To self-regulate, learning systems must be able to 1. Sense, monitor and scan significant aspects of their environment, 2. Relate this information to… - Gareth Morgan

Consider, for example, the mechanical precision with which many of our institutions are expected to operate. Organizational life is often routinized with the precision demanded of clockwork. People are frequently expected to arrive at work at a given time, perform a predetermined set of activities, rest at appointed hours, and then resume their tasks until work is over. In many organizations, one shift of workers replaces another in methodical fashion so that work can continue uninterrupted twenty-four hours a day every day of the year. Often, the work is very mechanical and repetitive. Anyone who has observed work in the mass-production factory or in any of the large “office factories” processing paper forms such as insurance claims, tax returns, or bank checks will have noticed the machine-like way in which such organizations operate. They are designed like machines, and their employees are in essence expected to behave as if they were parts of machines.

Bureaucracy can have dehumanizing effect upon employees, making them more like machines, especially those at the lower levels of the organizational hierarchy

The organization as a coalition of diverse stakeholders is a coalition with multiple goals.