Summary: The idea is suggested that the old memories, as organisations, may be present implicitly
rather than explicitly. Environment in parts
Summary: The lower animals, at any rate, with their environment may be much simplified for
our purpose by noting that one animal may be considered to be split into several,
or many, parts, each of which has its own environment. So animal and environment = several machines, not one. Dominance and velocity Equilibrium of organisations Independence and velocity Levels mechanism of Organisation stable
Summary: We have discussed the situation: p's dominate x's, and x's dominate y's. Under these conditions we can get a stability of organisation. Also we can get y-point in y-space moving twice through the same point in different directions. If the x's react rapidly they will tend to disappear functionally. A succession of such gives
transmission through a series of organisations. If one level has only a few, or a
single, variable this introduces an essential simplicity into all subsequent levels.
A large organisation may be 'simple' because it depends on only one or a few parameters. Equilibrium of organisations Organisation exploring organisation
Summary: Details are given showing that it is possible to explore, experimentally, a given
field or organisation. To do this parameters are necessary, and it may be necessary
to introduce new ones not mentioned before. Field (of substitution) exploring
Summary: We show how to calculate the shift of a neutral point for a small change of parameter
when the substitution is given as differential equations, (if finite substitution
927) (if several parameters, 1023) Parameter changes of state of equilibrium
Summary: The idea that "orderliness" or "intelligence" spreads like crystallisation is probably
covered more correctly by the more precise idea that it is "reaching neutral point
and stopping still" which spreads along a chain of dominance. Break equations for Dominance chain of Equilibrium spread of Organisation spread of Step function in differential equations
Summary: The concept of "breaks" by itself is not sufficient to cause any emergence of adaptation
or intelligence. Brain, i.e. a machine of particular type, is necessary. (See 1063) Adaptation brain necessary Brain necessary Intelligence brain necessary
Summary: The idea of a system, like the brain, altering its own organisation necessarily implies
the presence of step-functions and breaks. Break to change organisation Organisation self change = break
Summary: It is shown conclusively that "isomorphism" does not necessarily imply "group". Organisation properties different from parts Oddments : Properties of organisation may be quite different from those of the parts: 1061 (wheel rolling, temperature of gas, etc).
Summary: Some examples are given showing how a statement may be quite true about the whole
and yet quite untrue of all the parts.
Summary: A discussion is given of the meaning of the "change of organisation" (if any) which
occurs when a system settles at a new neutral point without change of the field. i.e.
a variable, without change of field, going outside the "range of stability" of one
neutral point. A complete clarification is given, together with its relation to my
previous ideas of "breaks". Dominance definition Organisation change of neutral point Substitution (mathematical) dominance in
Summary: It might be suggested that with a million neurons the chance of getting them all properly
adjusted is negligibly small. The answer is that there is usually no such thing as
the right solution. We count as suitable any organisation whatsoever so long as it gets
the equilibrium where we want it. Organisation no "right"
Summary: After studying the fixed points in a dynamic world (i.e. neutral points) I presume
the next step would be to take a lot of neutral points and set them moving. Equilibrium change of
Summary: A variable may add further break-surfaces for its further protection by deputising,
i.e. by controlling another variable so that the latter breaks if the first goes too
far. And this leads to the important observation that it does not matter where or
why a break occurs as long as it occurs. From my point of view, all that is wanted
is some change of organisation and it doesn't matter how or why it is done. Any change
is as good as any other change. Organisation joining two organisations
Summary: Preliminary discussion of a machine falling, temporarily, into parts.
Summary: If an organisation stops at a field which is only partly stable this does not really
matter; for if the danger of breaking is large, it will soon break and try new fields,
while if the danger is small then there is little to worry about. Break number of Organisation number of
Summary: The "constants" i.e. variables whose changes make observed behaviour may themselves
be activities composed of other variables. And these "constants" whose changes make....
This needs specifying from the organisational point of view. (See 1193) Machine definition Organisation definition
Summary: "Adapted" behaviour equals the behaviour of any system around a point of normal equilibrium.
(1148) Adaptation is equilibrium
Summary: A field can be explored easily, but break-surfaces are destroyed by their discovery.
This may involve curious philosophical properties. Break surface exploring Organisation exploring organisation
Summary: How the building of any whole from parts can be given complete generality: let each
part's input range over all other part's states; and let the cells of the table be
filled arbitrarily and independently. 5482, 5507, 5662
Summary: Parts that have only one state of equilibrium (for each given input) may build a whole
with a multiplicity of equilibria. Equilibrium number possible in whole Organisation number of equilibria