsync blew up. GitHub, Hacker News, Lobsters: hundreds of people arguing about whether open-source maintainers can ship AI-written code and have it be reliable — and whether the people taking the code for free get to demand how it is made.