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This section provides a summing up for the whole dissertation, thesis and body of practice submitted for examination.

This section has described a thesis that has developed through practice, and there is a need to explain the validity of this thesis and discuss its reliability.

From the conclusion: "Connectivism presents a model of learning that acknowledges the tectonic shifts in society where learning is no longer an internal, individualistic activity. How people work and function is altered when new tools are utilized. The field of education has been slow to recognize both the impact of new learning tools and the environmental changes in what it means to learn. Connectivism provides insight into learning skills and tasks needed for learners to flourish in a digital era."

  Gagné's theory stipulates that there are several different types or levels of learning. The significance of these classifications is that each different type requires different types of instruction. Gagne identifies five major categories of learning: verbal information, intellectual skills, cognitive strategies, motor skills and attitudes. Different internal and external conditions are necessary for each type of learning. For example, for cognitive strategies to be learned, there must be a chance to practice developing new solutions to problems; to learn attitudes, the learner must be exposed to a credible role model or persuasive arguments. Gagne suggests that learning tasks for intellectual skills can be organized in a hierarchy according to complexity: stimulus recognition, response generation, procedure following, use of terminology, discriminations, concept formation, rule application, and problem solving. The primary significance of the hierarchy is to identify prerequisites that should be completed to facilitate learning at each level. Prerequisites are identified by doing a task analysis of a learning/training task. Learning hierarchies provide a basis for the sequencing of instruction.  

  Many workers in the biological sciences—physiologists, psychologists, sociologists—are interested in cybernetics and would like to apply its methods and techniques to their own spe- ciality. Many have, however, been prevented from taking up the subject by an impression that its use must be preceded by a long study of electronics and advanced pure mathematics; for they have formed the impression that cybernetics and these subjects are inseparable. The author is convinced, however, that this impression is false. The basic ideas of cybernetics can be treated without reference to electronics, and they are fundamentally simple; so although advanced techniques may be necessary for advanced applications, a great deal can be done, especially in the biological sciences, by the use of quite simple techniques, provided they are used with a clear and deep understanding of the principles involved. It is the author’s belief that if the subject is founded in the common-place and well understood, and is then built up carefully, step by step, there is no reason why the worker with only elementary mathe- matical knowledge should not achieve a complete understanding of its basic principles. With such an understanding he will then be able to see exactly what further techniques he will have to learn if he is to proceed further; and, what is particularly useful, he will be able to see what techniques he can safely ignore as being irrele- vant to his purpose. The book is intended to provide such an introduction. It starts from common-place and well-understood concepts, and proceeds, step by step, to show how these concepts can be made exact, and how they can be developed until they lead into such subjects as feedback, stability, regulation, ultrastability, information, coding, noise, and other cybernetic topics. Throughout the book no knowledge of mathematics is required beyond elementary alge- bra; in particular, the arguments nowhere depend on the calculus (the few references to it can be ignored without harm, for they are intended only to show how the calculus joins on to the subjects discussed, if it should be used). The illustrations and examples are mostly taken from the biological, rather than the physical, sci- ences. Its overlap with Design for a Brain is small, so that the two books are almost independent. They are, however, intimately related, and are best treated as complementary; each will help to illuminate the other. Many workers in the biological sciences—physiologists, psychologists, sociologists—are interested in cybernetics and would like to apply its methods and techniques to their own spe- ciality. Many have, however, been prevented from taking up the subject by an impression that its use must be preceded by a long study of electronics and advanced pure mathematics; for they have formed the impression that cybernetics and these subjects are inseparable. The author is convinced, however, that this impression is false. The basic ideas of cybernetics can be treated without reference to electronics, and they are fundamentally simple; so although advanced techniques may be necessary for advanced applications, a great deal can be done, especially in the biological sciences, by the use of quite simple techniques, provided they are used with a clear and deep understanding of the principles involved. It is the author’s belief that if the subject is founded in the common-place and well understood, and is then built up carefully, step by step, there is no reason why the worker with only elementary mathe- matical knowledge should not achieve a complete understanding of its basic principles. With such an understanding he will then be able to see exactly what further techniques he will have to learn if he is to proceed further; and, what is particularly useful, he will be able to see what techniques he can safely ignore as being irrele- vant to his purpose. The book is intended to provide such an introduction. It starts from common-place and well-understood concepts, and proceeds, step by step, to show how these concepts can be made exact, and how they can be developed until they lead into such subjects as feedback, stability, regulation, ultrastability, information, coding, noise, and other cybernetic topics. Throughout the book no knowledge of mathematics is required beyond elementary alge- bra; in particular, the arguments nowhere depend on the calculus (the few references to it can be ignored without harm, for they are intended only to show how the calculus joins on to the subjects discussed, if it should be used). The illustrations and examples are mostly taken from the biological, rather than the physical, sci- ences. Its overlap with Design for a Brain is small, so that the two books are almost independent. They are, however, intimately related, and are best treated as complementary; each will help to illuminate the other.

Stafford Beer worked out the scientific laws that govern any viable system. They constitute the basis for this book which is concerned solely with the application of those laws to the understanding of any particular enterprise. In the form of a Handbook or Manager's Guide, Diagnosing the System deals with the fundamental problem of management how to cope with complexity itself. It shows you how to design (or redesign) an enterprise in conformity with the laws of viability, and will help you to diagnose faults in your organizational structure.

Purpose – This paper seeks to describe and analyse an approach to course design as part of a strategic, technology-inspired, cross-university intervention to widen participation. A curriculum framework was developed for students who wished to make their work the focus of their study and could not readily access current university provision. A deliberate assumption was made that this would require a technologically inspired response to teaching, learning and assessment. Design/methodology/approach – The approach taken was one of action research, by planning the curriculum framework, validating a course, delivery and review through interviews. Cybernetics was applied post-hoc to analyse the data generated. Findings – Staff found the framework a useful source of inspiration and critique for current practices, although established practice and preconceptions could render the framework meaningless. The ideas in the framework are not enough to change the institution – authoritative sanction may be needed. The cybernetic concepts of variety and its absorption proved useful in analysing the framework, and highlighted weaknesses in the design of the framework regarding the organisation of teaching. Research limitations/implications – Clarity about strategic purpose when making a change intervention is vital – in this instance raising the level of critical debate was more successful than recruitment. The establishment of an independent unit may be a more successful strategy than embedding university-wide. Further work is required to understand how to market novel approaches. The action research shows that the university has the capability to develop curriculum designs that offer new groups of students access to higher education while improving their work practice. Originality/value – The findings from interview confirm the value that peers attach to this development. Although the pedagogical design in this action research is based on previous work, the cybernetic analysis and conclusions are new.

"Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment." According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.