## 4 Model Description
### Principles and Processes  
The first principle for using the model at any organizational level should begin with the following:  
* Recruit the five VSM subsystems to achieve viability and continue to adopt new technologies. This principle follows criterion 0-4. Once the viable structure of the system has been completed or listed, the second principle of the use of VSM-ANT emerges. This principle is the trigger for any activity relevant to substantial changes in reality:  
* To cover the TOE criteria or work on them, the model analysis must be top-down in order to assess which ones are covered and which ones need to be worked on. For instance, criterion T-1, \"changes in external technology\", must belong to the responsibilities of S4, which proposes its autopoeitic modifications. However, as observed, this criterion T-1 is shared with S1. T-1 is shared by two important premises. First, returning to [PERSON]'s niche principle [61], the analysis of tools and infrastructure must be carried out in the \"niche\" (S1), since it interacts with the interior and exterior of the system. S1 will use technology and transform energy, matter, or information for the benefit of its environment and the general system itself. The second reason is that S4 seeks to generate a strategy; however, it must understand the behavior of S1 and how the adoption proposals will affect its performance. Based on this example, the third principle for using the VSM-ANT is also emphasized. * If the criterion is located within the responsibilities of more than two subsystems, the analysis must take into account the worldview of the subsystems in interaction. This third principle mentions that the worldview of systems in direct interaction with the desired modification must be taken into account; however, it does not limit other systems' interaction. The last principle refers to the criteria that directly influence the S1 subsystems, as they are the \"niche\". * The TOE criteria interacting in S1's must seek sustainability in their behavior. As the model description advances, it becomes evident that the criteria are fulfilled. For example, functions O-1, 2, and 5 within S4 require collaborative evaluation by members of the organization. Although these functions fall under S4's responsibility, the primary goal is to enhance relationships between subsystems, identify factors impacting operations, and effectively implement TOE criteria recommendations. The main objective of this part is to assess the viability of the proposed changes and determine whether the integration of new tools is necessary and beneficial to the system (T-2; T-1). Avoid pursuing solutions that are either more complex than necessary for the firm or not sufficiently complex to meet the demands of the environment, competition, and customers (E-1; E-3). This is how the TOE criteria are understood in the Viable System Model (VSM). The combination proposal due to the Stafford Beer model is effective in managing communication between subsystems and complexity, while the TOE model is useful for evaluating, diagnosing, and implementing new technologies. By combining the strengths of each model, a reproducible functional structure can be created for every organization. Finally, Figure 9 aims to describe the iteration at different organizational levels, fulfilling the TOE criteria since \"organization status\" until reaching the desired model, the \"Last status\". As shown, no other work promotes the adoption of new technologies through holistic thinking and managerial thought applied by TOE. It should be noted that, while a work was found with holistic perspectives that promote business maturation, it does not present a viable structure and process [65]. Using the VSM-ANT model, an organization becomes \"alive\", continuously seeking homeostasis and sustainability. In each iteration, the subsystems involved must decide on the best practices and criteria to fulfill in each iteration.