The Theory of Human Collective Systems

The Theory of Human Collective Systems

Principle 1: Humans are A Collective Organism

Whilst individuality sits on a spectrum, every human is part of a collective biological system. We process information about events around us collectively with each person acting as a cell in a bigger organism. Similarly, we share collective emotions that are at times superimposed upon our individual feelings. The mechanisms of communication within the collective are complex and stretch from visual to audio and hormonal. In all probability, we are also linked by quantum entanglement in a subtle web of complex interconnectivity.


Principal 2: Love = Anti-Entropy; the power of attraction that bonds collective systems

In humans, parental love is critical for the growth of healthy productive offspring. Conversely, hate is the opposite force as it dissociates and fractures societies.  Thus a society whose values facilitate love on a broad scale is more likely to be successful in the long term. The Buddhists message of love, dating back to 500 BC, is, therefore, more powerful than we perhaps have ever recognised. The most critical phase of human growth of the brain that shapes one's whole life concerning future health and happiness is the first five years. Resultantly, how we are parented and receive love is critical. We could conjecture a society that places increased awareness and support for parenting,  especially in the early phase, will in future generations become more capable and productive. The work of the Duchess of Cambridge in this field is to be applauded but is also coincident with a forward-looking mindset of post-Brexit Britain. From another perspective, China’s one-child policy may have increased the levels of love and care parents transmitted to their offspring, creating unintentionally positive anti-entropy effects. Christianity may not be perfect, but its prime message is increased love within society and its greatest manifestation to date has therefore been the Western Christian Super Empire.


Principal 3: Humans Manifest Four Different Roles Within Society 

These roles or groups are a product of both genetic hardwiring and upbringing much like an ant colony. Please note that these elements each show a spectrum of responses.

  1. 20% are ‘The Leaders’ who are the creative, energetic leaders of human society that are right-brained or cross lateralised. This group optimises anti-entropy by harnessing chaos and fluid situations, enhancing collective beliefs and coherence which in turn optimises collective anti-entropy. These leaders not only traditional leaders that rise to authority from the top to bottom of society. But the groundbreaking engineers, entrepreneurs, doctors, film-makers and artists that shape societies. They are broadly speaking anti-entropy super positive.Although 20% sounds like a high number of leaders in a society, in reality 3/4 fail to manifest in a non war time situation, as in peacetime the attrition rate of individuality within a society that seeks conformity is very high.
  2. 60% are ‘The Body’ who are, broadly speaking, neutral and are left brain dominated with a strong unconscious sense of collectivity. ‘The Body’ is then activated by the energy of those at the extremes of this scale, to varying degrees, depending on the phase of society within the five-phase lifecycle. The body is broadly speaking anti-entropy positive.
  3. 18% are ‘The Unaffirmed’. Lacking essential parental love, they are unconsciously self-destructive in varying degrees and by extension act with entropy on the system. They are broadly speaking anti-entropy neutral to negative
  4. 2% are ‘The Malevolent Unaffirmed’. These people consciously act with entropy. They  spend their lives perfecting the art of deception, both to them selves and to others. They develop a sophisticated social camouflage that allows them to become trusted and or valued. Once in that position they wreak havoc under their own agenda. They very often start by using covert energy which only when their trap has been sprung become overt. Only when placed under stress will their true character reveal itself. There is no compromise to be made with such people, on to remove them totally. As the universe’s trend is for entropy, it takes far fewer acting from this mindset to effect a destructive outcome. If a system is cleansed of the Un-Affirmed it will self-organise into a powerful mechanism of anti-entropy.


Principal 4: The Variability of Human Organisational Structures 

This variability is defined by geography, history and values, but also the mix of elements defined in Principle 2. This creates a spectrum of national characteristics that range from constructive to destructive. Some nations, like Argentina, consistently fail to elect good leadership in a collective act of self-destruction. Other nations, like Britain, possess a very constructive mix. Special forces in their original forms embody members from the leaders who have been melded into an extremely effective fighting force. Startup companies are very similar in composition to special forces. In contrast, companies that are mature and tipping into decline can embody the Unaffirmed and Malevolent, accelerating their demise. These observations are the basis of optimising a nation or company's growth and are contained in my Five Phase Business Cycle (available on request). Notably, different human systems possess the differing collective potential to self organise. One of the key factors in this regard is the quality of leadership through the various levels of the social hierarchy. This is a function of environmental shaping, genes and the stage of the Five Phase Cycle.


Principal 5: Leadership and the Right-Brained/Left-Brained balance in a human system

Whilst modern neuroscience has shown that brain function is spread across the whole brain, the old notion of right and left-brained thinking still has validity in terms of behavioural traits of individuals. Using this construct to explain observed behaviours, a  female brain is cross materialised using both hemispheres. The Male brain seems to be more polarised, favouring one side or another in terms of predominant behavioural traits. I have long maintained that the right brain gene is the leadership gene within human society as described above as the leaders. Thus, the greatest anti-entropy optimisation in human systems is achieved at stages where right-brain creative and lateral leadership is not only at the top of the structure but cascades down through to the lower echelons and works symbiotically with the more iterative thought processes of the left-brained body. In contrast, when left-brained leadership rises to power it is intolerant of right-brained subordinates. Perhaps this is because control rather than empowerment is the main currency of leadership, but also because right-brained thinking is, in essence, threatening to a centralised hierarchical structure.

During the steady-state low entropy environments that have endured for many years, there will always be a tendency to move to left-brained iterative leadership which maintains the status quo. However, in periods of rapid growth and high entropy environments systems that cannot shift to right-brained leadership swiftly and effectively risk failure.


Principal 6: The Horizon of Awareness and The Cascade of Change

The total collective knowledge of any human society at any time represents a horizon of awareness. One that is then adopted almost in its entirety as the current reality by the 60% body of the human system (Principle 3). Within that accepted reality those that expound it are then free to live out their daily lives and to focus on maximising their productivity and outcomes within the collective construct.

However, the Leaders of a human social system, contain individuals who are programmed to optimises anti-entropy by harnessing the opportunities provided by fluid situations and questioning discrepancies in the accepted reality. The process whereby the realisation of the one cascades down to the many to modify and expand the collective horizon is often overlooked and poorly understood.

  1. The individual sees a discrepancy in the horizon of awareness and then by intuition creates a new theory or concept that he/she later rationalises, such that it is explainable to others
  2. When the new idea is shared with individuals from the body of the human system, they will usually reject it out of hand, as a dire threat to the current well-understood order with the current knowledge horizon. This response is epitomised by hostility as the new construct potentially destroys the certainly of the old one it replaces and any associated human social structure.
  3. However other members of The Leaders in a human social system will be the first to recognise and adopt the new reality, one by one.
  4. That new reality then builds momentum as more and more people adopt the new reality in a cascade that then penetrates The 60% Body of the system.
  5. When a critical number of approximately  5% of the total population adopt the new paradigm there is a quantum shift, in which the new construct almost instantaneously becomes part of the new collective horizon. Enhancing collective coherence which in turn optimises collective anti-entropy.
  6. The speed with which new ideas are adopted is very dependent on the phase of the nation within which the new construct is postulated. During late regionalisation and expansion to Empire, there is very fertile ground for change. But in the phase of overextension and decline where iterative leadership dominates the system's leadership is derived from individuals who comprise the 60% body, the receptiveness to new constructs is very low. The very reason why decline then accelerates and new more creative anti-entropic systems rise up to fill the vacuum and then take their place.


The Forces of Denial That Prevent The Expansion of The Horizon of Knowledge.

There is an old saying that the only constant in the universe, is change. However, the body of a human system will by its very nature seek to go against the universe by maintaining the continuity of its familiar knowledge horizon, especially if any change potentially challenges a mature, hierarchical, and complex social structure based on a precept that risks are being substituted for a new concept. Thus human systems contain dynamic tension and the ongoing struggle between new ideas and old-established ideas.

1. The position of a society on the Five-phase life cycle dictates the speed of assimilation of the new idea.

The dynamic tension around the forces of change is, played out within a social system that is somewhere on the Five-phase life cycle..

  • Regionalisation and Expansion to Empire The early stages of this phase are very rigid. However, by the end of the Regionalisation Phase, new ideas and beliefs rise to the fore that represent better adaptations as the social system driven by demographic expansion needs to increase its resource base to survive. Those new concepts will then be manifest in a revolutionary group that engages in a civil war and overturns the old rigid structure. The entropy of civil war breaks up the old establishment and allows new ideas to be adopted swiftly. The creative expansion then continues throughout the second phase of expansion. Leadership across society becomes dominated by right-brained thinkers who then further expand the system's knowledge horizon by leaps and bounds. Which in turn increases the system's competitive edge and ability to keep expanding.
  • Maturity, Overextension, and Decline In the early stages of Maturity, the momentum in the expansion of the knowledge horizon continues with greater resources that then facilitate a golden age. However, by the time overextension commences, society has developed numerous complex social organisations based on ideas and constructs that if challenged by new knowledge, will resist strongly (encumbrance and entitlement). From that point onwards the system is in a stage of rigidity and increasing morbidity that then prevents adaptation to new information, which in turn accelerates decline into collapse. Allowing the cycle to start all over again.

2. The Nature of a Society; Autocratic or Democratic

Autocratic or Democratic societies, by way of their different boundary characteristics, affect the ease with which new ideas are accepted. Autocratic systems seek to focus creativity into very specific boundaries and corridors, within which creativity can flourish and beyond which they will be mercilessly crushed as a threat. China is just such a case in point today It is highly creative within the boundaries defined by the CCP whilst new ideas outside accepted (and often dictated) thought, invites Draconian repercussions. Relatively open societies have much wider boundaries and hence are more fertile across their lifespan meaning that, even in decline, new ideas can be voiced although their general acceptance is far less probable than when the system was in expansion. To exemplify this, the contrast today between America in decline and Britain in expansion should be apparent to any observer, and will only increase in the decade ahead.

3.The Impact of High Entropy Events 

These are wars, natural disasters, and pandemics. All threaten survival which catalyses change and forces rigid institutions and precepts to be challenged and thus to change. This is the entropy of the universe smashing up against the rigidity of human anti-entropy in mature and hierarchical systems. And the universe always wins. If there is no natural event that forces change, another rising empire will provide the entropic impulse to the old hegemony. The old hegemony either adapts or is overwhelmed.

4.The Level of Collective Fear.

Fear and Denial are of course closely linked and, as such, are very much part of the process by which denial is acted out and flat-earth thinking is reinforced. The greater the level of fear the more resistance to change in a low entropy environment. However, in a high entropy environment, fear to survive,drives the need for change.