Leading management thinkers literally describe Castpoints

1) Leading artificial intelligence thinking literally describes CP. Rethinking Economics Using Complexity Theory, page 36-37.

… the socio-economic system envisaged in this paper is characterized by the following features:
1. it is based on individual decisions and self-organization,
2. it uses suitable incentives to support sustainability,and to avoid
coordination failures, tragedies of the commons, or systemic
3. it recognizes heterogeneity and diversity as factors promoting well-
being, innovation, and systemic resilience.


It is remarkable how rare this approach is outside the field of emergency services. ICS may in fact may be one of the most advanced and well-practiced examples of applied systems thinking anywhere. Peter F. Drucker, who has been writing about management issues for more than 60 years and is considered by many to be the most important management thinker of the 20th century (Stone, 1998), recently proposed a set of principles he calls “Management’s New Paradigms for the 21st Century” (Drucker, 1999). Among the very first of these is the seemingly obvious principle that “Organizational Structure is Needed.” But as he explains, there are hundreds of versions of organizational structure; the key is to identify the specific one “that fits the task” (p. 16).

ICS is an excellent example of Drucker’s principle: The average practitioner represented by this research study–27 years in the fire service, 18 years using ICS–is someone who has spent most of a career helping to define and refine a specific organizational structure “that fitsthe task” of managing complex emergency incidents. Drucker has never written about ICS, but he may as well be referring to the system’s major strengths when he writes:

One hears a great deal today about “the end of hierarchy.” This is blatant nonsense….In a situation of common peril–And every institution is likely to encounter it sooner or later–survival of all depends on clear command. If the ship goes down, the captain does not call a meeting, the captain gives an order. And if the ship is to be saved, everyone must obey the order, must know exactly where to go and what to do…. “Hierarchy,” and the unquestioning acceptance of it by everyone in the organization, is the only hope in a crisis (Drucker, 1999, p. 11).

Peter Senge (1990) writes that one of the most common threats to systems thinking is “The almost total lack of meaningful ‘practice’ or ‘rehearsal'” (p. 258). He writes:

Imagine trying to build a great theater ensemble or a great symphony orchestra without rehearsal. Imagine a championship sports team without practice. In fact, the process by which such teams learn is through continual movement between practice and performance (Senge, 1990, p. 238).

Few systems models have undergone more “practice and performance” than ICS during the past 25 years. The system has been used thousands upon thousands of times; it has been tested, refined, and literally forged in the heat of repeated “trials by fire.”

[ICS] has evolved from being a management tool for merely responding to disaster, to one that also offers great opportunity as a proactive management tool for strategic planning and project implementation. This is consistent with Drucker’s (1999) recommendation to focus on opportunities by “exploiting success” (p. 82).

3) Martin Armstrong, who has mapped the global economy (in 1983 his consultation fee was $10,000/hr!) “How to Create A Fairer System” “This is the problem with taxation…”

Upate November 2015
4) Seth Godin “…can you be trusted… can you connect… we let other people define our agenda… the way we make change happen is by being human, by being connected, and by being generous, and by doing something that might not work…what are we doing in those meetings? Waiting for someone else to take responsibility… we compromise, then compromise again… someone who cares starts with connection… then they will take responsibility but have no authority… as soon as it works, they tell someone else to take the credit… the less reassurance we can give you, the more important the work is… we invented a story because it worked for us… when Karl Benz launched the car, it was against the law to drive… ”


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