CHAPTER 5 META WHAT? SYSTEM WHO?

‘Metasystems’, we’ve called this book. You’d think we’d linger on the definition of this word for many pages. That won’t be the case. We think it’s usually much more interesting to share thoughts and questions out loud than simply to throw a solution at people, without explaining what problem it tries to solve. Promising we wouldn’t take ages to define the metasystem; here’s a 30-word attempt. A metasystem is a network of unusual suspects, equal partners who are engaged to look for ways to go beyond profit in solving wicked problems – and they’re in it for the long haul.

With this book, as with our introduction of metasystems as a possible way out of the bog, by no means do we claim to have all the answers. Neither would we want to halt the quest for a prosperous future here. Metasystems are not the Holy Grail. First and foremost, they are our answer to the challenges we face today, ranging from technological acceleration, globalization and climate change to the newly emancipated smart consumer. Next, we are convinced they make a fine breeding ground for a collective intelligence to emerge, one that builds up resilience for all the challenges ahead. One that embraces uncertainty, even in business.

Also: metasystems are the kind of never-ending project that’s forever in the beta version, not like some lousy digital product that’s all bugs and glitches, but like a process of continuous improvement. So you’ll be up and running very fast, but you’ll never really be done.

Just like individuals need to adjust their outlook on the world to shift an outdated paradigm, we believe companies should, too. And just like all systems arise from the cracks of dominant paradigms, metasystems should arise from the new metaparadigm. They are the business translation of a non-binary and process-oriented way of seeing the world around us.

What is a system?

Good question. A system is a coming together of elements which interact with each other and produce a certain output.

Wait. Rewind.

Good question. Let’s define a system using an example. A forest is a system. It’s a collection of elements like trees, animals, insects, the weather, soil, time and everything we fail to grasp. Characteristic of a system is that all its elements are connected. The weather makes rain, the rain feeds the plants, which feed the animals, who die in the bushes and whose decomposing flesh feeds creatures from worms to fungi. The output of the forest is clean air, the color green, an ever-changing landscape, room for people to walk in and much more. Beyond this inner forest system, the forest itself is also part of a larger feedback loop, taking its output back to the forest.

Systems don’t usually exist on their own. They are part of larger systems. Your digestive system is a system in a system, because your body as a whole counts as a system too. Remember the division of the powers by Montesquieu? According to the noble Frenchman, power should be divided in three domains. A legislative body, an executive one, and a judiciary one. These are three full-blown systems, coming together in one. Likewise, a company is a system. It has a staff, offices, a product or service, knowledge, and, hopefully, a purpose. Taking it one step up, a partnership is a system that brings together a few existing systems or companies.

There are big systems, small systems, natural ones, cultural ones, technological ones, intentional ones, accidental ones, dangerous ones, national ones, global ones, private and public ones. Since so many things are a system, part of a system, or both we’d like to prevent the term system being misused. That’s why we’ll guide you through some main characteristics that define them. For while systems may be ubiquitous, we still have a very narrow understanding of them.

What the dictionary says

The word system is used for a sum, a whole, something composed of several parts. These parts can be physical or mental, meaning animals, ideologies and computers can all be systems. In a system, the sum is always greater than its parts. Also, systems aren’t randomly constructed, or its parts aren’t combined by accident. There is intentionality in the set-up of a system. It serves a purpose or has a function.

In conclusion, a system is a collection of smaller entities or elements that, when combined, surpass themselves, grow bigger, increase, exceed, transcend. A system isn’t a random collection or bunch of stuff either, it has intentionality. The animal wants to survive, the university wants to teach, the tree wants to grow, the universe wants to expand and your digestive system wants to get rid of last night’s hastily chugged pizza.

We could say that if a system is human, this wanting can be seen as moving towards a purpose. In non-human systems, this drive is called the system’s function. Your digestive system doesn’t have a mission statement or higher purpose, it has a function and that is to digest. The WHO, on the other hand, doesn’t have a function to keep the world healthy, it’s their chosen purpose.

Regardless of it being human or non-human, one of the most common properties of a system is to ensure its own survival – which is what makes it so damn difficult to redesign or change it. For this survival, the system relies on the interconnections between its elements, which are vital to its existence and define its behavior. While a system’s elements are easily identified, the interconnections between them are much harder to pinpoint.

Interconnections often exist in the form of flows of information, especially if the elements of the system are human. If they aren’t, the interconnections can be material. These may sound easier to spot, but can elude us nonetheless. Take COVID-19. The global healthcare system was attacked by it, proving the interconnectedness between the virus, health care systems, governments, and citizens. The effects are immense, yet the connections are ungraspable and sometimes even impossible to physically see.

EXPLAINER

A TEST TO TELL RANDOMNESS FROM WILLFUL DESIGN

AM I LOOKING AT A BUNCH OF COINCIDENCES, OR AT A SYSTEM?

Can you identify parts?

Do the parts affect each other?

If you swap or eliminate parts, would it affect the whole?

Does the total effect exceed that of the separate parts?

Does your gut tell you it’s a system?

If your answer is ‘yes’ to at least three of the above, you’ve got yourself a system. Congrats!

System error

On the one hand, there is purpose or function, on the other, there is result. One is an intention, the other an effect. Sadly, they aren’t synonyms. You may have good intentions, but that doesn’t mean the result of your actions is all you’d aimed for. The same goes for systems.

In a system, the elements may have plenty of good intentions, but in the end it’s the system as a whole that is responsible for the output of the whole. Because this output is the result of the sum, not of the elements, systems can feel frustrating. This is the exact point where the unexpected happens, where the synergy sizzles, but also where the unwanted side-effects arise. Let’s look at some examples to clarify.

1. Economists or political leaders do not cause recessions or economic flourishing

The market – a system – produces this output. Does this mean that the elements have nothing to say or zero responsibility? Absolutely not. Politicians and economists most definitely do. But mighty as they may be, being an element, they don’t have the power to have a linear, causal effect on the outcome of the system. The sum of the behavior of all the elements will add up, creating an outcome produced by the system as a whole.

2. A pandemic, or even the flu, does not decide to attack you specifically

But you and the systems you live in, be it healthcare, government, a family and so on form favorable conditions for a virus to reside in. In other words: you’re the perfect host. Was this the intention of either one of these vital elements? Let’s hope not. Still, the effects are health issues, whole nations confined and health care systems pushed way beyond their limits. Again, the effect surpasses individual actionability and simple cause-effect explanations.

As we saw before our brains are inclined to structure and organize the world around us into understandable pieces, preferably in neat ‘if-this-then-that’ scenarios. To a certain extent, this helps us to solve problems, to act and to be in control. This same mechanism leads us to think that economists are responsible for the recession, or a hungry man in China for the COVID-19 mess. This isn’t the case. Looking at the world and all its systems through our new, metaparadigm, we could start to acknowledge what we cannot see: the interdependencies, the sum of the elements, the dynamics of the system.

Blame it on the system

Looking at the world’s biggest problems, you’ll see that they are usually side-effects. There is no mastermind that intended for inequality or climate change to happen; both phenomena are the outcome of multiple systems doing their thing. The same systems may even have produced applaudable solutions. Nevertheless, they have triggered misery, too.

Restructuring those systems to shake out the unwanted side-effects will take courageous leaders. Because complex or not, we will have to find ways to live with these problems, be it by minimizing their impact or circumventing them altogether. We will have to do it by learning to see interconnections and by acknowledging this ever-present interdependence – not by playing the blame game. We have to roll up our sleeves, be creative and rethink the old systems while already laying out the newer ones. And if you’ve made it this far in this book, we’re looking at you to lend us a hand.

What does meta mean?

The metalevel is the level that takes you beyond what you see at first sight. It’s what lies beneath the surface, what isn’t expressed but is there nonetheless. Meta means you move beyond the Either/Or, towards the And/And. Sometimes it’s ok to want it all.

In the context of our book meta means ‘beyond’. But just like the word ‘after’ or ‘between’, ‘beyond’ can mean a lot of things, depending on the word that comes after, like paradigm. We decided to combine it with ‘systems’, plural. Not one system, but a multitude. In this combination, to us, meta is about moving beyond a “profit only” philosophy, beyond short-term thinking and beyond having the usual suspects around the table. In our case, ‘meta’ signifies a level of collaboration that goes beyond what partnerships or ecosystems are today. Many companies already use the term ecosystem to give some color and charm to a give-your-innovations-to-us start-up incubator or an I-want-it-all-immediately supplier relation. There’s nothing wrong with that word, ecosystems. As a matter of fact, it’s a beautiful term. However, we feel it has been terribly mistreated.

Ancient Greek for ‘Beyond’

Meta + systems = metasystems

In short, we believe that companies have to work together, join forces, partner up, if they want to survive and shape the future. We want them to form a system. And not just any system, but a meta system. One that goes beyond mere profit making, because all human systems need a purpose. One that is adept at horizon thinking because the short term isn’t sustainable anymore. And this metasystem is made up of an inspiring cocktail of unusual suspects, because cross-pollination definitely beats symbiosis when playing the creativity game.

Before we move on to the next chapters where we will describe how you can start building metasystems or engage in existing ones, we’ll try and summarize some of the key ingredients or conditions of a metasystem. The list isn’t exhaustive, but when reading the rest of the book, the definition of what metasystems are and especially what they are not will become more and more clear.

1. Beyond profit

Metasystems have a shared purpose that goes beyond profit. If the sole shared ground for you and your partners is to maximize profit, you can bet your derrière everyone is only in it for their own sake. A shared world view, common hopes and dreams for the future and a similar attitude towards fellow human beings is much more fertile ground for a metasystem. There will always be challenges to tackle, parts of this messy globe that need cleaning, fixing and saving. Find partners that fight for the same cause and you will have found your loyal allies in battle.

A business can only survive with the blessing of its consumers, and those consumers are not interested in your personal enrichment. You need a solid support base for whatever solutions, products or services you want to propel into the world. And if they are actual solutions, serving a higher purpose, solving a problem and not just creating a new need, your customers will become more than walking wallets.

They will be your ambassadors, striving for the same goal. Customers can become allies, even join you in the battle, but only if they can identify with your goals and they desire to move towards the same horizon.

2. Beyond the short term

Metasystems are built for the long term. Time, patience and loyalty are key ingredients for partnerships that surpass the superficial ones we all know today. We are not interested in these unequal what’s-in-it-for-me relationships. The ones that take-take-take, but never give, have no right to exist in these new constellations. The partners in a metasystem sign up for the long term, so that there is room for errors, ups, downs, thinking things through and making leaps. Festina lente, for you will need time to imagine a future horizon, to decide upon a common purpose, to find unusual suspects, etcetera, etcetera.

Metasystems may not be built around profit, but they do have a currency that is extremely valuable and shouldn’t be hurried. That currency is attention. To listen with attention is a conditio sine qua non for real courageous conversations. To be really present when meeting people is a precondition for trusting them and being trustworthy. A simple time slot in your schedule won’t do. What you want is the fireworks your collective brains may produce when you really put your minds to it. Time and attention. Make way for the royal duo.

3. Beyond the usual suspects

Metasystems are partnerships between more than two companies. There is no limit on the number of players in a metasystem, but a lot of other conditions are under pressure once you exceed a certain amount of players on the field. You only have so much time on this planet. Spending it with every partner in a metasystem that has grown too large in size isn’t what you’re after, nor is it feasible. Just like dialogue and attention, trust doesn’t scale well. Size has its advantages, but not the ones we seek in a metasystem.

What you want is to deepen relationships and ties, not blow up the numbers. Besides, you don’t want just about anybody to join your club. The reason we want to go beyond your usual suspects is that more of the same will not leverage your impact. Challenges don’t contain themselves to one sector or expertise either, so why should you? Cross-pollination between talents, industries, sizes and energy will, though. The metasystem table has to be an exotic one.

4. Beyond powerplay

Metasystems are decentralized, so their power is distributed over its members. How this division is made is for the partners to decide. Keep in mind form has to follow function: whatever organizational shape works best to serve your shared purpose, is a possible candidate. However, metasystems should never be totalitarian. Ancien régimes shaped like pyramids with everybody forced to dance to one tune won’t do.

You’re after playing brilliant jazz and you need all musicians to play to the best of their abilities, with all partners sharing the responsibility, the burden and the confetti by default. If all partners are not imbued by the idea that everyone at the table is of equal value, has an equal voice, is equally responsible and is just as deserving of their part of the cake as you are, you might as well call it quits.

5. Beyond the expected

Metasystems need to be built so that there is always room enough for the unexpected to happen. Serendipity is a force for good that cannot be controlled, but we can prepare ourselves for it – or at the very least eliminate any elements that would stand in its way. The time and space that is devoid of meetings, methods and structures is where serendipity occurs. And when it does... you’re in for a treat!

Like all systems, metasystems transcend the sum of their parts. So the parts can wish all they want, there will always be a percentage of output or results that can’t be predicted. A metasystem does not follow strict patterns or prescriptions. It’s fluid, creative, and if it wasn’t, it wouldn’t be a metasystem. If the non-linear freaks you out, you might want to rearrange your expectations before launching into this.

Forget about comfort. Metasystems are fond of friction. They are about challenges that need you to really stretch your efforts, while the world will serve you nothing but questions. It won’t be easy. But if you ace it, you will have made an actual difference, have built a resilient business solution and contributed to the overall progress of the world – or at least a part of it.

Towards trust

We don’t want to mislead you by offering a one-size-fits-all solution. There is no ultimate answer waving all critical questions aside, leading the way into a shiny and bright future. But if there is one thing metasystems are good at; it’s making things up as you go along. Just like all other phenomena or systems, metasystems aren’t binary. They are as fluid as the elements and the value that constitutes them. In a way, these conglomerates of shared purpose are already present in potency. They are the potential we see in this messy world.

As metasystems, we can bridge the gap from what is to what could be. This is a plea for you to create the conditions and go through the motions so that all this potential can become tangible. Like we said in the beginning of the book, the world is a mess. And it makes us itch, because we believe it could be so much better. Everywhere we look, we see potential metasystems that could become engines for progress. Now we need you to unlock them, tap into their energy and make this real.

Players in a metasystem take care of their partners, in the good and the bad. It’s what sets true metasystems apart from commercially built ecosystems where self-interest rules. Like any old marriage, you’re in it for the good, the bad and the ugly. Or as Euripides put it: “Friends show their love in times of trouble, not in happiness.” Just like all relationships, metasystems rise and fall with the presence or absence of trust. To go beyond the usual answers requires a leap of faith. To gather around the table with people unknown to you up till now, requires a giant leap of faith.

But as you might have guessed, no jump into uncertainty will fly far without trust. This entails both being trustworthy yourself and gathering partners around you that repay your kindness. This is the one key ingredient: it’s no use getting all the other elements into the mix if you can’t get all partners to trust one another. Paying attention drives trust and trust is the foundation of the metasystem. And engaging in a metasystem is embarking on the never-ending quest for progress, not just for yourself, but for humanity as a whole.

“Let’s become
partners in purpose.”