Theoretical notes regarding the practical application of Stafford Beer’s viable system model

Abstract

Purpose This paper aims to capture current difficulties with the practical application of the viable system model (VSM). On this basis, a set of suggestions toward a more effective application of the model is made. Design/methodology/approach The study is based on observations from practical applications of the VSM, systematically collected by the author. Findings The paper suggests that the VSM is currently stuck in the typical chasm of a bell-shaped diffusion curve. The paper makes six propositions to smoother pass from the early adopters to the early majority. Research limitations/implications The six findings imply various research efforts. Practical implications In contrast to frequent claims that VSM should be made accessible easily to a larger number of people, the paper suggests that a smaller number of better trained VSM experts support a larger number of managers with a more generic know how. Social implications A more focused but broader application of the VSM may lead to better societal organizations and therefore to a more efficient effective solution of societal problems. Originality/value The paper suggests to tighten the focus of the VSM to the very abstract topic of judging variety balances and at the same time to better connect the model with the suite of established methods and tools in management. This is a contrast to other attempts, which either simplify the VSM or extend it into a comprehensive methodology.