Management Cybernetics: the Definition and Basics

Article by: Vincent van Vliet

Last update: January 30, 2025

Management Cybernetics: this article explains the theory of Management Cybernetics, developed by Stafford Beer in a practical way. Next to what it is (definition), this article also highlights the complexity, this practice within organizations, the thinking pattern, the complex reality, a circular system and a clear picture. After reading you will understand the basics of this change management tool. Enjoy reading!

What is Management Cybernetics? The definition

Management Cybernetics is the area of cybernetics that is concerns itself with management and organizations. The concept was first introduced by Stafford Beer in the 1950s. Mathematician Norbert Wiener defines Management Cybernetics as the science that involves the management of biological and mechanical systems using feedback. By means of good regulations, supervision and communication, in a business context, this can help managers intervene in complex situations.

Complexity

Complexity is inherent to dynamic systems, because their processes are often non-linear and they are therefore more difficult to identify and supervise.

This is why it is good to gain an understanding of processes, knowledge of the application of regulations and a better supervision of the various systems. When an organization has mastered this, then there is Cybernetics in Management.

Management Cybernetics in organizations

Before applying this theory in organizations, it is important that managers observe the following functions:

It is oriented towards the effect of processes within an organization and looks at the cohesive part of these processes.
It is oriented towards the collection and application of existing knowledge and the gathering and application of new knowledge.
In complex situations it helps to create the right approach.
It develops the responsibility borne by the individual as a result of which other people become aware of their own responsibilities.
It is an approach that is understandable for each employee and it is geared towards the long term.
This approach has been practised by everyone at some point, regardless of whether they are aware of this or not.

Thinking pattern

In order to understand how processes work, the following standard approach is used below:

When A does something to B, it results in C which in turn results in D, etc.

This way of thinking requires answers. It determines what the specific factor is and on which circumstances the factors are dependent. The following thinking pattern is typical of management cybernetics:

When A does something to B, what will A and B do to arrive at C?

This question is oriented towards individual relationships. Managers could ask themselves ‘what does an employee do in exchange for what is done for that employee?’ In this way, managers apply the Management Cybernetics theory without realizing this.

Complex reality

As founder, Stafford Beer targets the application of the natural laws of Management Cybernetics within organizations, companies and institutes.

The uniqueness of his work is that he does not try to simplify reality. Just like William Ross Ashby he thinks that complex situations can only be approached with at least the same size of the complexity.

Circular system

Beer wants to clarify all processes that take place within a closed system of an organization: “By separately identifying all possible factors within a complex system, they will become clearly recognizable and understandable for everyone within an organization.”

He describes (operational) processes as a circular system; when one process ends, another process starts again from the beginning. This is why processes become visible and why they can be described clearly as a result of which they can be used within an organization.

Clear picture

Management Cybernetics provides managers with a clear picture of the approach of complex situations and processes. This is how organizations can respond to complexity in an effective and adequate manner, which will create a stable, sustainable and flexible enterprise.

It’s Your Turn

What do you think? Is Management Cybernetics applicable in today’s modern companies and organizations? Do you recognize the practical explanation or do you have more suggestions? What are your success factors for good change management?

Share your experience and knowledge in the comments box below.

More information about Management Cybernetics

Skyttner, L. (2001). Multiple perspectives of management cybernetics. General Systems Theory: Ideas & Applications, p. 327-336.
Beer, A. S. (1966). Decision and Control: The Meaning of Operational Research and Management Cybernetics, Wiley.
Beer, A. S. (1959). Cybernetics and Management. English University Press.

How to cite this article:
Van Vliet, V. (2011). Management Cybernetics. Retrieved [insert date] from Toolshero: https://www.toolshero.com/change-management/management-cybernetics/

Original publication date: 10/22/2011 | Last update: 01/30/2025

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Article by:

Vincent van Vliet

Vincent van Vliet is co-founder and responsible for the content and release management. Together with the team Vincent sets the strategy and manages the content planning, go-to-market, customer experience and corporate development aspects of the company.