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The purpose of this paper is to present the result of an experiment examining the effects of changing input and output channel variety in an optical feedback system and their potential to give rise to novelty, as some non-trivial systems do.

The experimental design is based on a digital computer connected to a digital photo camera (input channel), and to a monitor screen (output channel). The camera is pointed at the monitor to form a circular feedback system. Monitor and camera resolutions constitute the variable input and output variety of the system, allowing the visual investigation of effects of variety reduction and variety amplification in circular feedback systems.

Results suggest that variety amplification in input and/or output channels promotes the emergence of discernible novelty in the apparent absence of a creative/generative capability or agenda within the recursive system.

An analogy between an optical feedback system and human novelty generation is shown, while generalisability of observations made beyond the described experiment remains to be established.

A new approach to the computational modelling of aspects of human creativity is presented. Photographic investigation of variety reduction and variety amplification is new, and hoped to be of value to those wishing to examine these theoretical concepts in concrete terms.

As the second in a series of three articles, exploring the problems arising from instability in the Hospitality Operations Environment (HOE), this article develops an analysis of the sources, incidence and problems arising from undesirable variety. The discussion focuses on the need to manage variety across the whole hospitality operation, as opposed to a concentration on product variety. The potential sources of variety are identified in the HOE′s products, processes and structures and proposals are advanced to assist the operational manager in managing variety. In particular the control/flexibility dilemma is explored and the desirability of variety in the production and delivery aspects of the HOE is given special attention.

Under acute global competitive pressure, many companies have viewed product diversification as a strategic weapon with which to win market shares. Nevertheless, product diversification increases costs and sometimes degrades product quality. Many businesses today confront the dilemma of whether to broaden product lines or to focus production. This article explores both theoretically and empirically the possible impacts of product diversification. The emerging technologies and adaptive manufacturing strategies, potentially meeting a variety of customer needs while enhancing other competitive advantages, are examined.

Proposes models of a descriptive and interpretative type which examine the temporal sequences of the activities and decisions taken in the textile apparel chain with reference to design. Examines the opportunities for improvement and also identifies the obstacles that interfere with the realization of quick response (QR) in design. Analyses, using the proposed models, the possible interventions along the chain as regards design activities and interaction between these and the production and sales activities. Highlights the following: the reduction of design lead time, through the parallelization of fabric and garment design and through the use of information technology; the reduction of the variety of production input without penalizing the variety perceived by the final consumer; and the acquisition, during design, of preliminary information on future sales, in order to rationalize the offer and carry out the initial assortment of production input.

The location of economic facilities has existed as a problem for some considerable time, yet its emergence as an integral part of total distribution planning seems quite recent. The development of techniques to solve particular, well defined problems has resulted in a wide range of algorithms, heuristics and simulation programs. Several of these are “packaged” by consulting organisations and indeed are quite successful in solving that part of the problem which can be represented in the required format. The role of location in the concept of total distribution is, however, rather more complex. For this reason, it is instructive to examine the progress of locational analysis from its origins in analytical geometry through the work of the economic geographers to the current emphasis on the systems approach to distribution. It is then possible to investigate how the historical development of the problem has influenced the decision‐making process, and to what extent this influence is now desirable.

In his Nobel Peace Prize lecture in Oslo last December the Director‐General of the ILO touched on a problem which troubles the world very much today—that of communications. After a warning that there was serious danger of the fabric of society being torn asunder by complete disruption of the economic, social and political life of nations unless ways could be found to develop new institutions, new forms of authority, even new social values acceptable to the entire population, he went on:

Ranulph Glanville has argued that ambitions of strict control are misplaced in epistemic processes such as learning and designing. Among other reasons, he has presented quantitative arguments for this ethical position. As a part of these arguments, Glanville claimed that strict control even of modest systems transcends the computational limits of our planet. The purpose of this paper is to review the related discourse and to examine the soundness of this claim.

Related literature is reviewed and pertinent lines of reasoning are illustrated and critically examined using examples and straightforward language.

The claim that even modest epistemic processes transcend the computational means of our planet is challenged. The recommendation to assume out-of-control postures in epistemic processes, however, is maintained on ethical rather than on quantitative grounds.

The presented reasoning is limited in as far as it is ultimately based on an ethical standpoint.

This paper summarizes an important cybernetic discourse and dispels the notion therein that epistemic processes necessarily involve computational demands of astronomical proportions. Furthermore, this paper presents a rare discussion of Glanville’s Corollary of Ashby’s Law of Requisite Variety.

The focused factory is one of the concepts that decision-makers have adopted for improving health care delivery. However, disorganized definitions of focus have led to findings that cannot be utilized systematically. The purpose of this paper is to discuss strategic options to focus health care operations.

First the literature on focus in health care is reviewed revealing conceptual challenges. Second, a definition of focus in terms of demand and requisite variety is defined, and the mechanisms of focus are explicated. A classification of five focus strategies that follow the original idea to reduce variety in products and markets is presented. Finally, the paper examines managerial possibilities linked to the focus strategies.

The paper proposes a framework of five customer-oriented focus strategies which aim at reducing variety in different characteristics of care pathways: population; urgency and severity; illnesses and symptoms; care practices and processes; and care outcomes.

Empirical research is needed to evaluate the costs and benefits of the five strategies and about system-level effects of focused units on competition and coordination.

Focus is an enabling condition that needs to be exploited using specific demand and supply management practices. It is essential to understand how focus mechanisms differ between strategies, and to select focus that fits with organization’s strategy and key performance indicators.

Compared to previous more resource-oriented approaches, this study provides theoretically solid and practically relevant customer-oriented framework for focusing in health care.

Increasing complexity and scale in hospitality company operations combined with intensifying competition in a maturing market is creating an unstable and rapidly changing strategic and operational environment for the hospitality industry. Such instability often leads to the generation of unnecessary and undesirable variety in organisational structures, processes and products. The consequence of this is frequently an increase in complexity for the hospitality operations manager. This issue is addressed through an analysis of the sources of variability and a consideration of potential techniques to avoid, reduce or eliminate the incidence of this instability as a means to reduce complexity and enhance performance.

Developing the themes from Parts 1 and 2 of the series this article explores the nature and extent of variance arising from inadequate managerial control of variability and variety in the hospitality operations environment. In doing so it prepares a method of approaching the management and control of the three Vs within eight generic areas of management activity and across six resource input areas.