Until the outcome of an activity has been achieved, there is a degree of doubt that its aim can be achieved. This doubt is referred to as telentropy.
Telentropy can be measured with probability measures: high telentropy means that the likelihood of the system achieving its aim is low and vice versa. For example, until a cake is finished, there is a possibility of something going wrong during baking. With every successfully completed phase, the likelihood of success increases and telentropy decreases.
Telentropy tracing compares the actual flow and configuration of mei with the one planned in conceptual reality and identifies differences between them. A difference implies problems. (Dis)solving them could require changing physical reality according to the design in conceptual reality (i.e. problem solving), or a redesign of conceptual reality (i.e. problem dissolving)followed by according changes in physical reality.
Because systems link up with each other and interact, telentropy can be transferred from one system to another, as illustrated by the following comic strip: customer complains to boss, boss scraps the bonus of worker, worker shouts at wife, wife burns meal, kid stays hungry, kid kicks dog, dog chases cat.
The flow of telentropy is traced through the systems dynamics of the biomatrix using the generic frameworks (see figures 2-5 in the previous section).
The actual mei flow (i.e. process) and mei configuration (i.e. structure) of a system in physical reality represents detailed complexity. The conceptual reality of the system reflects the dynamics of organised complexity.
All systems have telentropy until their outcomes are achieved. Until then there is uncertainty of outcomes and risk.
relevance for the change manager
Telentropy needs to be managed. Ideally, it is managed in the system of origin rather than in the systems that received the impact.
Telentropy tracing is also a useful tool of optimisation within and across systems (e.g. in supply chain management).
what is the relevance of this concept for you?