We are evolving

From Population Into Governance Cybernetics

After writing about everything from Japan's baby-boosting towns to Houston's homelessness solutions to America's lost management systems, a common pattern keeps popping up over and over (besides the goals of leadership in charge): feedback loops and control systems. From writing summaries (at this point) of hundreds of papers on zoning, birth rates, work, and etc. The stench of feedback loops keep popping up.

As I wrote in "Don Quixote's Fried Eggs," there's often a massive gap between what systems say they do and what they actually do. Housing policies that claim to promote affordability while restricting supply, family support cut while leaders bemoan falling birth rates – the contradictions are everywhere. You know what, after a while of writing and persistence, I am taking full control over the substack after talking and working with the other members (Thanks David for bringing me on and help sort out the mess for the last few months!).

What Does This Mean?

Beer's Management Cybernetics – the study of regulatory systems and feedback loops – perfectly captures our focus. When Deming taught Japanese manufacturers about quality control or when cities like Akashi doubled childcare spending by reallocating funds, they were all using cybernetic principles in some shape or form:

• Measuring real outcomes (not just talking points)

• Creating feedback loops that drive improvement

• Building systems that learn and adapt

Our, well actually MY obsession with the work of Stafford Beer, W. Edwards Deming, Joseph Juran, and others that define management cybernetics (and quality management) isn't just academic – the results speak for themselves: the iPhone you are most likely using, the fact that Japan is synonymous with quality, Beer stopping the first CIA backed attempt to overthrow a Chilean government, one of the reasons why the Allies won against the Nazis, etc.

Examples and studies of governance that actually works because it focuses on results rather than rhetoric. And speaking about those results? You know that Local Governance Inventory we been talking about, it's finally back on track and we will be releasing some quick (well quick in the context of summarizing a LOT of research)

Same Mission, Better Name

The stories haven't changed (that's not true, stories are always shaping and changing) - but now our name actually reflects what we're seeing. We'll keep examining why most systems fail to deliver on their promises and highlighting the what actually work.

Thanks for being part of this journey. See you at governance.fyi!

Dave