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Emergence: The Connected Lives of Ants, Brains, Cities, and Software by Steven Johnson

This classic popular text from 2001 still holds up well as an introduction into the phenomena of emergence and the nature of self-organizing systems. Johnsaon uses a rich array of analogies and historical anecdotes to bring the reader to an understanding how bottom-up, “blind”, systems work and the principles behind them. Highly readable and next to no jargon. Probably due soon for an updated edition though, given the scientific advances in research in network and complexity studies.

How Rome Fell: Death of a Superpower by Adrian Goldsworthy

Superb overview of the decline and fall of Rome with a rejection of the traditional assertions of causations for the end of the Roman empire ( Barbarians, Christianity etc.). Goldsworthy also sharply criticizes the popular idea among postmodern classicists today that the Roman Empire was “really” as strong during the fourth and fifth centuries as it was during the golden age of philosopher-warrior-emperor Marcus Aurelius. Or that there was no fall of the empire at all, just a gentle “transformation” into something new. Goldsworthy discusses the likelihood of Late antquity  “paper legions” of Roman armies which, in any event, scarcely resembled in elan, tactics or fighting strength the ones that Julius Caesar wielded in Gaul.  A tour de force marred only by a weird epilogue that ranges from pedestrian to ( in it’s last sentences) truly awful – was it it tacked on as an afterthought? Did the editor of the rest of the book die before it was completed? Regardless, How Rome Fell is a worthy addition to an collection of popular ancient histories.

The War of Art: Break Through the Blocks and Win Your Inner Creative Battles by Steven Pressfield

A rare, nonfiction book by novelist and blogger Steven Pressfield. The War of Art is a book that I strongly recommend to aspiring writers ( which includes most bloggers) and other people pursuing dreams, not because it is brilliant but because it is profound. Utilizing select personal vignettes and other anecdotes, Pressfield distills in everyday language the essence of what creative people need to understand if they are to succeed – concepts of “resistance”, which seductively undermine your efforts,  and being a “professional”, which is the mindset that will get you there.

Most of the readers of this blog are interested in military affairs to some extent so I will use this reference to explain why I read The War of Art from cover to cover. Pressfield captures the difference in what Col. John Boyd called the question of “To be or to do. Which way will you go?”.  By Boyd’s definition, Pressfield is a doer.

Steven Pressfield blogs on The War of Art of writing every Wednesday.

Nassim Nicholas Taleb, author of The Black Swan: The Impact of the Highly Improbable and Fooled by Randomness: The Hidden Role of Chance in Life and in the Markets, had an op-ed in FT.com entitled “Ten principles for a Black Swan-proof world” (Hat tip to John Robb and Pundita). Taleb was addressing the global economic crisis, but I was particularly drawn to Taleb’s fifth principle, which has a more general implication:

5. Counter-balance complexity with simplicity. Complexity from globalisation and highly networked economic life needs to be countered by simplicity in financial products. The complex economy is already a form of leverage: the leverage of efficiency. Such systems survive thanks to slack and redundancy; adding debt produces wild and dangerous gyrations and leaves no room for error. Capitalism cannot avoid fads and bubbles: equity bubbles (as in 2000) have proved to be mild; debt bubbles are vicious.

Taleb has encapsulated many important concepts very well here. Up to a certain point, increasing complexity represents a advantage for an evolving system (biological, financial, physical etc.) by increasing efficiency through adding specialization, interconnection, diversification, redundancy and checks for mitigation of risks. Complexity, in the earlier part of a development curve can add to a system’s overall resiliency – to a point.

Superfluous complexity, that which goes beyond the minimum required for additional gains in systemic efficiency or productivity, is a net drag on the system, an economic waste, a source of friction, a cancer,  a useless eater of resources and the earliest sign of the system’s inevitable decay. Worse, excess complexity represents an increasing probability of systemic failure by multiplying the number of variables involved in the normal process of the system. There are more things that can go wrong and more choke points where a catastrophic failure can occur. Increasing the degree of complexity moves the system away from simplicity and reliability and toward chaos and the creativity of emergent properties, but like an ice skater seeking ever greater range, go too far and the ice will crack under one’s feet.

This is an effect familiar to engineers and scientists but one that appears to escape the majority of politicians, corporate executives and economists. My co-blogger at Chicago Boyz, Shannon Love,  took GE to task for trying to get on the Federal dole by advocating needlessly complicating the nation’s power grid:

If Your Grid Had a Brain

GE is advertising to build political support for Obama’s plan to purchase billions of dollars of GE tech in order to make the power grid “smart”.  After all, who would want a “dumb” anything when they could have a “smart” something? 

The reason we should keep things dumb is that in engineering the word “dumb” has a different connotation. In engineering, “dumb” means simple and reliable. 

Increasing complexity in any networked system increases possible points of failure. Worse, the more interconnected the system, i.e., the more any single component affects any other randomly selected component in the system, the faster point-failures spread to the entire system. Power grids are massively interconnected. Every blackout starts with a seemingly trivial problem that, like a pebble failing on a mountain side, triggers an avalanche of failure. 

In the social and political domain, back in the 1990’s Philip K. Howard wrote a book called The Death of Common Sense: How Law is Suffocating America in which he detailed example after example of how the overlawyering of regulatory systems in America by an emerging and hyper-aggressive legal class was producing neither restraint on government abuses nor fine-tuned social outcomes but instead created a state of paralyzed rigidity, risk aversion, perverse incentives and general dysfunction; in other words, chaos instead of order.

The Obama-ites in the White House are not “socialists” ( at least not most of them) but there is a great love of liberal-minded technocracy there, and a seemingly boundless self-confidence in the ability of high-minded, upper-middle class, progressive, wonks and lawyers from the “good schools” (or investment houses – in some cases, both) to micromanage not just our lives for us, or even the United States of America but the global economy itself. Sort of a Superempowered Oligarchy of Good Feelings.

The ancient Greeks had a word for that: hubris. More importantly, the Obama-ites are wrong here – adding endless amounts of regulatory complexity is not going to give them the kind of granular control or positive returns that they seek to obtain from the system. Counterintuitively, they should be radically simplifying where and to the degree they safely can instead.

My previous post stirred some interest in the blogosphere on the issue of Mexico being in danger of becoming a “Failed State” and prompted others to respond with Mexico related analysis of their own. Here are some that caught my eye:

           POINT – Mexico is a Failed State or at least in some danger of becoming so:

Threatswatch.org (Fraser) Los Zetas and the Denial of Mexico’s Failed State Status

The softening of words and the aversion to stating the obvious by the Administration simply obliterates the reality that President Felipe Calderón of Mexico “leads” a country dominated by the cartels and not governed by the federal government. The transparent denial of the recent Joint Operating Environment report is troubling at best.

To better understand just how close to the precipice he is, it might be worthwhile to take another look at the organization (and movement) of Los Zetas. As a reminder, Los Zetas are a paramilitary group tied to the Gulf Cartel. Their origins and their evolution from being deserters from the Mexican special forces to a criminal organization is chronicled in a report from International Relations and Security Network

….With each of the original members training at least another ten, they grew to over 300 strong by 2003. In just the first quarter of 2009, Los Zetas (the organization) has been linked to a death threat against the president of Guatemala, the hand grenade tossed in Pharr, Texas and various other criminal acts. The ranks of Los Zetas has grown, and strikingly, they have broken ranks with the Gulf Cartel. Over time however, and with the deaths of some of the original Zetas, they have morphed into an organization. This is a very important distinction to note.

RBO – Are Afghanistan, Pakistan, Mexico ‘failed states’? If so, then what?

….In particular there is recent debate as to whether Mexico is/is not a failed state. If it is, then we ask whether its “failed” status is on a par with such other failed states as Pakistan and Afghanistan? – Even though there are those who do not subscribe to the notion that either of them is a failed state.

As always, let’s start at the beginning. What is a failed state?

In the simplest of definitions, a failed state is one that has a “shattered social and political structure.”

Writing December 1999 for the International Review of the Red Cross, Daniel Thürer, J.D. (right), Professor of International Law, European Law, Constitutional Law and Administrative Law at the University of Zurich, said

Failing States are invariably the product of a collapse of the power structures providing political support for law and order, a process generally triggered and accompanied by “anarchic” forms of internal violence.

Dr. Thürer wrote that former Secretary-General of the United Nations, Boutros Boutros-Ghali, described this situation in the following way (emphasis added):

A feature of such conflicts is the collapse of state institutions, especially the police and judiciary, with resulting paralysis of governance, a breakdown of law and order, and general banditry and chaos. Not only are the functions of government suspended, but its assets are destroyed or looted and experienced officials are killed or flee the country. This is rarely the case in inter-state wars. It means that international intervention must extend beyond military and humanitarian tasks and must include the promotion of international reconciliation and the re-establishment of effective government. States in which institutions and law and order have totally or partially collapsed under the pressure and amidst the confusion of erupting violence, yet which subsist as a ghostly presence on the world map, are now commonly referred to as “failed States” or “Etats sans gouvernement”.

Jay Fraser, who has been watching developments in Mexico for some time, drills down on the most violent and fastest evolving faction among the cartel groups in Mexico. Procrustes concentrates on the “Failed State” concept and examines how conditions in Mexico compare to academic yardsticks and the case studies of Afghanistan and Pakistan, two countries that inevitably crop up in discussions of failed and failing states.

          COUNTERPOINT – Mexico is not a failing state or has greater resilience than experts are acknowledging:

Apropos Two Theories – Why Mexico may NOT fall apart – and a way to think about it

I’ve never seen so many American analysts and journalists sounding alarms about Mexico – most for good reasons, others for their own agendas. And it’s true, parts of Mexico have turned awfully violent, barely governable. Government controls have weakened, and security trends are adverse. Domestic terrorism and insurgency are not presently the problem; it’s the extreme crime and corruption, driven by the drug cartels and other criminal gangs.

….Yet, I’m struck that long-time American experts who specialize on Mexico are not providing counter-arguments. A few Mexicans are, lately Enrique Krauze. But no Americans I know of (though I’ve not searched exhaustively).Shouldn’t analysts and journalists who specialize on Mexico be doing a better job of wondering whether and why the growing alarmism may be wrong – again?When I worked as a specialist on Mexico, I experienced three or four periods when Mexico seemed to be on the verge of instability, in particular:

• In 1968, at the time of the student uprising and its military suppression (I was then a graduate student studying in Mexico City).
• During 1984-8, when a few U.S. government analysts claimed that Mexico was about to collapse due to multiple economic, political, and other crises.
• In 1994-5, when the Zapatista uprising raised new specters of widespread insurgency, if not terrorism.
  

Each time Mexico remained stable and recovered. And it did so mostly for reasons that American analysts had not understood or anticipated well at the time – including American experts on Mexico who did not buy into the alarmism.In these three instances, the key stabilizing factor turned out to be some kind of social or organizational network that American analysts were barely aware of:

• In 1968, it was intra-elite networking that revolved around the mysterious camarilla system (or so I think, though I was just a grad student then).
• In the mid 1980s, it was familial and other social networks that cushioned the effects of unemployment and other economic displacements.
• In 1994, it was the roles played by newly-formed networks of human-rights and other activist NGOs, first in calming the Zapatista scene, later in monitoring the 1994 presidential election campaign.

Conditions in Mexico look worse than ever this time around – much worse, not just along the U.S. border, but everywhere that the drug cartels are powerful. So I’m not suggesting optimism, but rather a search for additional factors that may moderate the equations of gloom.What might keep Mexico from disintegrating this time? My guesstimate is that networks will be the decisive factor again. And the networks that will matter most this time are:

1. Informal intra-elite social networks that reflects what’s left of the old camarilla dynamic.
2. Cross-border organizational networks for U.S.-Mexico security (military, police, intel) cooperation

David Ronfeldt, for new readers here, is a major “edge” thinker in the national security field at RAND and is a co-author (with John Arquilla) of the influential “classic”,  Networks and Netwars: The Future of Terror, Crime, and Militancy , which sits on my shelf about two feet from me as I type this. As it happens, Ronfeldt also specialized in Mexican and Latin American security as an analyst during the Cold War which gives means that his caveats are worth careful consideration. Frankly, we are all better off if Ronfeldt is correct and the “alarmists” are wrong, though I think the grim state of affairs south of the Rio Grande is deterring most Mexico experts  from going out on a limb to make positive predictions.

I am sometimes asked ” What is the point of twitter?” by people who sign up and are bewildered by the flurry of seemingly disconnected “tweets”.  Even Dave Davison, a longtime investor in and enthusiast of media platforms has asked what is the “Return on Attention” with twitter ?

All social networking is not created equal. My usual answer based upon my own usage has been that twitter will make sense for you if you have an established network of people with whom you have a reason to be in frequent contact and a common set of interests. I have that on twitter with a sizable national security/mil/foreign policy/4GW/IC informal “twittersphere”. If you don’t have that kind of network at least in latent form when you sign up on twitter, its going to be very hard to build one from scratch by following strangers based on random tweets.

As it turns out, research has begun to validate my empirical observation. In social networking platforms there is your formal network but inside it is the real, “hidden” network with which you actually interact:

From Complexity Digest – “Social networks that matter: Twitter under the microscope” (PDF) by Bernardo A. Huberman, Daniel M. Romero and Fang Wu

“….This implies the existence of two different networks: a very dense one made up of followers and followees, and a sparser and simpler network of actual friends. The latter proves to be a more inuential network in driving Twitter usage since users with many actual friends tend to post more updates than users with few actual friends. On the other hand, users with many followers or followees post updates more infrequently than those with few followers or followees.”

What does this mean ? 

First, it means that if the IC or military or law enforcement are worried about terrorists or criminals using twitter or Facebook for nefarious purposes, the bad guys will not be able to conceal their cells amidst a large list of nominal “friends” because their manic activity stands out like neon lights against the passivity of the non-members of the network.

Secondly, I’m not certain if this research scales with “celebrity” figures on a platform with huge numbers of followers like Robert Scoble ( Scobleizer  50, 362) or the designer Guy Kawasaki ( guykawasaki  52, 506). These people are deep influencers well outside any realistic circle of actual friends and are followed in part because of their pre-existing status earned in other domains or media.

That said, it’s an interesting concept to think of social media networks having a surface and a hidden or inner network where the real action takes place and what causes transactional movement to occur between the two.

UPDATE:

A related post by Drew – Enabling the Power of Social Networks in the IC

The SWJ Blog published an op-ed by Colonel David Maxwell entitled “Random Thoughts on Irregular Warfare and Security Assistance (Full PDF Article)“. Like a lot of more open-ended, ruminating pieces, Maxwell’s post was “generative” in the sense of trying to articulate insights regarding a complex situation, which Col. Maxwell accomplished. Here’s the section that raised my eyebrow:

…First we need to look at ourselves critically and ask if we have been able to develop effective strategies and campaign plans and then support and execute them, respectively. I think that most all of our challenges can be attributed to our strategies and campaign plans (and I will caveat this and say we need to understand that in this world of irregular warfare, complex operations and hybrid warfare there is no cookie cutter strategy or campaign plan template that will work the first time, every time. We need to be agile and flexible and be able to adapt to constantly morphing conditions). But I would say that this is where we need to focus most of all because our forces at the tactical level from all Services have proven very adept and capable and have demonstrated that they are truly learning organizations

Why would the “tactical”level have acheived “learning organization” status and not the “operational” and “strategic” levels of military command? Some possibilities:

• The social networks within the official hierarchical org at the tactical level can effectively leverage both weak and strong ties 
• Greater degree of shared purpose and sense of mission
• The tactical level, being a “smaller world” in systems terms than the operational or strategic levels, has a much better “signal to noise” ratio.
• The social networks within the hierarchical org at the tactical level create an environment of greater transparency -discussion may be squelched but situational awareness can’t be.
• Encouragement of critical discussion and incentives for problem-solving.
• Greater tolerance for uncertainty and ambiguity.
• Tacit knowledge is likely to quickly become explicit organizational, knowledge through “shop talk”, the grapevine, de-briefing and formal “lessons learned” dissemination procedures.
• The stress and danger of the tactical evironment itself is an incentive to adapt and learn – “Depend upon it, sir, when a man knows he is to be hanged in a fortnight, it concentrates his mind wonderfully.” Dr. Samuel Johnson.
   

Can the operational and strategic levels of the military ( or any organization with a bureaucratic structure – schools, corporations, government agencies etc.) become a “learning organization” despite greater scale, distance from events, degrees of abstraction and other obstacles? Of course. However it depends greatly on two things – creating a “tighter” network with a high velocity of meaningful communication and a new kind of leadership committed to the hard work of re-engineering the organizational culture around adaptive “fitness” and learning.