C. West Churchman Zitate (64 Zitate, seite 2)

“Lindblom (1959) and Churchman (1967) make it clear that the assumption of synoptic or complete rationality in planning systems is not only inadequate in a methodological sense, but illegitimate in an ethical or professional sense.”

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C. West Churchman

J.I. MacLellan (2009). "Brokering the Local Global Dialectic". In: Linking Climate and Impact Models to Decision and Policy Making. Edited by A. Fenech, and J.I. MacLellan. Environment Canada, Toronto. The first reference mentioned here refers to Charles E. Lindblom (1959) "The Science Of 'Muddling Through'." In: Public Administration Review, 19, p. 79–88
1960s - 1970s, Guest editorial: Wicked problems (1967)

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

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C. West Churchman

Quelle: 1960s - 1970s, The Systems Approach (1968), p. 27

“We have overwhelming evidence that available information plus analysis does not lead to knowledge. The management science team can properly analyse a situation and present recommendations to the manager, but no change occurs. The situation is so familiar to those of us who try to practice management science that I hardly need to describe the cases.”

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C. West Churchman

C. West Churchman, "Managerial acceptance of scientific recommendations" in California Management Review, Vol 7 (1964), p. 33; cited in Management Systems (1971), by Peter P. Schoderbek, p. 199
1960s - 1970s

“One cannot help but be struck by the diversity that characterizes efforts to study the management process. If it is true that psychologists like to study personality traits in terms of a person's reactions to objects and events, they could not choose a better stimulus than management science. Some feel it is a technique, some feel it is a branch of mathematics, or of mathematical economics, or of the "behavioral sciences," or of consultation services, or just so much nonsense. Some feel it is for management (vs. labor), some feel it ought to be for the good of mankind — or for the good of underpaid professors.
But this diversity of attitude, which is really characteristic of all fields of endeavor, is matched by another and more serious kind of diversity. In the management sciences, we have become used to talking about game theory, inventory theory, waiting line theory. What we mean by "theory" in this context is that if certain assumptions are valid, then such-and-such conclusions follow. Thus inventory theory is not a set of statements that predict how inventories will behave, or even how they should behave in actual situations, but is rather a deductive system which becomes useful if the assumptions happen to hold. The diversity of attitude on this point is reflected in two opposing points of view: that the important problems of management science are theoretical, and that the important problems are factual.”

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C. West Churchman

quote in: Fremont A. Shull (ed.), Selected readings in management https://archive.org/stream/selectedreadings00shul#page/n13/mode/2up, , 1957. p. 7-8
1940s - 1950s, "Management Science — Fact or Theory?" 1956

“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.”

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C. West Churchman

Quelle: 1960s - 1970s, The Systems Approach and Its Enemies (1979), p. 212; cited in Janet Judy McIntyre-Mills (2003) Critical Systemic Praxis for Social and Environmental Justice. p. 65

“The comprehensiveness of OR’s aim is an example of a ‘systems’ approach, since ‘system’ implies an interconnected complex of functionally related components.”

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C. West Churchman

Quelle: 1940s - 1950s, Introduction to Operations Research (1957), p. 7; cited in Werner Ulrich (2004, p. 210)

“Deception, in turn, suggests morality: the morality of deceiving people into thinking something is so when it is not. […] The moral principle is this: whoever attempts to tame a part of a wicked problem, but not the whole, is morally wrong.”

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C. West Churchman

Quelle: 1960s - 1970s, Guest editorial: Wicked problems (1967), p. 142 cited in: Rob Hundman (2010) Weerbarstig veranderen. p. 38

“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.”

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C. West Churchman

Cited in: John Zeisel (1984) Inquiry by design: tools for environment-behavior research. p. 3
1960s - 1970s, The Design of Inquiring Systems (1971)

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

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C. West Churchman

Quelle: 1960s - 1970s, The Systems Approach (1968), p. 231; cited in Michael C. Jackson (2003) Systems Thinking: Creative Holism for Managers. p. 139

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

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C. West Churchman, "Operations research as a profession" (1970); cited in Arjang A. Assad, Saul I. Gass (2011) Profiles in Operations Research: Pioneers and Innovators. p. 181
1960s - 1970s

“The systems approach to problems does not mean that the most generally formulated problem must be solved in one research project. However desirable this may be, it is seldom possible to realize it in practice. In practice, parts of the total problem are usually solved in sequence. In many cases the total problem cannot be formulated in advance but the solution of one phase of it helps define the next phase. For example, a production control project may require determination of the most economic production quantities of different items. Once these are found it may turn out that these quantities cannot be produced on the available equipment in the available time. This, then, gives rise to a new problem whose solution will affect the solution obtained in the first phase.”

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Quelle: 1940s - 1950s, Introduction to Operations Research (1957), p. 7

“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.”

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C. West Churchman "Guest editorial: what is philosophy of science" In: Philosophy of Science Vol. 61, No. 1 (Mar., 1994), p. 132-141
1980s and later

“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.”

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C. West Churchman

Quelle: 1960s - 1970s, The Systems Approach (1968), p. 77; cited in John Gall (1978) Systemantics; how systems work... and especially how they fail

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

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C. West Churchman (1990, p. 130) cited in: Magnus Ramage, Karen Shipp (2009) Systems Thinkers. p. 140
1980s and later

“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…”

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Quelle: 1960s - 1970s, The Systems Approach and Its Enemies (1979), p. 57; as cited in: Carolyn Merchant (1982) "Isis' Consciousness Raised", in: Isis, Vol. 73, No. 3. (1982), pp. 398-409

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

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C. West Churchman

Cited in: John P. van Gigch (2006) Wisdom, Knowledge, and Management. p. 2
1940s - 1950s, Theory of Experimental Inference (1948)

“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.”

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Quelle: 1960s - 1970s, The Systems Approach (1968), p. x

“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.”

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Quelle: 1960s - 1970s, The Systems Approach (1968), p. 61

“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.”

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C. West Churchman

Quelle: 1960s - 1970s, The Systems Approach (1968), p. 231; cited in Charles Smith (2007, p. 44)

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

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C. West Churchman

C. West Churchman, (1970) in: Systems and management annual. Vol 1, p. 338
1960s - 1970s

“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.”

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C. West Churchman

Quelle: 1960s - 1970s, The Design of Inquiring Systems (1971), p. 10; cited in Daniel J. Power (2004) Decision Support Systems: Frequently Asked Questions, p. 23

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

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Quelle: 1960s - 1970s, The Systems Approach (1968), p. 4

“[C. West Churchman exposed the indifferentist position of some researchers — planners belonging to this school in the following terms:] And if our clients blow up the world, land us in starvation or totalitarianism, that is too bad, but we remained pure in heart to the last, didn't we?”

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C. West Churchman

Quelle: 1940s - 1950s, Costs, Utilities, and Values, Sections I and II. (1956), p. 412 as cited in: Bogdan Mieczkowski, Oleg Zinam (1984) Bureaucracy, ideology, technology: quality of life East and West. p. 97

“Another way of emphasizing this diversity is to argue that if one cannot forecast (predict), one does not have a theory, and that forecasting is the weakest link in the chain of the management sciences at present. Indeed, if one cannot predict one cannot measure, and if one cannot measure, then there is no "theory."
This argument will seem entirely too strong to some. We do "forecast" in terms of probability distributions, and we do make measurements in terms of "costs." Of course, the management scientist has done all sorts of things with the concept of cost which few cost accountants would condone. But in the laboratory and outside it in industrial studies, one sees the emergence of a cost concept which eventually should revolutionize the measurements in managerial policy-making.
Theory and fact are just two sides of the same coin, but the two sides of a coin are different, and this difference will continue to characterize the development of management science.”

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C. West Churchman

quote in: Fremont A. Shull (ed.), Selected readings in management https://archive.org/stream/selectedreadings00shul#page/n13/mode/2up, , 1957. p. 8
1940s - 1950s, "Management Science — Fact or Theory?" 1956

“[Wicked problems are] social problems which are ill formulated, where the information is confusing, where there are many clients and decision-makers with conﬂicting values, and where the ramiﬁcations in the whole system are thoroughly confusing.”

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C. West Churchman

Quelle: 1960s - 1970s, Guest editorial: Wicked problems (1967), p. 141 cited in: John Mingers (2011) "Introduction to the Special Issue: Teaching Soft O.R., Problem Structuring Methods, and Multimethodology" in Informs, Vol. 12, No. 1, September 2011, pp. 1–3

“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."”

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Quelle: 1960s - 1970s, The Design of Inquiring Systems (1971), p. 238 as cited in: Charles François (2006) "Ethics and enlightened personal responsibility" in: Wisdom, Knowledge, and Management. C.West Churchman and Related Works Series Volume 2, 2006, pp 161-168

“This text is oriented toward human organizations since this has been the emphasis in the practice of O. R. in business and industry.”

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C. West Churchman

Quelle: 1940s - 1950s, Introduction to Operations Research (1957), p. 7

“Analysis of the mathematical form and underlying principles of games was made by von Neumann " as early as 1928. In this early work von Neumann was not so much interested in executive-type problems as he was in the logical foundations of quantum mechanics. It was not until 1944, when von Neumann and Morgenstern published their now well known Theory of Games and Economic Behavior, that the mathematical treatment of games "took fire."”

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C. West Churchman

Quelle: 1940s - 1950s, Introduction to Operations Research (1957), p. 519: Partly cited in: E. Roy Weintraub (1992) Toward a history of game theory. p. 235

“O. R.'s initial development began in the United Kingdom during World War II and was quickly taken up in the United States. This start took place in a military context. After the war O. R. moved into business, industry and civil government. This movement was slower in the United States than in the United Kingdom but in 1951 industrial O. R. took hold in this country and has since developed very rapidly.”

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Quelle: 1940s - 1950s, Introduction to Operations Research (1957), p. 3

“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.”

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C. West Churchman

Quelle: 1980s and later, Thought and Wisdom (1982), p. 19; cited in Werner Ulrich (1998) '" C. West Churchman-75 years". in: Systems practice. December 1988, Volume 1, Issue 4, pp 341-350