is part of a larger system. The universe is infinitely systematized, both upward (larger systems) and downward (smaller systems). All systems are infinitely complex. First principles New Systems mean new problems. Once a system is set up to solve some problem, the system itself engenders new problems relating to its development, operations and maintenance. The author points out that the additional energy required to support the system can consume the energy it was meant to save. This leads to the next principle. The total amount of anergy in the universe is fixed. The author defined anergy as the effort required to bring about a change. This was meant as a tongue-in-cheek analog of the law of conservation of energy. Systems tend to expand to fill the known universe. One of the problems that a system creates is that it becomes an entity unto itself that not only persists but expands and encroaches on areas beyond the original system's purview. Why systems behave poorly Complicated systems produce unexpected outcomes [Generalized Uncertainty Principle]. The author cites a number of spectacular unexpected behaviors including: The Aswan Dam diverting the Nile River's fertilizing sediment to Lake Nasser (where it is useless) requiring the dam to operate at full electrical generating capacity to run the artificial fertilizer plants needed to replace the diverted sediment. The space Vehicle Assembly Building at Kennedy Space Center designed to protect vehicles from weather is so large that it produces its own weather Feedback Not only do systems expand well beyond their original goals, but as they evolve they tend to oppose even their own original goals. This is seen as a systems theory analog of Le Chatelier's principle that suggests chemical and physical processes tend to counteract changed conditions that upset equilibrium until a new equilibrium is established. This same counteraction force can be seen in systems behavior. For example, incentive reward systems set up in business can have the effect of institutionalizing mediocrity. This leads to the following principle. Systems tend to oppose their own proper function. What's in a name People performing roles in systems often do not perform the role suggested by the name the system gives that person, nor does the system itself perform the role that its name suggests. People in systems do not actually do what the system says they are doing [Functionary's Falsity]. The system itself does not actually do what it