Forces

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An important aspect of systems which is all too often forgotten is that it must be designed to account for the forces at play in its operating environment. In the same way that a physical machine must account in its design for forces such as gravity and momentum, so must an organisation or social mechanism account for the forces such as the conflicting goals of existing centralised systems, or peoples habits that are based on wide-spread false conceptions.

The most fundamental and dominant force is fragmentation which benefits the centralised, materialistic, self-oriented systems that emerge generally in our social mechanism in the form of the economic bottom line. So in our deployment of the common vision, we must ensure that our organisational infrastructure is properly designed to be deployed into a heavily fragmented and centralised environment which is in many cases overtly hostile to systems aligned towards unification.

The most common means that these opposed systems use to hinder alignment is through the use of legally binding contracts which in turn occur through the acceptance of benefits (i.e. there doesn't necessarily need to be a piece of paper with a signature involved for a legally binding contract to exist between parties). So independence is the key to being able to freely pursue the common vision.

Robertson on forces at play (todo)

See also