Abstract
The previous chapters concentrated on reaching certain states of systems and process, through appropriate control processes and boundary control, embedded in the steady-state model and processes related to autopoiesis and complex adaptive systems. It seems unlikely that purely looking at control processes and steady-state processes will inform how to bring about change of structures and resources for (social) organisations. Control processes and the steady-state model allow hardly any response to changes in the environment due to the limitations in their capabilities to deal with variations, change and perturbations; even the conceptualisations of complex adaptive systems and allopoietic systems have limitations for the description of change in organisations.
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