People From Washington State

"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."

"Executives were closely observed at work at their desks, at staff meetings, while talking with inmates or moving about the grounds and so on, and again in the feedback sessions when we gave them findings."

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

"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:"

"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."

"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."

"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."

"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."

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

"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 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."

"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."

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

"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.)"

"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."

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

"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"

"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 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."

"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."

"Nonroutine tasks:... There are few well-established techniques; there is little certainty about methods, or whether or not they will work. But it also means that there may be a variety of different task to perform, in the sense that raw materials are not standardized, or orders for customers ask for many different or custom-made products."

"Most social scientists consider the non-bureaucratic, or nonroutine organization to be good and the bureaucratic or routine organization to be bad (it impedes progress, is old- fashioned, is hard on its employees, etc.). But this judgment is debatable."

"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."

"Once a definition is embedded in a program, the opinions of personnel who remain at the institution become congruent with it."

"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."

"While [bureaucratic] solutions have been frequently criticized by those within and without the organization, no alternative way has been found to cope with the problem of organizing large numbers of people to produce goods and services efficiently."

"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."

"Chapter Five deals with the messiest problem of all— but the one to which all analytical roads should lead : the nature of organizational goals and the strategies used to achieve them."

"The structural viewpoint considers the roles people play, rather than the nature of the personalities in these roles. It deals with the structures in which roles are performed— the relationship of groups to each other, such as sales and production, and the degree of centralization or decentralization."

"People's attitudes are shaped at least as much by the organization in which they work as by their pre-existing attitudes."

"It is surprising how much discipline is imposed upon theory by requiring that it ‘make a difference’ and provide guidance or useful illumination. I learned long ago from students in professional schools that questions of ‘so what’ or ‘what relevance does this have’ do not signify impatience with theory per se, much less anti-intellectualism, but only impatience with the obvious, general, remote, and vague statements that often parade as social science theory. One test of good theory is that it have practical implications."

"Apparent leadership problems are often problems of organizational structure."

"The less the expertise, the more direct the surveillance, and the more obtrusive the controls. The more the expertise, the more unobtrusive the controls. The best situation of all, though they do not come cheap, is to hire professionals, for someone else has socialized them and even unobtrusive controls are hardly needed. The professional, the prima donna of organizational theory, is really the ultimate eunuch - capable of doing everything well in that harem except that which he should not do, and in this case that is to mess around with the goals of the organization, or the assumptions that determine to what ends he will use his professional skills."

"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."

"I once believed that if organizations had a better fit between their technology and their structure, they would be more efficient and thus more profitable."

"Inspection of the questionnaires also indicated that because staff members in the more custodial institutions were more willing to use negative sanctions they probably were confronted with less disruptive behavior, since the inmates recognized the costs of acting as they felt."

"Frequent scheduling of mass activities in the company of other inmates, group punishment, and administering physical punishment before groups of inmates enhance the probability that inmates identify strongly with one another against staff. When, in addition, staff maintain domineering authority relationships and considerable social dishance, inmates further perceive themselves as members of a group opposed to staff, and divergent interests between these groups are more fully recognized"

"Organizations are seen primarily as systems for getting work done, for applying techniques to the problem of altering raw materials - whether the materials be people, symbols or things."

"[People-processing institutions are] a type of social institution in which human beings constitute both the raw materials and the products of organizational work. Although all social institutions are involved in some degree in people-processing activities, the term is properly restricted to those whose primary goal is the shaping, reshaping, removing, overhauling, retooling, reassembling, and recording the physical, psychological, social, legal, or moral aspects of human objects."

"By technology is meant the actions that an individual performs upon an object, with or without the aid of tools or mechanical devices, in order to make some change in that object. The object, or 'raw material', may be a living being, human or otherwise, a symbol, or an Inanimate object. People are raw materials in people-changing or people-processing organizations; symbols are materials in banks, advertising agencies, and some research organizations; the interactions of people are raw materials to be manipulated by administrators in organizations; boards of directors, committees, and councils are usually Involved with the changing or processing of symbols and human interactions, and so on."

"Techniques are performed upon raw materials. The state of art of analyzing the characteristics of the raw materials is likely to determine what kind of technology will be used. (Tools are also necessary, of course, but by and large, the construction of tools is a simpler problem than the analysis of the nature of the material and generally follows the analysis.) To understand the nature of the material means to be able to control it better and achieve predictability and efficiency in transformation. We are not referring here to the 'essence of the material, only the way the organization perceives it to be ... The other relevant characteristic of the raw material, besides the understandability of Its nature, is Its stability and variability; that is, whether the material can be treated in a standardized fashion or whether continual adjustment to it is necessary. Organizations uniformly seek to standardize their raw material In order to minimize exceptional situations. This is the point of de-individualizing processes found in military academies, monasteries and prisons, and the superiority of the synthetic shoe material Corfam over leather."

"It [a power based model of organization] sees organizations a intentional human constructions but not necessarily rational systems guided by official goals; as bargaining areas rather than cooperative systems; as systems of power rather than coercive institutions reflecting cultural norms, and as resources for other organizations and groups rather than closed systems. If we define organizations, then, as intentional human constructions wherein people and groups within and without the organization compete for outputs of interest them under conditions of unequal power, we have posed the issue of effectiveness quite differently"

"To call for decentralization, representative bureaucracy, collegial authority, or employee-centered, innovative or organic organizations - to mention only a few of the highly normative prescriptions that are being offered by social scientists today - is to call for a type of structure that can be realized only with a certain type of technology, unless we are willing to pay a high cost in terms of output. Given a routine technology, the much maligned Weberian bureaucracy probably constitutes the socially optimum form of organizational structure."

"Merce [Cunningham] is my favorit artist in any field. Sometimes I’m pleased by the complexity of a work I paint. By the fourth day I realize it’s simple. Nothing Merce does [choreography for dance] is simple. Everything has a fascinating richness and multiplicity of direction. [Jasper Johns did a lot of décors for Merce Cunningham, as Robert Rauschenberg did and Frank Stella..."

"I met him [Merce Cunningham] around 1953 after a performance I saw. He was teaching and making dances for his company and was already working with John Cage. What interested me initially wasn’t just the movement but also the music he worked with, which was unfamiliar to me.. ..Later [[Robert Rauschenberg|Bob Rauschenberg] had been doing sets and costumes for the Cunningham Company.. .I can’t say exactly how, but for a period of time, Cage, Cunningham, Rauschenberg, and I saw each other frequently and exchanged ideas. John [Cage] was very interested in presenting his ideas to other people, so it was impossible to be around and not to learn.."

"I was working on a title called, “Untitled Solo,” and I had made—using the chance operations—a series of movements written on scraps of paper for the legs and the arms, the head, all different. And it was done not to the music but with the music of Christian Wolff."

"If a dancer dances - which is not the same as having theories about dancing or wishing to dance or trying to dance or remembering in his body someone else's dance - but if the dancer dances, everything is there.. ..our ecstasy in dance comes from the possible gift of freedom, the exhilarating moment that this exposing of the bare energy can give us. What is meant is not license, but freedom...(1952)"

"John Cage and I became interested in the use of chance in the 50's. I think one of the very primary things that happened then was the publication of the "I Ching," the Chinese book of changes, from which you can cast your fortune: the hexagrams."

"Cage took it to work in his way of making compositions then; and he used the idea of 64—the number of the hexagrams —to say that you had 64, for example, sounds; then you could cast, by chance, to find which sound first appeared, cast again, to say which sound came second, cast again, so that it's done by, in that sense, chance operations. Instead of finding out what you think should follow—say a particular sound—what did the I Ching suggest? Well, I took this also for dance."

"This is a great day for the Yakamas -- to get the land returned back for access to our fishing right areas. The younger generation will continue to exercise their Creator-given right to our very important salmon. The U.S. government promised us with their honorable word to uphold their trust responsibility. All Yakamas will benefit with this accomplishment by the current Tribal Council officials."