People From Washington State

"In the sum \sigma of the three angles of a triangle (whose sides are arcs of s) is greater than two right angles [180°]; it can... be shown that this "spherical excess" is given by 2)\sigma - \pi = K \deltawhere \delta is the area of the spherical triangle and the angles are measured in s (in which 180° = \pi [radians]). Further, each full line (great circle) is of finite length 2 \pi R, and any two full lines meet in two points—there are no parallels!"

"These formulae [in (1) and (2) above] may be shown to be valid for a circle or a triangle in the hyperbolic plane... for which K < 0. Accordingly here the perimeter and area of a circle are greater, and the sum of the three angles of a triangle are less, than the corresponding quantities in the Euclidean plane. It can also be shown that each full line is of infinite length, that through a given point outside a given line an infinity of full lines may be drawn which do not meet the given line (the two lines bounding the family are said to be "parallel" to the given line), and that two full lines which meet do so in but one point."

"[W]e propose... to deal exclusively with properties intrinsic to the space... measured within the space itself... in terms of... inner properties."

"Measurements which may be made on the surface of the earth... is an example of a 2-dimensional congruence space of positive curvature K = \frac{1}{R^2}... [C]onsider... a "small circle" of radius r (measured on the surface!)... its perimeter L and area A... are clearly less than the corresponding measures 2\pi r and \pi r^2... in the Euclidean plane. ...for sufficiently small r (i.e., small compared with R) these quantities on the sphere are given by 1):L = 2 \pi r (1 - \frac{Kr^2}{6} + ...), A = \pi r^2 (1 - \frac{Kr^2}{12} + ...)"

"The value of the intrinsic approach is especially apparent in considering 3-dimensional congruence spaces... The intrinsic geometry of such a space of curvature K provides formulae for the surface area S and the volume V of a "small sphere" of radius r, whose leading terms are 3)S = 4 \pi r^2 (1 - \frac{Kr^2}{3} + ...), V = \frac{4}{3} \pi r^3 (1 - \frac{Kr^2}{5} + ...)."

"Now it is the practice of astronomers to assume that brightness falls off inversely with the square of the "distance" of an object—as it would do in Euclidean space, if there were no absorption... We must therefore examine the relation between this astronomer's "distance" d... and the distance r which appears as an element of the geometry."

"All the light which is radiated... will, after it has traveled a distance r, lie on the surface of a sphere whose area S is given by the first of the formulae (3). And since the practical procedure... in determining d is equivalent to assuming that all this light lies on the surface of a Euclidean sphere of radius d, it follows...4 \pi d^2 = S = 4 \pi r^2 (1 - \frac{K r^2}{3} + ...);whence, to our approximation 4)d = r (1- \frac{K r^2}{6} + ...), or r = d (1 + \frac{K d^2}{6} + ...)."

"is a congruence geometry, or equivalently the space comprising its elements is homogeneous and isotropic; the intrinsic relations between... elements of a configuration are unaffected by the position or orientation of the configuration. ...[M]otions of are the familiar translations and rotations... made in proving the theorems of Euclid."

"The solution of (1), which represents a homogeneous manifold, may be written in the form:ds^2 = \frac{d\rho^2}{1 - \kappa^2\rho^2} - \rho^2 (d\theta^2 + sin^2 \theta \; d\phi^2) + (1 - \kappa^2 \rho^2)\; c^2 d\tau^2, \qquad (2)where \kappa = \sqrt \frac{\lambda}{3}. If we consider \rho as determining distance from the origin... and \tau as measuring the proper-time of a clock at the origin, we are led to the de Sitter spherical world..."

"[O]nly in a homogeneous and isotropic space can the traditional concept of a rigid body be maintained."

"An "empty world," i.e., a homogeneous manifold at all points at which equations (1) are satisfied, has, according to the theory, a constant Riemann curvature, and any deviation from this fundamental solution is to be directly attributed to the influence of matter or energy."

"The general theory of relativity considers physical space-time as a four-dimensional manifold whose line element coefficients g_{\mu \nu} satisfy the differential equationsG_{\mu \nu} = \lambda g_{\mu \nu} \qquad .\;.\;.\;.\;.\;.\; (1)in all regions free from matter and electromagnetic field, where G_{\mu \nu} is the contracted Riemann-Christoffel tensor associated with the fundamental tensor g_{\mu \nu}, and \lambda is the ."

"In considerations involving the nature of the world as a whole the irregularities caused by the aggregation of matter into stars and stellar systems may be ignored; and if we further assume that the total matter in the world has but little effect on its macroscopic properties, we may consider them as being determined by the solution of an empty world."

"That the existence of these motions (the "axiom of free mobility") is a desideratum, if not... a necessity, for a geometry applicable to physical space, has been forcefully argued on a priori grounds by von Helmholtz, Whitehead, Russell and others; for only in a homogeneous and isotropic space can the traditional concept of a rigid body be maintained."

"[I]nvestigations of cosmological issues, whose only observational basis was the observations. ...involved ...mostly of mathematicians like Howard Robertson and and astronomers with strong mathematical training such as Eddington, Lemaître, George McVittie, and William McCrea. They were mainly interested in how to apply general relativity to cosmological problems, which involved not only understanding cosmic dynamics but also solving the intricate problem of interpreting cosmological solutions to the Einstein equations, in particular separating time (which determined the evolution of the universe) from space (to which simplified assumptions concerning the structure of the universe, such as homogeneity and , were to be applied)."

"We should, of course, expect that any universe which expands without limit will approach the empty de Sitter case, and that its ultimate fate is a state in which each physical unit—perhaps each nebula or intimate group of nebulae—is the only thing which exists within its own observable universe."

"Euclidean geometry is only one of several congruence geometries... Each of these geometries is characterized by a real number K, which for Euclidean geometry is 0, for the hyperbolic negative, and for the spherical and elliptic geometries, positive. In the case of 2-dimensional congruence spaces... K may be interpreted as the ' of the surface into the third dimension—whence it derives its name..."

"[T]he astronomical data give the number N of nebulae counted out to a given inferred "distance" d, and in order to determine the curvature... we must express N, or equivalently V, to which it is assumed proportional, in terms of d. ...from the second of formulae (3) and... (4)... to the approximation here adopted, 5)V = \frac{4}{3} \pi d^2 (1 + \frac{3}{10} K d^2 + ...);...plotting N against... d and comparing... with the formula (5), it should be possible operationally to determine the "curvature" K."

"New England is about right. And the Pacific Coast would make a nice, other Italy. But as for the rest of the country, I honestly don't know what to do with it. Do you?"

"Most normal accidents have a significant degree of incomprehensibility."

"Engineers speak of a “control loop,” in which the “man in the loop” is the problematical element. This is the human component in a series of sequentially interacting pieces of equipment that control or adjust a function. But when the pilot is suddenly and unexpectedly brought into the control loop (in other words, participates in decision making) as a result of (inevitable) equipment failure, he is disoriented. Long periods of passive monitoring make one unprepared to act in emergencies. The sudden appearance of several alarms, all there for safety reasons, leads to disorientation."

"The nuclear power industry, for example, lacks a strong union, has random public victims with delayed effects, has no safety board that is independent of licensing and regulatory functions, and does not see an immediate effect on its profits if safety flags (though a far more severe incentive exists to avoid a catastrophic accident which could shut down the industry)"

"I consider all large organizations troublesome, including governmental and nonprofit organizations. They concentrate power in the hands of their top management; the larger the organization, the greater the power being concentrated. There are degrees of concentration of course, and some large organizations are so disorganized that they lose much of their potential power. But size is generally correlated with these kinds of power: By deciding where to locate they determine economic opportunities for some communities and deny it to others. Their hiring decisions affect the life chances of people, and can, unless checked, favor religious, ethnic, racial, and political affiliations. As consumers of resources, they can favor certain producers over others, and not necessarily on the grounds of “efficiency.” They can mobilize political resources to insure favored treatment better than small organizations."

"As an organizational sociologist, I was interested in the system characteristics of large accidents, but the discipline also made me aware of the organizational genesis of male-made disasters."

"This article [entitled A framework for the comparative analysis of organizations], was one of three independent statements in 1967 of what came to be called "contingency theory." It held that the structure of an organization depends upon (is ‘contingent’ upon) the kind of task performed, rather than upon some universal principles that apply to all organizations. The notion was in the wind at the time."

"The burning cry in all organizations is for “good leadership,” but we have learned that beyond a threshold level of adequacy it is extremely difficult to know what good leadership is."

"The essence of the normal accident [is] the interaction of multiple failures that are not in a direct operational sequence."

"The hundreds of scientific studies of this phenomenon come to one general conclusion: Leadership is highly variable or "contingent" upon a large variety of important variables such as nature of task, size of the group, length of time the group has existed, type of personnel within the group and their relationships with each other, and amount of pressure the group is under. It docs not seem likely that we'll be able to devise a way to select the best leader for a particular situation. Even if we could, that situation would probably change in a short time and thus would require a somewhat different type of leader."

"Organizational theorists, at least since the pioneering work of Burns and Stalker, 1961 and Joan Woodward, 1965 and others in what came to be called the contingency school, have recognized that centralization is appropriate for organizations with routine tasks, and decentralization for those with nonroutine tasks. For an early statement see Perrow 1967, and Lawrence and Lorch, 1967."

"As with all theories, we can learn something from agency theory and transaction-costs economics, since they emphasize something others hide. But as with all theories, they also distort; in fact, I will argue that their distortions outweigh the value of what they highlight."

"From the beginning, the forces of light and the forces of darkness have polarized the field of organizational analysis, and the struggle has been protracted and inconclusive. The forces of darkness have been represented by the mechanical school of organizational theory — those who treat the organization as a machine. This school characterizes organizations in terms o£ such things as:"

"Since organizations are established to do something, to perform work directed to some end, all organizations have goals – some implied, some explicit."

"People in these fields no longer agree that such things as norms, values, and personality really exist or account for much; these concepts may only give a false sense of order to a world that both the academic and the person in the street desperately want to order. Sociology, too, is having some difficulty swallowing the simple, obvious proposition that attitudes predict behavior. (The proposition that morale predicts productivity is just one specification of this.)"

"It [the human relations school ] lacks empirical support and conceptual clarity, and it fails to grapple with the realities of authoritarian control in organizations and the true status of the subordinate"

"Then the works of Max Weber, first translated from the German in the 1940s — he wrote around 1910, incredibly — began to find their way into social science thought. At first, with his celebration of the efficiency of bureaucracy, he was received with only reluctant respect, and even with hostility. All writers were against bureaucracy. But it turned out, surprisingly, that managers were not. When asked, they acknowledged that they preferred clear lines of communication, clear specifications of authority and responsibility, and clear knowledge of whom they were responsible to. They were as wont to say "there ought to be a rule about this," as to say "there are too many rules around here," as wont to say "next week we've got to get organized," as to say "there is too much red tape." Gradually, studies began to show that bureaucratic organizations could change faster than non-bureaucratic ones, and that morale could be higher where there was clear evidence of bureaucracy."

"The vast proportion of the activity in organizations goes on without personal directives and supervision – and even without written rules – and sometimes in permitted violation of the rules."

"People do not exist just for organizations. They track all kinds of mud from the rest of their lives into the organization, and they have all kinds of interests that are independent of the organization."

"The Basic Argument In its simplest form, the argument goes like this: when the tasks people perform are well understood, predictable, routine, and repetitive, a bureaucratic structure is the most efficient. Things can be "programmed," to use March and Simon's term. Where tasks are not well understood, generally because the 'raw material' that each person works on is poorly understood and possibly reactive, recalcitrant or self activating. the tasks are non-routine. Such units or organizations are difficult to bureaucratize."

"Without this form of social technology, the industrialized countries of the West could not have reached the heights of extravagance, wealth and pollution that they currently enjoy."

"Particularism means that irrelevant criteria like e.g. only relatives of the boss have a chance at top positions, in contrast to universalistic criteria like e.g. competences is all that counts, are employed in choosing employees... The particularistic criteria are likely to be negatively related to performance."

"Organization theory...has been altogether too accommodating to organizations and their power."

"It takes just the right combination of circumstances to produce a catastrophe, just as it takes the right combination of inevitable errors to produce an accident."

"Barnard comes close to joining Roethlisberger and Dickson in their assumption that management behavior is mainly rational and workers' behavior nonrational."

"The concept of organizational goals, like the concepts of power, authority, or leadership, has been unusually resistant to precise, unambiguous definition. Yet a definition of goals is necessary and unavoidable in organizational analysis. Organizations are established to do something; they perform work directed toward some end."

"Another discipline began to intrude upon the confident work and increasingly elaborate models of the human relations theorists (largely social psychologists) and the uneasy toying with bureaucracy of the "structionalists" (largely sociologists). Both tended to study economic organizations. A few, like Philip Selznick, were noting conflict and differences in goals (perhaps because he was studying a public agency, the Tennessee Valley Authority), but most ignored conflict or treated it as a pathological manifestation of breakdowns in communication or the ego trips of unreconstructed managers."

"American society today is shaped not nearly as much by vast open spaces as it is by vast, bureaucratic organizations. Over half the working population toils away at enterprises with 500 or more employees--up from zero percent in 1800. Is this institutional immensity the logical outcome of technological forces in an all-efficient market, as some have argued?"

"A great deal of organizational effort is exerted to control the effects of extra-organizational influence:; upon personnel. Daily, people come contaminated into the organization... Many of the irritating aspects of [[organizational structure] are designed to control these sources of contamination."

"For our purposes then, the bureaucratic model refers to an organization which attempts to control extra-organizational influences (stemming from the characteristics of personnel and changes in the environment) through the creation of specialized (staff) positions and through such rules and devices as regulations and categorization."

"Routine tasks... are well-established techniques which are sure to work, and these are applied to essentially similar raw materials, That is, there is little uncertainty about methods and little variety or change in the tasks that must be performed."

"Bureaucracy is a dirty word, both to the average person and to many specialists on organizations. It suggests rigid rules and regulations, a hierarchy of offices, narrow specialization of personnel, an abundance of offices or units which can hamstring those who want to get things done, impersonality, resistance to change."