Business Theorists From The United States

"After a workman has had the price per piece of the work he is doing lowered two or three times as a result of his having worked harder and increased his output, he is likely to entirely lose sight of his employer's side of the case and to become imbued with a grim determination to have no more cuts if soldiering can prevent it."

"The greater part of the systematic soldiering, however, is done by the men with the deliberate object of keeping their employers ignorant of how fast work can be done. So universal is soldiering for this purpose, or under any of the ordinary systems of compensating labor, who does not devote a considerable part of his time to studying just how slowly he can work and still convince his employer that he is going at a good pace."

"I have read with very great interest Mr. Metcalfe's paper, as we at the Midvale Steel Co. have had the experience, during the past ten years, of organizing a system very similar to that of Mr. Metcalfe. The chief idea in our system, as in his, is, that the authority for doing all kinds of work should proceed from one central office to the various departments, and that there proper records should be kept of the work and reports made daily to the central office, so that the superintending department should be kept thoroughly informed as to what is taking place throughout the works, and at the same time no work could be done in the works without proper authority. The details of the system have been very largely modified as time went on, and a consecutive plan, such as Mr. Metcalfe proposed, would have been of great assistance to us in carrying out our system. There are certain points, however, in Mr. Metcalfe's plan, which I think our experience shows to be somewhat objectionable. He issues to each of the men a book, something like a check-book, containing sheets which they tear out, and return to the office after stating on them the work which they have done. We have found that any record which passes through the average workman's hands, and which he holds for any length of time, is apt either to be soiled or torn. We have, therefore, adopted the system of having our orders sent from the central office to the small offices in the various departments of the works, in each of which there is a clerk who takes charge of all orders received from, and records returned to, the central office, as well as of all records kept in the department."

"That there is a difference between the average and the first class man is known to all employers, but that the first class man can do in most cases from two to four times as much is known to few, and is fully realized only by those who have made a thorough and scientific study of the possibilities of men."

"Ethical judgments can be [should be] included in the scope of science"

"Managers within organizations sometimes confront a type of problem that is difficult to solve, in part, because the problems involve many stakeholders with diverse perspectives. The different assumptions from each perspective result in differing views of the problem and potential solutions. It is difficult to produce a satisfactory potential solution when the formulation of the problem definition is the major concern and when applying a potential solution risks unintended consequences. Churchman (1967, p. 141) writes that the solutions proposed to solve these problems "often turned out to be worse than the symptoms""

"Systems thinking, as written about and practiced by Russell Ackoff, C. West Churchman, Peter Checkland and others, contained within it many of the impulses that motivate the application of design ideas to strategy, organization, society, and management. Ideas such as engaging a broad set of stakeholders, moving beyond simple metrics and calculations, considering idealized options and using scenarios to explore them, shifting boundaries to reframe problems, iteration, the liberal use of diagrams and rich pictures, and tirelessly searching for a better set of alternatives were all there. If the business and management community had bought it, we would not be having the many discussions about design, design thinking, and expanding management education to engage the intuitive, to embrace values, to look beyond available choices."

"Churchman recognized in his critical systemic thinking that the human mind is not able to know the whole. … Yet the human mind, for Churchman, may appreciate the essential quality of the whole. For Churchman, appreciation of this essential quality begins … when first you see the world through the eyes of another. The systems approach, he says, then goes on to discover that every worldview is terribly restricted. Consequently, with Churchman, a rather different kind of question about practice surfaces. … That is, who is to judge that any one bounded appreciation is most relevant or acceptable? Each judgment is based on a rationality of its own that chooses where a boundary is to be drawn, which issues and dilemmas thus get on the agenda, and who will benefit from this. For each choice it is necessary to ask, What are the consequences to be expected insofar as we can evaluate them and, on reflection, how do we feel about that? As Churchman points out, each judgment of this sort is of an ethical nature since it cannot escape the choice of who is to be the client—the beneficiary—and thus which issues and dilemmas will be central to debate and future action. In this way, the spirit of C. West Churchman becomes our moral conscience. A key principle of systemic thinking, according to Churchman, is to remain ethically alert. Boundary judgments facilitate a debate in which we are sensitized to ethical issues and dilemmas."

"General systems theory is considered as a formal theory (Mesarovic, Wymore), a methodology (Ashby, Klir), a way of thinking (Bertalanffy, Churchman), a way of looking at the world (Weinberg), a search for an optimal simplification (Ashby, Weinberg), didactic method (Boulding, Klir, Weinberg), metalanguage (Logren), and profession (Klir)."

"Prediction of events is a central problem to which students of decision making have also addressed themselves. See, for example, Simon (1957), Churchman (1948), Bross (1953)."

"I was an Editor-in-Chief of Philosophy of Science during its early years. Now, over a half century later, I have to admit that I was not very clear what the journal was about, except that it tried to reflect on the meaning of science and its relation to other human activities. At this time I am even less sure of its purposes."

"Everybody's daily life consists of problems arising from what you decided yesterday. Managers understand that. Mathematicians want to solve a theorem, publish the results and walk away clean. Managers never walk away clean. The real world is a very dirty place. Clarity is supposed to be the objective of science. I disagree. I think the objective of science is confusion, because confusions carries you into problems."

"If the story of my early years with Russ sound like they were years of battle, then the sound is correct."

"The design of my philosophical life is based on an examination of the following question: is it possible to secure improvement in the human condition by means of the human intellect? The verb 'to secure' is (for me) terribly important, because problem solving often appears to produce improvement, but the so-called 'solution' often makes matters worse in the larger system (e.g., the many food programs of the last quarter century may well have made world-wide starvation even worse than no food programs would have done.) The verb ‘to secure' means that in the larger system over time the improvement persists. I have to admit that the philosophical question is much more difficult than my very limited intellect can handle. I don't know what 'human condition' and 'human intellect' mean, though I've done my best to tap the wisdom of such diverse fields as depth psychology, economics, sociology, anthropology, public health, management science, education, literature, and history. But to me the essence of philosophy is to pose serious and meaningful questions that are too difficult for any of us to answer in our lifetimes. Wisdom, or the love of wisdom, is just that: thought likes solutions, wisdom abhors them."

"It would be a good thing, if the systems planner's germination was moral outrage and not just a mild felt need. In other words, I do not think we should view the major problems of the world today with calm objectivity. We shouldn't first ask ourselves for a precise and operational definition of malnutrition. We should begin with 'kids are starving in great numbers, damn it all!"

"I am often inclined to put the implementation questions first, ie, "Can anything be changed?" Should the implementation question not accompany the whole process from its very beginning to its very end?"

"Suppose we consider, not the rationality of holism, but its spirituality. Holism traditionally says that a collection of beings may have a collective property that cannot be inferred from the properties of its members."

"Enemies are hostile, out to stop you, to eliminate you and your ideas; they are also to be loved, even as yourself."

"The story begins with a somewhat disgruntled hero, who perceived of the world as populated with stupid people, everywhere committing the environmental fallacy. The fallacy was a case not merely of the “mind’s falling into error,” but rather of the mind leading all of us into incredible dangers as it first builds crisis and then attacks crisis. Like all heroes, this one looked about for resources, for aids that would help in a dangerous battle, and he found plenty of support – in both the past and the present. It won’t hurt to summarize the story thus far. If the intellect is to engage in the heroic adventure of securing improvement in the human condition, it cannot rely on “approaches,” like politics and morality, which attempt to tackle problems head-on, within the narrow scope. Attempts to address problems in such a manner simply lead to other problems, to an amplification of difficulty away from real improvement. Thus the key to success in the hero’s attempt seems to be comprehensiveness. Never allow the temptation to be clear, or to use reliable data, or to “come up to the standards of excellence,” divert you from the relevant, even though the relevant may be elusive, weakly supported by data, and requiring loose methods. Thus the academic world of Western twentieth century society is a fearsome enemy of the systems approach, using as it does a politics to concentrate the scholars’ attention on matters that are scholastically respectable but disreputable from a systems-planning point of view."

"For the goal planner, reality stops at the boundaries of the problem. For the objective- planner, it stops at the boundaries set by feasibility and to some extent by responsibility. For the ideal-planner, there are no "real" boundaries."

"The enemies will be asking reasonable questions, like Isn't politics the way matters are really decided, and isn't the rational systems approach simply one political device, to be used when politically expedient? Or isn't morality essentially inexpressible in terms of concepts and words, and doesn't this essentially ineffable quality of our lives lead us humans to decide the way we do? Or, isn't religious imagery really the basis of all our perspectives and concepts, including the perspective of the systems approach? And what is it that carries the values we humans cherish? It is not the ego or the mind, but, say our basic aesthetic feeling, which cannot be conceptualized. And finally, and most generally, why is a rational, holistic approach desirable for the human species, especially since it so often gets out of hand, missing the vital essence of the specific and individual, the here and now, encompassing "everything" to the exclusion of every thing?"

"Finally we should note the basic assumption of the classical laboratory-namely, that nature is neither capricious nor secretive. If nature were capricious, she would tell one observer one thing and another observer a quite different thing... Also nature is not secretive, in the sense that she will not forever hide certain aspects of her being..."

"We must face the reality that the enemies offer: what's really happening in the human world is politics, or morality, or religion, or aesthetics. This confrontation with reality is totally different from the rational approach, because the reality of the enemies cannot be conceptualized, approximated, or measured."

"Common to all these enemies is that none of them accepts the reality of the "whole system": we do not exist in such a system. Furthermore, in the case of morality, religion, and aesthetics, at least a part of our reality reality as human is not "in" any system, and yet it plays a central role in our lives. To me these enemies provide a powerful way of learning about the systems approach, precisely because they enable the rational mind to step outside itself and to observe itself (from the vantage point of the enemies)."

"Inquiry is the creation of knowledge or understanding; it is the reaching out of a human being beyond himself to a perception of what he may be or could be, or what the world could be or ought to be."

"The religious Weltanschauung, … describes a certain kind of relationship – such as love, adoration and obedience – between men and other men, or between men and some superior being. or between men and "Nature"."

"Design, properly viewed, is an enormous liberation of the intellectual spirit, for it challenges this spirit to an unbounded speculation about possibilities."

"Knowledge is a potential for a certain type of action, by which we mean that the action would occur if certain tests were run. For example, a library plus its user has knowledge if a certain type of response will be evoked under a given set of stipulations."

"To conceive of knowledge as a collection of information seems to rob the concept of all of its life. Knowledge resides in the user and not in the collection. It is how the user reacts to a collection of information that matters."

"Knowledge can be considered as a collection of information, or as an activity, or as a potential. If we think of it as a collection of information, then the analogy of a computer's memory is helpful, for we can say that knowledge about something is like the storage of meaningful and true strings of symbols in a computer."

"A system may actually exist as a natural aggregation of component parts found in Nature, or it may be a man-contrived aggregation – a way of looking at a problem which results from a deliberate decision to assume that a set of elements are related and constitute such a thing called ‘a system."

"The theory of the nature of mathematics is extremely reactionary. We do not subscribe to the fairly recent notion that mathematics is an abstract language based, say, on set theory. In many ways, it is unfortunate that philosophers and mathematicians like Russell and Hilbert were able to tell such a convincing story about the meaning-free formalism of mathematics. In Greek, mathematics simply meant learning, and we have adapted this... to define the term as "learing to decide." Mathematics is a way of preparing for decisions through thinking. Sets and classes provide one way to subdivide a problem for decision preparation; a set derives its meaning from decision making, and not vice versa."

"To know that we are measuring real change we need to have a strong theoretical base."

"The systems approach goes on to discovering that every world-view is terribly restricted."

"Operations research '(OR) is the securing of improvement in social systems by means of scientific method"

"The systems approach is not a bad idea"

"There are no experts in the systems approach"

"A systems approach begins when first you see the world through the eyes of another."

"It's not as though we can expect that next year or a decade from now someone will find the correct systems approach and all deception will disappear. This, in my opinion, is not in the nature of systems. What is in the nature of systems is a continuing perception and deception, a continuing re-viewing of the world, of the whole system, and of its components. The essence of the systems approach, therefore, is confusion as well as enlightenment. The two are inseparable aspects of human living."

"However a systems problem is solved—by a planner, scientist, politician, antiplanner, or whomever—the solution is wrong, even dangerously wrong. There is bound to be deception in any approach to the system."

"In general, we can say that the larger the system becomes, the more the parts interact, the more difficult it is to understand environmental constraints, the more obscure becomes the problem of what resources should be made available, and deepest of all, the more difficult becomes the problem of the legitimate values of the system."

"For the scientist a model is also a way in which the human though processes can be amplified. This method often takes the form of models that can be programmed into computers. At no point, however, the scientist intend to loose control of the situation because off the computer does some of his thinking for him. The scientist controls the basic assumptions and the computer only derives some of the more complicated implications."

"The management of a system has to deal with the generation of the plans for the system, i.e., consideration of all of the things we have discussed, the overall goals, the environment, the utilization of resources and the components. The management sets the component goals, allocates the resources, and controls the system performance."

"The scientist has to have a way of thinking about the environment of a system that is richer and more subtle than a mere looking at for boundaries. He does this by noting that, when we say that something lies ‘outside’ the system, we mean that system can do relatively little about its characteristics or its behavior. Environment, in effect, makes up the things and people that are ‘fixed’ or ‘given’, from the system’s point of view."

"The ultimate meaning of the systems approach, therefore, lies in the creation of a theory of deception and in a fuller understanding of the ways in which the human being can be deceived about his world and in an interaction between these different viewpoints."

"We are always obliged to think about the larger system. If we fail to do this, then our thinking becomes fallacious."

"The idea of a ‘system approach’ is both quite popular and quite unpopular. It’s popular because it sounds good to say that the whole system is being considered, but it’s quite unpopular because it sounds either like a lot of nonsense or else downright dangerous – so much evil can be created under the guise of serving the whole."

"The problem of systems improvement is the problem of the 'ethics of the whole system'."

"It is only natural to expect that improvement can occur in certain sectors of the system without our having delved deeply into the characteristics of the whole system. Thus, for example, there is a tradition in Western thought that parts of the whole system can be studied and improved more or less in isolation from the rest of the system. So deeply ingrained is this concept of social improvement in Western thought that we naturally think it proper to subdivide our society into functional elements. We think it proper that each element develop its own criteria of improvement and that the elements be as free as possible from the interference of the other parts of the social structure... Men have neglected a very serious problem in defining improvement. The problem is very simple: How can we design improvement in large systems without understanding the whole system, and if we the answer is that we cannot, how is it possible to understand the whole system?"

"It is sheer nonsense to expect that any human being has yet been able to attain such insight into the problems of society that he can really identify the central problems and determine how they should be solved. The systems in which we live are far too complicated as yet for our intellectual powers and technology to understand."