People From Massachusetts

"The overvaluation of the apparatus of communication and administration is opposed to leadership and the development of leaders. It opposes leadership whose function is to promote appropriate adjustment of ends and means to new environmental conditions, because it opposes change either of status in general or of established procedures and habitual routine. This overvaluation also discourages the development of leaders by retarding the progress of the abler men and by putting an excessive premium on routine qualities."

"At a crisis in my youth he taught me the wisdom of choice: To try and fail is at least to learn; to fail to try is to suffer the inestimable loss of what might have been."

"Effectiveness relates to the accomplishment of the cooperative purpose which is social and non-personal in character. Efficiency relates to the satisfaction of individual motives and is personal in character."

"Planning is one of the many catchwords whose present popularity is roughly proportionate to the obscurity of its definition."

"Formally this work is divided into four parts, but in a sense it consists of two short treatises. One is an exposition of a theory of cooperation and organization and constitutes the first half of the book. The second is a study of the functions and of the methods of operation of executives in formal organizations."

"Although the physical factors are distinguished from the biological they are not separable in specific organisms... Human organisms do not function except in conjunction with other human organisms."

"Executive processes are specialized functions in what we know as organizations. If these functions are to be adequately described, the description must be in terms of the nature of the organization itself."

"The individual is a single, unique, independent, isolated, whole thing, embodying innumerable forces and materials past and present which are physical, biological, and social factors."

"It is what we think we know that keeps us from learning."

"To the late Chester I. Barnard I owe a special debt: first, for his book, Functions of the Executive, which exerted a major influence on my thinking about administration. Secondly, for the extremely careful critical review he gave the preliminary version of this book; and finally for his Foreword to the first edition."

"When a specific desired end is attained we shall say that the action is "effective." When the unsought consequences of the action are more important than the attainment of the desired end and are dissatisfactory, effective action, we shall say, is "inefficient." When the unsought consequences are unimportant or trivial, the action is "efficient."

"More than the topography and cartography of organization would be necessary to understand the executive functions; a knowledge of the kinds and qualities of the forces at work and the manner of their operation would also be needed."

"Leadership is that combination of qualities by the possession of which one is able to get something done by others, chiefly because through his influence they become willing to do it."

"[Committees are] a tool of the democratic, knowledge-pooling, and desire-harmonizing process which cannot be otherwise forwarded. And when committees fail, as they sometimes do, it is because the limits to their role are not clearly understood or because they have not benefited by proper leadership from the chairman."

"Administration is the process and agency which is responsible for the determination of the aims for which an organization and its management are to strive, which establishes the broad policies under which they are to operate and which gives general oversight to the continuing effectiveness of the total operation in reaching the objectives sought."

"More and more clearly every day, out of biology, anthropology, sociology, history, economic analysis, psychological insight, plain human decency and common sense, the necessary mandate of survival that we shall love all our neighbors as we do ourselves, is being confirmed and reaffirmed."

"Many leaders are in the first instance executives whose primary duty is to direct some enterprise or one of its departments or sub-units... It remains true that in every leadership situation the leader has to possess enough grasp of the ways and means, the technology and processes by means of which the purposes are being realized, to give wise guidance to the directive effort as a whole... In general the principle underlying success at the coordinative task has been found to be that every special and different point of view in the group affected by the major executive decisions should be fully represented by its own exponents when decisions are being reached. These special points of view are inevitably created by the differing outlooks which different jobs or functions inevitably foster. The more the leader can know at first hand about the technique employed by all his group, the wiser will be his grasp of all his problems... But more and more the key to leadership lies in other directions. It lies in ability to make a team out of a group of individual workers, to foster a team spirit, to bring their efforts together into a unified total result, to make them see the significance of the particular task each one is doing in relation to the whole."

"Changing things is central to leadership. Changing them before anyone else is creative leadership"

"Sooner or later a democracy which is to survive has to be able to rely upon that enlargement of vision and purpose of those individuals who compose it, which means that their craving for devotion and self-sacrifice is satisfied in a democratic society on a nobler level, and with a finer recognition of the value of individual personality than is true of a national purpose of a totalitarian state under a dictator."

"Leadership is the activity of influencing people to cooperate toward some goal which they come to find desirable."

"Almost every study of the secret of the successful leader has agreed that the possession of a generous and unusual endowment of physical and nervous energy is essential to personal ascendancy. Those who rise in any marked way above the mass of men have conspicuously more drive, more sheer endurance, greater vigor of body and mind than the average person,"

"The leader is one who knows with greater than average strength of intuition what he wants to get done and where he wants to go. 'The world stands aside to let pass the man who knows whither he is going.' This means that he possesses clarity and precision as to the objectives, purposes or aims that he desires for himself and his group, and that he holds these deeply enough and permanently enough to see them well on the way to being realized. Purposefulness to be effective requires that the aims are: (1) definite; (2) readily communicable to others; (3) potentially attractive to others; and (4) vigor¬ously, persistently and enthusiastically sustained by the leader."

"Buckley (1967, 1968) is best known for his outline of the features that characterize complex adaptive systems. He proposed that a complex adaptive system must manifest some degree of "plasticity" and "irritability" vis-a-vis its environment"

"Buckley introduced cybernetic principles to sociologists, emphasizing concepts such as feedback much more than Parsons had. He presented the standard feedback loops where a positive and negative relationship in concert lead to a steady state... In addition, he drew upon the innovative work of Maruyama (1963) to show that loops could be other than homeostatic or stead state. For example, loops containing only "pluses" (positive relationships) are termed "deviation-amplifying" loops by Maruyama, as they do not lead to a steady state but expand indefinitely. Loops which are "deviation minimizing" in contrast contain all "minuses" (negative relationships) and proceed continuously down in a negative spiral. Both can be seen as examples of what are colloquially termed "circular causation.""

"The first sociologist to make the argument of sociocybernetics was the American sociologist, Walter F. Buckley, professor of sociology at the University of New Hampshire and 1998 honorary chair of the sociocybernetics research committee (RC-51) of the International Sociological Association."

"Status is dependent in the long run upon high class position — the maintenance of a prestigious style of life costs money — there is no necessary correspondence between them at any given time."

"The notion of system we are interested in may be described generally as a complex of elements or components directly or indirectly related in a network of interrelationships of various kinds, such that it constitutes a dynamic whole with emergent properties."

"Systems theory, in its concern for the whole and its emergent properties, ignores the components."

"Prestige rests upon interpersonal recognition, always involving at least one individual who claims deference and another who honours the claim... Status groups treat of each other as social equals, encouraging intermarriage of their children, joining the same clubs and associations, and participating together in such informal activities as visiting, dances, dinners and receptions."

"Social differentiation is a universal characteristic of human societies. Early human societies survived and became dominant among animal species because of their superior social organization — that is, their more elaborate division of labor and consequent close coordination of activities."

"In a class system, the social hierarchy is based primarily upon differences in monetary wealth and income. Social classes are not sharply marked off from each other, nor are they demarcated by tangible boundaries. Unlike estates, they have no legal standing, individuals of all classes being in principle equal before the law. Consequently, there are no legal restraints on the movement of individuals and families from one class to another... Unlike caste, social classes are not organized, closed groups. Rather, they are aggregates of persons with similar amounts of wealth and property, and similar sources of income."

"Historically, most societies have been heavily skewed in favor of the power pole, and most of history— especially modern history— can be seen as a struggle toward the authority pole, that is, toward the institutionalization of a process of informed, consensual self-determination of the whole, which we call "democracy"."

"A second dimension of stratification in modern societies is the status order. The term status as used in this study refers to the differentiation-of-prestige and deference among individuals and groups in society."

"We have argued at some length in another place that the mechanical equilibrium model and the organismic homeostasis models of society that have underlain most modern sociological theory have outlived their usefulness"

"A more viable model, one much more faithful to the kind of system that society is more and more recognized to be, is in process of developing out of, or is in keeping with, the modern systems perspective (which we use loosely here to refer to general systems research, cybernetics, information and communication theory, and related fields). Society, or the sociocultural system, is not, then, principally an equilibrium system or a homeostatic system, but what we shall simply refer to as a complex adaptive system."

"We argue, then, that the sociocultural system is fundamentally of the latter type, and requires for analysis a theoretical model or perspective built on the kinds of characteristics mentioned. In what follows we draw on many of the concepts and principles presented throughout this sourcebook to sketch out aspects of a complex adaptive system model or analytical framework for the sociocultural system."

"Basic ingredients of the decision-making focus include, then: (1) a process approach; (2) a conception of tensions as inherent in the process; and (3), a renewed concern with the role and workings of man's enlarged cortex seen as a complex adaptive subsystem operating within an interaction matrix characterized by uncertainty, conflict, and other dissociative (as well as associative) processes underlying the structuring and restructuring of the larger psychosocial system."

"The division of distinctive social roles and tasks, based upon both inherited and socially acquired individual differences, is called social differentiation."

"Adaptive system — whether on the biological, psychological, or sociocultural level — must manifest (1) some degree of "plasticity" and "irritability" vis-a-vis its environment such that it carries on a constant interchange with acting on and reacting to it; (2) some source or mechanism for variety, to act as a potential pool of adaptive variability to meet the problem of mapping new or more detailed variety and constraints in a changeable environment; (3) a set of selective criteria or mechanisms against which the "variety pool" may be sifted into those variations in the organization or system that more closely map the environment and those that do not; and (4) an arrangement for preserving and/or propagating these "successful" mappings."

"Don't simply blame the individuals involved in policy decisions (although they must shoulder the moral and legal responsibilities); blame the sociocultural structure within which they are enmeshed. Search for the role pressures, the premiums and penalties that result from doing or not doing things in certain ways, the goals held out with associated carrots and sticks, and the tensions generated by the often incompatible demands of peers, family, sub- and super-ordinates, politicians, and national flag"

"That a system is open means, not simply that it engages in interchanges with the environment, but that this interchange is an essential factor underlying the system's viability, its reproductive ability or continuity, and its ability to change."

"In Deutsch's view, to say that a social system is in equilibrium implies that: 1) it will return to a particular state when disturbed; 2) the disturbance is coming from outside the system; 3) the greater the disturbance the greater the force with which the system will return to its original state; 4) the speed of the system's reaction to disturbance is somehow less relevant — a sort of friction, or blemish having no place in the "ideal" equilibrium; 5) no catastrophe can happen within the system."

"will refer to those processes which tend to elaborate or change a system's given form, structure, or state."

"Openness is an essential factor underlying a system's viability, continuity, and its ability to change."

"[The equilibrium model describes systems] which, in moving to an equilibrium point, typically lose organization, and then tend to hold that minimum level within relatively narrow conditions of disturbance."

"A system is more than the sum of its parts."

"Only a modern systems approach promises to get the full complexity of the interacting phenomena - to see not only the causes acting on the phenomena under study, the possible consequences of the phenomena and the possible mutual interactions of some of these factors, but also to see the total emergent processes as a function of possible positive and/or negative feedbacks mediated by the selective decisions, or "choices," of the individuals and groups directly involved."

""information" is not a substance or concrete entity but rather a relationship between sets or ensembles of structured variety."

"# A synthetic approach where piecemeal analysis is not possible due to the intricate interrelationships of parts that cannot be treated out of context of the whole;"

"# A viewpoint that gets at the heart of sociology because it sees the sociocultural system in terms of information and communication nets;"