Academics From The United States

"A great deal of study has been directed to denning 'best decisions,' particularly since the pioneering work of mathematical statisticians (such as Wald), of mathematicians (such as von Neumann), of economists (such as Arrow)... The main effect of this development on the practice of OR has been the growing realization that there are decision objectives other than maximizing expected return and minimizing maximum loss. That is, in many practical situations there are criteria of optimality that are more appropriate than these two mentioned."

"A problem never exists in isolation; it is surrounded by other problems in space and time. The more of the context of a problem that a scientist can comprehend, the greater are his chances of finding a truly adequate solution."

"The extensive literature addressed to the definition or characterization of science is filled with inconsistent points of view and demonstrates that an adequate definition is not easy to attain. Part of the difficulty arises from the fact that the meaning of science is not fixed, but is dynamic. As science has evolved, so has its meaning. It takes on a new meaning and significance with successive ages."

"The word model is used as a noun, adjective, and verb, and in each instance it has a slightly different connotation. As a noun "model" is a representation in the sense in which an architect constructs a small-scale model of a building or a physicist a large-scale model of an atom. As an adjective "model" implies a degree or perfection or idealization, as in reference to a model home, a model student, or a model husband. As a verb "to model" means to demonstrate, to reveal, to show what a thing is like."

"Scientific models have all these connotations. They are representations of states, objects, and events. They are idealized in the sense that they are less complicated than reality and hence easier to use for research purposes. These models are easier to manipulate and "carry" than the real thing. The simplicity of models, compared with reality, lies in the fact that only the relevant properties of reality are represented."

"Because we cannot yet (1) characterize all the possible experimental designs along quantitative scales and (2) generate cost-of-error functions, comparisons must be made in specific contexts rather than by use of analytic optimizing."

"I do not deny that most managers lack a good deal of information that they should have, but I do deny that this is the most important informational deficiency from which they suffer. It seems to me that they suffer more from an overabundance of irrelevant information."

"My experience indicates that most managers receive much more data (if not information) than they can possibly absorb even if they spend all of their time trying to do so. Hence they already suffer from an information overload. They must spend a great deal of time separating the relevant documents. For example, I have found that I receive an average of 43 hours of unsolicited reading material each week. The solicited material is usually half again this amount."

"Unless the information overload to which managers are subjected is reduced, any additional information made available by an MIS cannot be expected to be used effectively."

"Most managers have some conception of at least some of the types of decisions they must make. Their conceptions, however, are likely to be deficient in a very critical way, a way that follows from an important principle of scientific economy: The less we understand a phenomenon, the more variables we require to explain it."

"[Mistake 2:] Managers need all the information they want. Most MIS designers "determine" what information is needed by asking managers what information they would like to have. This is based on the assumption that managers know what information they need and want."

"Planning is the design of a desired future and of effective ways of bringing it about. It is an instrument that is used by the wise, but not by the wise alone. When conducted by lesser men it often becomes an irrelevant ritual that produces short-run peace of mind, but not the future that is longed for."

"Recently I asked three corporate executives what decisions they had made in the last year that they would not have made were it not for their corporate plans. All had difficulty in identifying one such decision. Since each of their plans were marked 'secret' or 'confidential', I asked them how their competitors might benefit from the possession of their plans. Each answered with embarrassment that their competitors would not benefit. Yet these executives were strong advocates of corporate planning."

"The basic managerial idea introduced by systems thinking, is that to manage a system effectively, you might focus on the interactions of the parts rather than their behavior taken separately."

"A system is more than the sum of its parts; it is an indivisible whole. It loses its essential properties when it is taken apart. The elements of a system may themselves be systems, and every system may be part of a larger system."

"The systems approach to problems focuses on systems taken as a whole, not on their parts taken separately. Such an approach is concerned with total- system performance even when a change in only one or a few of its parts is contemplated because there are some properties of systems that can only be treated adequately from a holistic point of view. These properties derive from the relationship between parts of systems: how the parts interact and fit together"

"Despite the importance of systems concepts and the attention that they have received and are receiving, we do not yet have a unified or integrated set (i.e., a system) of such concepts. Different terms are used to refer to the same thing and the same term is used to refer to different things. This state is aggravated by the fact that the literature of systems research is widely dispersed and is therefore difficult to track. Researchers in a wide variety of disciplines and interdisciplines are contributing to the conceptual development of the systems sciences but these contributions are not as interactive and additive as they might be."

"Because the Systems Age is teleologically oriented, it is preoccupied with systems that are goal-seeking or purposeful, that is, systems that can display choice of either means or ends, or both. It is interested in purely mechanical systems only."

"Problem solving has traditionally been taken to be an essential function of management. Through systems thinking, however, we have come to doubt the existence of problems and solutions to them."

"We have also come to realize that no problem ever exists in complete isolation. Every problem interacts with other problems and is therefore part of a set of interrelated problems, a system of problems I choose to call such a system a mess ... Furthermore solutions to most problems produce other problems... a financial problem, a maintenance problem, and conflict among family members for its use."

"English does not contain a suitable word for 'system of problems.' Therefore, I have had to coin one. I choose to call such a system a mess"

"The Second Law of Consulting: No matter how it looks at first, it's always a people problem."

"We were doing incremental development as early as 1957, in Los Angeles, under the direction of Bernie Dimsdale [at IBM's ServiceBureau Corporation]. He was a colleague of John von Neumann, so perhaps he learned it there, or assumed it as totally natural. I do remember Herb Jacobs (primarily, though we all participated) developing a large simulation for Motorola, where the technique used was, as far as I can tell, indistinguishable from XP."

"A system is never finished being developed until it ceases to be used."

"Let’s hope that no system of theory of systems will ever eliminate the other systems – that no approach will be promoted to a dogma, and no group of scientists will become the high priests. Shouldn’t we rather let a hundred flowers bloom...?"

"If builders built houses the way programmers built programs, the first woodpecker to come along would destroy civilization."

"Asking for efficiency and adaptability in the same program is like asking for a beautiful and modest wife. Although beauty and modesty have been known to occur in the same woman, we'll probably have to settle for one or the other. At least that's better than neither."

"We have come through a strange cycle in programming, starting with the creation of programming itself as a human activity. Executives with the tiniest smattering of knowledge assume that anyone can write a program, and only now are programmers beginning to win their battle for recognition as true professionals."

"The general systems movement has taken up the task of helping scientists unravel complexity, technologists to master it, and others to learn to live with it."

"Newton was a genius, but not because of the superior computational power of his brain. Newton's genius was, on the contrary, his ability to simplify, idealize, and streamline the world so that it became, in some measure, tractable to the brains of perfectly ordinary men."

"Science is the study of those things that can be reduced to the study of other things."

"The generalist, is like the fox, who knows many things. Just as anthropologists learn to live in many cultures, without rifles, so do certain scientists manage to adapt comfortably to the paradigms of several disciplines. How do they do it? When questioned, these generalists always express an inner faith in the unity of science. They, too, carry a single paradigm, but it is one taken from a much higher vantage point, one from which the paradigms of the different disciplines are seen to be very much alike, though often obscured by special language.""

"As any poet knows, a system is a way of looking at the world."

"Helping myself is even harder than helping others."

"The principle is simple and powerful enough to be Marvin's Fourth Great Secret: If what they've been doing hasn't solved the problem, tell them to do something else."

"When program developers are not territorial about their code and encourage others to look for bugs and potential improvements, progress speeds up dramatically."

"The Third Law of Consulting: Never forget they're paying you by the hour, not by the solution."

"Things are the way they are because they got that way"

"Quality is value to some person"

"A controller that cannot control itself is worse than no controller at all: If you cannot manage yourself, you have no business managing others."

"If the software doesn't have to work, you can always meet any other requirement."

"The power of the Ten Commandments is magnified if you remember the Helpful Model: No matter how it looks, everyone is trying to be helpful."

"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)."

"The man to watch, the man to put your money on, is not the man who wants to make "a survey" or a "more detailed study" but the man with the notebook, the man with the alternative hypotheses and the crucial experiments, the man who knows how to answer your Question of disproof and is already working on it."

"The chemistry of genetics is primarily the chemistry and structure of the hereditary nucleic acid chains, DNA and RNA, and of the proteins whose structure they in turn control and the mechanism of this control."

"It is a curious thing that relatively little attention has been directed toward working out methods for keeping the peace in a disarmed world. The technological The technological developments of the last twenty years have made disarmament a major concern of most nations, for it has become apparent that war is no longer an effective means for settling disputes between the great powers."

"The world has become too dangerous for anything less than utopias."

"Can Intelligence Survive? Looking at this nonclassical evolution of intelligence, one even begins to wonder whether it is such a small Law after all, even from the sun's point of view. Men create lakes and can level mountains; their atomic explosions have already shaken the whole earth's magnetic field; and they send out visible satellites and sensors that now range the solar system. Will the evolution of these powers of go on increasing? Or must it finally run down, was the sun does by the great Second Law? f we think about this problem in the light of the physical and biological regularities of behavior that we now know, it seems to me that we are led to a further rather surprising conclusion: There is no thermodynamic reason why evolution should ever stop. What evolution leads to is the larger and larger control of environment by the organisms, first by genetic natural selection; then, with the growth of societies and language, by cultural natural selection; and finally by brains. And once we pass a certain threshold of brains and intelligence we begin to know how to insulate ourselves against all sorts of environmental changes."

"If this property of complexity could somehow be transformed into visible brightness so that it would stand forth more clearly to our senses, the biological world would become a walking field of light compared to the physical world. The sun with its great eruptions would fade to a pale simplicity compared to a rose bush, an earth worm would be a beacon, a dog a city of light, and human beings would stand out like blazing suns of complexity, flashing bursts of meaning to each other through the dull night of the physical world between. We would hurt each other‘s eyes. Look at the haloed heads of your rare and complex companions. Is it not so? (p.151)"

"Planning a good society as far ahead as one can see, does not mean that our adventures have ended; they have just begun. Human nature is growing up. As we put behind us the accidents and tears of childhood squabbles and the wooden swords and shields, and begin to try on our new space pilots'" uniform, so to speak, we begin to see what we can teach ourselves and what we can really become with new self-control over new adult powers. (p.169.)"