People From Cleveland

"Democratic freedom is a method of nonviolence and an antidote to war."

"Democracy is a metasolution to the problem of diversity."

"Our century is noted for its bloody wars. WW1 saw 9 million people killed in battle, an incredible record that was surpassed within a few decades by the 15 million battle deaths of WW2. Even the numbers killed in 20th century revolutions and civil wars have set historical records. In total, about 35,654,000 people have died in this century’s international and domestic wars, revolutions, and violent conflicts. Yet, even more unbelievable than these vast numbers killed in war is a shocking fact. The number of people killed by totalitarian or extreme authoritarian governments already exceeds that for all wars, civil and international. Indeed, this number already approximates the number that might be killed in a nuclear war."

"In the twentieth century, governments murdered, as a prudent estimate, 272,000,000 men, women and children. It could be over 400,000,000."

"There is a good reason that all of this killing is unknown. The authoritarian and totalitarian thug regimes that do most of the killing usually control who writes their histories and what appears in them."

"In total, communist (Marxist-Leninist) regimes murdered nearly 148 million people from 1917 to 1987. For a perspective on this incredible toll, note that all domestic and foreign wars during the twentieth century killed in combat around 41 million."

"According to political scientist R.J. Rummel, citizens’ own governments are the greatest genocidal actors and mass killers of them all. In Death by Government (1994), Rummel showed that citizens have a much greater probability of dying at the hands of their own government than of foreign ones, again, adding credibility to the old adage that governments don’t protect people; people protect governments."

"People should not be free only because it is good for them. They should be free because it is their right as human beings."

"A prominent democratic peace theorist, Rudolph Rummel (1994) has made the point that between four and five times as many were killed by government (in democide) in the twentieth century as were killed in war."

"Giere's book makes a serious case for constructivism, but those with strong objectivist inclinations will not be moved. For one thing, in spite of his best efforts and the excellent philosophical company he keeps, the constructivist position remains somewhat obscure. The notion of a physical world that emerges from the interaction of the objective and the subjective is difficult to grasp, even if you are a philosopher. And although Giere's arguments for constructivism are serious and provocative, they have uncertain force. Scientific descriptions surely are incomplete and affected by interest, but these are features the objectivist can take on board. Completeness and objectivity are orthogonal. Maybe in the end constructivism is true, or as true as a constructivist can consistently allow. Nevertheless, the thought that the world has determinate objective structures is almost irresistible, and Giere has not ruled out the optimistic view that science is telling us something about them."

"As a 15 year jurist, I like to think I speak with clarity. So let me try again. When a United States Senator commits a non criminal act of indiscretion; and when it is brought to his attention he immediately has the integrity to apologize; and the apology is accepted by the victim: IT IS WRONG for the dogs of war to leap onto his back and demand his resignation from the United States Senate. It is morally wrong. And as an aside for all you sanctimonious judges who are demanding my resignation, hear this. I was a civil right lawyer actively prosecuting sexual harassment cases on behalf of the Attorney General's Office before and before you were born. Lighten up folks. This is how Democrats remain in the minority."

"Now that the dogs of war are calling for the head of Senator Al Franken I believe it is time to speak up on behalf of all heterosexual males. As a candidate for Governor let me save my opponents some research time. In my last fifty years I was sexually intimate with approximately 50 very attractive females. It ranged form a gorgeous personal secretary to Senator Bob Taft (Senior) who was my first true love and we made passionate love in the hayloft of her parents barn in Gallipolis and ended with a drop dead gorgeous red head who was senior advisor to Peter Lewis at Progressive Insurance in Cleveland. Now can we get back to discussing legalizing marijuana and opening the state hospital network to combat the opioid crisis. I am sooooo disappointed by this national feeding frenzy about sexual indiscretions decades ago. Peace."

"If I offended anyone, particularly the wonderful women in my life, I apologize. But if I have helped elevate the discussion on the serious issues of sexual assault, as opposed to personal indiscretions, to a new level...I make no apologies. Suggesting the admitted conduct of Senator Al Franken and the alleged conduct of Judge Roy Moore are on the same level trivializes the serious subject at hand. There are Democrats out there who are saying neither one of them pass the purity test to sit in the United States Senate. And that is sad."

"There comes a time in everyone's life when you have to admit you were wrong. It is Sunday morning and i am preparing to go to church and get right with God. But first I have to get right with my family, my friends, and the thousands of strangers who have been hurt by my insensitive remarks. I am sorry. I have damaged the national debate on the very real subject of sexual harassment, abuse and unfortunately rape. It is not a laughing matter. It wasn't when I prosecuted sexual misconduct for the State of Ohio, and it is not now. To my daughters, Katie Corrin O'Neill, Tiffany O'Neill Scullen, and my sisters Patricia O'Neill Sacha and Mary Kaye O'Neill, accomplished women all, please accept my public apology for dragging you into this matter. You deserved better treatment than this. I love you, respect you, and yes. I was wrong. Thank you for loving me enough to stand up to my departure from a loving life."

"Just as the Bible teaches the Golden Rule — “Do unto others as you would have others do unto you” — the Mahabharata (5.39.57), predating the Bible, teaches a similar truth, and in almost the exact same wording. Yogis and spiritual adepts in India extend the teaching to its logical limits, showing kindness to all species of life — and this, of course, means vegetarianism. It is hard to be kind to animals if you are eating them. In other words, if you don't want someone eating your entrails, don't eat the entrails of others."

"The search for happiness is natural, because it is the constitutional position of the spirit soul to be eternally joyful. But our search for happiness in the external, physical world is always frustrated; we look everywhere, never realizing permanent pleasure. Temporary, relative pleasure is certainly here to be had, but it is always accompanied by its counterpart: pain. Those who are wise, then, look within, learning how to pursue not only the relative pleasure of this world but, more to the point, they focus on the higher pleasure of the spiritual realm."

"One can only wonder when the advocates of progressive economics will realize that, despite their best efforts, you cannot regulate your way to economic prosperity."

"With government driving up the cost of labor, it's driving down the number of jobs. You're going to see automation not just in airports and grocery stores, but in restaurants. This is the problem with Bernie Sanders, and Hillary Clinton, and progressives who push very hard to raise the minimum wage. Does it really help if Sally makes $3 more an hour if Suzie has no job? If you're making labor more expensive, and automation less expensive — this is not rocket science. They're always polite, they always upsell, they never take a vacation, they never show up late, there's never a slip-and-fall, or an age, sex, or race discrimination case."

"Mooney's unpublished paper “The Science of Industrial Organization” (1929) portrays GM's multidivisional organization's use of the line-staff concept in organizing overseas assembly plants. Here I compare General Motors with Ford Motor Company, which had first-mover advantages overseas, and examine how each company organized and managed their international operations. “Linking pins,” a social-science concept, illustrates how GM's organizational hierarchy achieved vertical coordination of effort."

"Von Hitler wurde der Präsident von GM, James D. Mooney, 1938 für seine Verdienste um die Aufrüstung mit dem Orden des Deutschen Adlers (Erste Klasse) ausgezeichnet."

"Mooney and Reiley were concerned with certain universal principles and contributed four principles of organization, namely, the coordinative principle, the scalar principle, the functional principle, and staff-line principle."

"On January 17, 1940, Harold Nicolson heard that there was 'still a group in the war Cabinet working for appeasement and at present in negotiation via the former Chancellor Bruning to make peace with the German General Staff on condition that they eliminate Hitler'. But the chance that the German 'opposition' might play the deus ex machina was long gone. Roosevelt was even less realistic. He continued to act as if a compromise peace might still be concocted on the basis of Munich-style concessions to the dictators; hence the 1940 trips to Europe by the Under-Secretary of State, Sumner Welles, and the Vice-President of General Motors, James Mooney, the former touting concessions to Germany that even Chamberlain and Halifax thought laughable. Only with the fall of France was appeasement finally buried."

"[Functionalism is] a distinction between kinds of duties."

"While many brilliant writers and speech makers have been battling passionately about communism, fascism, socialism, and democracy, our studies of how governmental organizations actually function have forced us to the conclusion that there is little significance to these terms. Indeed, it has been our general observation that not only in different countries, but from generation to generation men go on organizing their governments and earning their living in much the same manner. Notable changes and improvements can be credited from time to time to the scientists and engineers, and in general to improved technology, but throughout history economic laws and the processes of production and distribution display an utter contempt for changes in the political complexion of government. In appraising the many experiments in governmental organization that are being tried currently throughout the world, it is important that we should not be thrown off the track by the circumstance that the various revolutionary movements or changes in government have adopted different symbols around which to rally supporters. The vital point is the plain fact that, once the controlling group gets into power, the practical circumstances of the situation force the new leaders to organize the government according to principles of organization that are as old as the hills."

"Delegation means the conferring of a specified authority by a higher authority. In its essence it involves a dual responsibility. The one to vhom responsibility is delegated becomes responsible to the superior for doing the job. but the superior remains responsible for getting the Job done. This principle of delegation is the center of all processes in formal organization. Delegation is inherent in the very nature of the relation between superior and subordinate. The moment the objective calls for the organized effort of more than one person, there is always leadership with its delegation of duties."

"In 1931, under the title "Onward Industry," Messrs. James D. Mooney and Alan C. Reiley published a full-length book examining the comparative principles of organization as displayed historically in governmental, ecclesiastical, military and business structures... Their book constitutes the first serious attempt to deal with the subject comparatively and synoptically."

"My own principal interest lies in the sphere of , which of all major forms of human organization is, in its present magnitude, the most modern. For this the reason is evident. The vast present-day units of industrial organization are products mainly of one creating factor, namely the technology of mass production, and this technology, born of the industrial revolution, has been almost exclusively an evolution of the last century. In contrast other major forms of human organization — the state, the church, the army — are as old as human history itself. Yet if we examine the structure of these forms of organization we shall find that, however diverse their purposes, the underlying principles of organization are ever the same."

"No advance in human knowledge will ever exclude the leader's need for the counsel of elemental human wisdom, and especially of collective wisdom, in the making of all important decisions."

"Worthiness in the industrial sphere can have reference to one thing only, namely the contribution of industry to the sum total of human welfare. On this basis only must industry and all its works finally be judged… The lessons of history teach us that no efficiency of procedure will save from ultimate extinction those organizations that pursue a false objective; on the other hand, without such efficient procedure, all human group effort becomes relatively futile."

"In every organization there must be some function that decides or determines the objective and the procedure necessary to its attainment... may be called the determinative... in secular government always known as the legislative."

"The third and effectuating principle of the entire scalar process is Functional Definition."

"Leadership is the form that authority assumes when it enters into process. As such it constitutes the determining principle of the entire scalar process, existing not only at the source, but projecting itself through its own action throughout the entire chain, until, through functional definition, it effectuates the formal coordination of the entire structure."

"By the term functionalism, considered as a principle of organization, we mean the differentiation or distinction between kind of duties. Thus it is clearly distinguished from the scalar principle, in which there is also differentiation, but of quite another kind. The scalar differentiation refers simply to degrees or gradations of authority."

"The fact that functions may not be separated in organization does not in any way way destroy their identity as functions... The ideal of organized efficiency is not the complete segregation but the integrated correlation |of the three primary functions... The organizer must identify these functional principles, as they appear in every job, and make them the basis of his correlation... his duty is to correlate functions as such... The duty of the manager is to correlate who performs these functions... Management however represents the scalar principle... perpendicular correlations... true horizontal correlation requires other contact... The dissemination of understanding... of common purpose, of the relation of individuals to that purpose & to each other."

"Coordination, therefore, is the orderly arrangement of group efforts, to provide unity of action in the pursuit of a common purpose. As coordination is the all inclusive principle of organization it must have its own principle and foundation in authority, or the supreme coordination power. Always, in every form of organization, this supreme authority must rest somewhere, else there would be no directive for any coordinated effort."

"It is sufficient here to observe that the supreme coordinating authority must be anterior to leadership in logical order, for it is this coordinating force which makes the organization. Leadership, on the other hand, always presupposes the organization. There can be no leader without something to lead."

"Although a separate function of some kind is implicit in the very existence of a separate department, there may be, especially in manufacturing procedure, certain general functions, appearing in some form of departments, which in turn may require organized supervision and correlation. Thus we have cross-functionalism."

"Cross-functionalism, however, cannot eliminate departmental organization; on the contrary the organized supervision of any function of this character becomes itself departmental. Thus out of cross-functionalism must grow cross-departmentalism. Cross-departmentalism is an extended application of the principle of horizontal correlation."

"The staff function in organization means the service of advice or counsel, as distinguished from the function of authority or command. This service has three phases, which appear in a clearly integrated relationship. These phases ^ are the informative, the advisory, and the supervisory."

"The informative phase refers to those things which authority should know in framing its decisions; the advisory, to the actual counsel based on such information; the supervisory, to both preceding phases as applied to all the details of execution. The point is that the line represents the authority of man; the staff, the authority of ideas. The staff is purely an auxiliary service. Its function is to be informative and advisory with respect to both plans and their execution. This is implicit in the word "staff" which is something to support or lean upon but without authority to decide or initiate."

"There are two prime requisites in efficient staff service, coordination and infiltration. The tertn "co-ordination" describes the necessary method of sound staff procedure, but "infiltration of knowledge" is the ultimate purpose of all staff activities. Staff service is not alone for the top leader. It comes to him first, for he needs it in the making of his initial decisions, but the subordinates in the scalar chain, down to the very rank and file, likewise need it in the intelligent execution of all plans."

"The term organization, and the principles that govern it, are inherent in every form of concerted human effort, even where there are no more than two people involved. For example take two men who combine their efforts to lift and move a stone that is too heavy to be moved by one. In the fact of this combination of effort we have the reality of human organization for a given purpose. Likewise in the procedure necessary to this end we find the fundamental principles of organization. To begin with, the two lifters must lift in unison. Without this combination of effort the result would be futile. Here we have co-ordination, the first principle of organization. Likewise one of these two must give the signal "heave ho !" or its equivalent, to the other, thus illustrating the principle of leadership or command. Again the other may have a suggestion to make to the leader in the matter of procedure, which involves the vital staff principle of advice or counsel. And so on. Thus in every form of concerted effort principles of organization are as essential and inevitable as organization itself."

"As coordination is the all-inclusive principle of organization, it must have its own principle and foundation in Authority, or the supreme coordinating power. Always, in every form of organization, this supreme coordinating authority must rest somewhere, else there would be no directive for any truly coordinated effort. The term authority as here used need imply nothing of autocracy."

"It is essentially to the very idea and concept of organization that we there must be a process, formal in character, through which the supreme co-ordinating authority operates throughout the whole structure of the organized body. This process is not an abstraction; it is a tangible reality observable in every organization. It appears in a form so distinct and characteristic that it practically names itself, — hence the term Scalar Process."

"When a member of an organization is placed in a position with duties ill defined in their relation to other duties what happens? Naturally he attempts to make his own interpretation of those duties and, where he can, to impose this view on those about him. In this process he encounters others in similar cases, with friction and lack of coordination as the inevitable result."

"The scalar principle is the same form in organization that is sometimes called hierarchical. But, to avoid all definitional variants, scalar is here preferred. A scale means a series of steps, something graded. In organization it means the grading of duties, not according to different functions, for this involves another principle of organization, but according to degrees of authority and corresponding responsibility. For convenience we shall call this phenomenon of organization the scalar chain. The common impression regards this scale or chain merely as a "type" of organization, characteristic only of the vaster institutions of government, army, church, and industry. This impression is erroneous. It is likewise misleading, for it seems to imply that the scalar chain in organization lacks universality. These great organizations differ from others only in that the chain is longer. The truth is that wherever we find an organization even of two people, related as superior and subordinate, we have the scalar principle. This chain constitutes the universal process of coordination, through which the supreme coordinating authority becomes effective throughout the entire structure."

"Mooney has made an exhaustive study of governmental, military, ecclesiastical and industrial organization in an effort to find underlying principles or precepts applicable to all forms of organization. He lists three basic principles: (l) the coordinative (2) the scalar) and (3) the functional. Each of these basic principles is further subdivided into subordinate principles for a total of nine identifiable principles."

"Among organization theorists general, if not universal agreement obtains that it is proper to view the development of organization theory as divided into three periods. Conventionally, this "history" is regarded as beginning early in this century; and the three periods are customarily are designed by the terms classic, neo-classic and modern... The classical period has its beginning, in the conventional view, with Frederick W. Taylor and Henri Fayol... [and] reaches its high point in the thirties with the work of James Mooney and of the editors and authors of the Paper in the Science of Administration."

"In retrospect, Mooney’s mission looks incredibly naive. It is astonishing that he could have been so close to affairs in Germany and yet not have realised the true nature of the Nazi regime; but it seems this was so. His efforts, though made in good faith, were kept secret at first, but eventually news leaked out and in the summer of 1940 PM magazine in the USA ran a series of articles accusing Mooney of Nazi sympathies and linking his meeting with Hitler to his earlier receipt of the German Order of Merit for services to industry in 1938."

"The supreme coordinating authority must rest somewhere and in some form in every organization, else there could be no such thing as organized."