|The age of context|
|According to the theory of vitality, there are two types of processes taking place within systems. The first maintains the status and consists of changing sources|
into products (the sustaining component of vitality);the other changes past into future (the evolutionary
component of vitality). The long-term sustainability
of a system (and its vitality) is determined by the usefulness
and effectiveness of the processes of the fi rst
type and the stability and dynamism of the second
type of processes. To use an example of a company,
managers oversee the sustaining segment of vitality
while leaders care about the evolutionary processes.
In this essay, the theory of vitality is carefully
applied to a system composed of nature and people
in the Krkonoše Mts (the Giant Mts). The ideas
lead to two conclusions which pertain to the sustaining
and evolutionary components of vitality respectively:
(i) We have a great amount of valuable information
about the state of nature. We, however, lack
even the most basic knowledge about the habits and
interests of the people who visit nature or infl uence
it. (ii) While we can predict the response of nature to
the various types of loads that humans can place on
it in the future, we have little infl uence of where and
how people will actually do this.
We act as relatively good managers of nature in the
Krkonoše Mts, but our leadership qualities are lacking.
What we need is an evolutionary confl ict which
can bring solutions for the future and productive discussions
among the holders of various interests. Without
well resolved confl icts the systems stagnate and
their future is becoming uncertain and unpredictable.