Strong Emergence - Emergent Properties and Processes

Emergent Properties and Processes

An emergent behavior or emergent property can appear when a number of simple entities (agents) operate in an environment, forming more complex behaviors as a collective. If emergence happens over disparate size scales, then the reason is usually a causal relation across different scales. In other words there is often a form of top-down feedback in systems with emergent properties. The processes from which emergent properties result may occur in either the observed or observing system, and can commonly be identified by their patterns of accumulating change, most generally called 'growth'. Why emergent behaviours occur include: intricate causal relations across different scales and feedback, known as interconnectivity. The emergent property itself may be either very predictable or unpredictable and unprecedented, and represent a new level of the system's evolution. The complex behaviour or properties are not a property of any single such entity, nor can they easily be predicted or deduced from behaviour in the lower-level entities, and might in fact be irreducible to such behavior. The shape and behaviour of a flock of birds or school of fish are also good examples.

One reason why emergent behaviour is hard to predict is that the number of interactions between components of a system increases exponentially with the number of components, thus potentially allowing for many new and subtle types of behaviour to emerge.

On the other hand, merely having a large number of interactions is not enough by itself to guarantee emergent behaviour; many of the interactions may be negligible or irrelevant, or may cancel each other out. In some cases, a large number of interactions can in fact work against the emergence of interesting behaviour, by creating a lot of "noise" to drown out any emerging "signal"; the emergent behaviour may need to be temporarily isolated from other interactions before it reaches enough critical mass to be self-supporting. Thus it is not just the sheer number of connections between components which encourages emergence; it is also how these connections are organised. A hierarchical organisation is one example that can generate emergent behaviour (a bureaucracy may behave in a way quite different from that of the individual humans in that bureaucracy); but perhaps more interestingly, emergent behaviour can also arise from more decentralized organisational structures, such as a marketplace. In some cases, the system has to reach a combined threshold of diversity, organisation, and connectivity before emergent behaviour appears.

Unintended consequences and side effects are closely related to emergent properties. Luc Steels writes: "A component has a particular functionality but this is not recognizable as a subfunction of the global functionality. Instead a component implements a behaviour whose side effect contributes to the global functionality Each behaviour has a side effect and the sum of the side effects gives the desired functionality" (Steels 1990). In other words, the global or macroscopic functionality of a system with "emergent functionality" is the sum of all "side effects", of all emergent properties and functionalities.

Systems with emergent properties or emergent structures may appear to defy entropic principles and the second law of thermodynamics, because they form and increase order despite the lack of command and central control. This is possible because open systems can extract information and order out of the environment.

Emergence helps to explain why the fallacy of division is a fallacy.