Hidden Vision Curtails System Performances

This passage explores the "Hidden Vision" concept and its impact on system performance, particularly within organizational or technological platforms. "Hidden Vision" refers to unclear, vague, or abstract views and designs within a system that stakeholders do not readily see or understand. These obscured perceptions can lead to several issues:

 

1. System Strategies and Vision: Effective system strategies are typically based on a clear and articulated vision of system performance. This vision informs decision-making and helps guide the system toward achieving its objectives.

 

2. Impact of Hidden Vision: When the vision or design of a system is hidden or unclear, it can cause turbulence within the system. This turbulence might manifest as inefficiencies, errors, or unexpected outcomes, which disrupt normal system activities and hinder performance.

 

3. Short-Term Gains vs. Long-Term Sustainability: While hidden perceptions or unclear designs might lead to short-term profits, they can undermine the system's ability to adapt to changes in both internal and external environments. Without a clear and sustainable vision, the system may struggle to respond to evolving demands, leading to long-term challenges.

 

4. Emergence of Invisible Entities: Over time, the lack of a clear vision can cause invisible or unforeseen issues within the system. These might include inefficiencies, hidden costs, or vulnerabilities that only become apparent when the system is stressed.

 

5. Environmental Crisis and Credibility: A clear system vision can severely damage customer credibility in an environmental crisis. Both internal (e.g., employees, management) and external customers (e.g., clients, partners) may find it difficult to trust the system if it cannot provide clear and appropriate responses to crises or changing conditions.

 

In summary, the passage warns that "Hidden Vision" or a lack of clarity in system design and strategy can lead to short-term gains but poses significant risks in the long run, particularly regarding system adaptability and customer trust.

The Discrepancy in Global Variables of the Human System

Men and women possess distinct Gender Instincts, leading to potential disagreements when interacting and communicating. These differences arise from what can be understood as Global Variables or Gender Instincts. Invisible entities can emerge and persist within social contexts when Global Variables in Non-Biological Systems influence or modify these Gender Instincts. In Biological Systems, Global Variables or Gender Instincts are intrinsic and must remain unaltered by External Forces. Local Variables in Biological Systems represent individual disagreements that stem from the Conscious Component, often originating from a dialogue between the Ego and Superego frameworks. These Local Variables are more adaptable than Global Variables, allowing for compromise and resolution through everyday communication.

 

Observation:

Social scientists often attempt to modify Global Variables in Biological Systems to address Social Complexity. However, altering these parameters can lead to unintended side effects, potentially disrupting the control mechanisms within Biological Systems.