Sublime

arranged our economy.

What matters about the institution is not its set of dependencies but its performance—if you like, its speed.

we structure our organizations to cope.

In order to regulate a system, we have to absorb its variety.

when it comes to understanding institutions, is that we are not dealing with pistons, pumps, and distributor arms, but with people; and the connexions between the parts are not crankshafts, pipes, and electrical wires, but human relationships.

But to succeed, we must first perceive the nature of dynamic surviving systems, and the conditions they must meet to remain stable yet adaptive.

we cannot devise adaptive strategies—because the learning machinery is missing.

behavioural configurations that are possible, we have a measure of the system’s complexity.