TODO from ‣
Another name for emergence is "system effect".
Three types of emergence:
Related:
https://agileandchange.com/7-implications-of-seeing-organisations-as-complex-systems-996fd2398d58 5. Unpredictable and novel characteristics may emerge from an organization. These may or may not be desirable, but they are not by definition an indication of malfunctioning. For example, a totally unexpected loss of interest in a well-established product may emerge. Management may not understand what caused it, but it should not be surprising that such things are possible. Novel features can, on the other hand, be extremely beneficial. They should not be suppressed because they were not anticipated. The emergent nature of complex adaptive systems often manifests in unintended consequences or behaviour that seem irrational. Carefully designed future states, however well intentioned very seldom realise, and similarly carefully crafted strategies seldom get implemented as planned. In complex systems we really need to embrace provisionality and be open to adapting our plans and designs as new paths emerge. Remaining open to emergence, and holding plans lightly, remain one of the biggest challenges to overcome in organisations used to command and control.
‣, definition per Deutsch: Thus there is a class of high-level phenomena - including the liquidity of water and the relationship between containers, heating elements, boiling and bubbles - that can be well explained in terms of each other alone, with no direct reference to anything at the atomic level or below. In other words, the behaviour of that whole class of high-level phenomena is quasi-autonomous - almost self-contained. This resolution into explicability at a high, quasi-autonomous level is known as emergence.
https://www.preposterousuniverse.com/podcast/2021/10/11/168-anil-seth-on-emergence-information-and-consciousness/