The websites and apps you interact with are parts of systems. These systems are often commercial organizations with responsibilities to various stakeholders, including the owners of the business, its employees and managers, its customers, and — more broadly — the rest of us who live in the society where the organization operates.
The people who “own” these digital products and services — product owners, business line managers, etc. — are tasked with being good stewards of these systems. They’re called to steer them towards greater value for stakeholders in the short and long term even as conditions around the systems change. Design decisions will change these systems — even if slightly. For example, the team could develop a new feature, fix an existing (and underperforming) feature, or address an entirely new user audience.
These are systemic interventions. Their effects are seldom limited to the task at hand; a seemingly minor alteration could have a large impact downstream. As a result, product owners must look out for second- and third-order effects; they’re looking to intervene skillfully as the system faces perturbations in its context.
To do this, product owners must become aware of the possible options open to them and their potential effects. Their ultimate goal is to achieve dynamic stability: for the system to continue serving its intended purposes as it evolves over time to address changing conditions. This calls for these folks to become systems thinkers.
One of the central tenets of cybernetics — the science of systems — is the Law of Requisite Variety. It’s relevant to people who aim to control systems. In cybernetics, the word variety has a special meaning: It refers to the number of possible states of a system. The Law of Requisite Variety suggests that skillful control of a system requires (at least) an equal number of possible responses to its number of possible states. This is usually articulated as a maxim: only variety can destroy variety.
Translation into humanspeak: a system with few possible states requires a small range of responses, whereas a system with many possible states requires a broad range of responses. This idea has proven to be useful in a variety of fields, including sports, ecology, management, medicine, and more. The more complex the system you’re dealing with, the more states it can be in. Controlling such systems requires at least an equal amount of flexibility in your ability to respond to changes.
Of course, not all digital products and services aim to serve the same purposes. Some are simpler — and less ambitious — than others. Simpler systems will have — and require — less variety. But many digital products and services are very complex and can have many possible states. A digital system that aspires to become the de facto environment where we interact — socially, commercially, civically, etc. — will have a huge range of possible states. The folks who design and manage these systems face a great deal of variety. To intervene skillfully, they need a larger range of possible responses. Among other things, this calls for greater diversity in their teams.