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“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”

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Russell L. Ackoff

Cited in: Haluk Demirkan, James C. Spohrer, Vikas Krishna (2011) The Science of Service Systems. p. 274.
1970s, Towards a System of Systems Concepts, 1971

“A good deal of the corporate planning I have observed is like a ritual rain dance; it has no effect on the weather that follows, but those who engage in it think it does. Moreover, it seems to me that much of the advice and instruction related to corporate planning is directed at improving the dancing, not the weather.”

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Russell L. Ackoff

Quelle: 1980s, Creating the Corporate Future, 1981, p. ix in the Preface: "Creating the Corporate Future: Plan or be Planned For," Wiley, April 27, 1981

“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”

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Russell L. Ackoff

Quelle: 1970s, Redesigning the future, 1974, p. 21.

“The less sure managers are of their opinions, the more vigorously they defend them.”

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Russell L. Ackoff

Quelle: 2000s, A little book of f-laws: 13 common sins of management, 2006, p. 8, bold text cited in: Gregory H. Watson (2010).
Kontext: The less sure managers are of their opinions, the more vigorously they defend them. Managers do not waste their time defending beliefs they hold strongly – they just assert them. Nor do they bother to refute what they strongly believe is false.

“Managers who don't know how to measure what they want settle for wanting what they can measure.”

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Russell L. Ackoff

For example, those who want a high quality of work life but don't know how to measure it, often settle for wanting a high standard of living because they can measure it.
Quelle: 2000s, A little book of f-laws: 13 common sins of management, 2006, p. 4, bold text cited in: Colin J. Neill, Phillip A. Laplante, Joanna F. DeFranco (2011) Antipatterns: Managing Software Organizations and People.

“The only managers that have simple problems have simple minds.”

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Russell L. Ackoff

Ackoff (2007) as cited in: Stefan Stern (2009) "Fond farewell to a brilliant thinker". in: Financial Times, November 9, 2009.
2000s
Kontext: The only problems that have simple solutions are simple problems. The only managers that have simple problems have simple minds. Problems that arise in organisations are almost always the product of interactions of parts, never the action of a single part. Complex problems do not have simple solutions.

“Out of this basic language, we build up the other languages of the sciences, beginning with the language of physics, and proceeding to biology, psychology, and the social sciences.”

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Russell L. Ackoff

Charles West Churchman, Russell Lincoln Ackoff (1950) Methods of inquiry: an introduction to philosophy and scientific method. p. 185; Partly cited in: Britton, G. A., & McCallion, H. (1994). An overview of the Singer/Churchman/Ackoff school of thought. Systems Practice, Vol 7 (5), 487-521.
1950s
Kontext: … All other languages can be translated into the thing-language, but the thing-language cannot be translated into any other language. Its terms can only be reduced to what are called "ostensive" definitions. These consist merely of pointing or otherwise evoking a direct experience. Hence, the thing-language is absolutely basic. Out of this basic language, we build up the other languages of the sciences, beginning with the language of physics, and proceeding to biology, psychology, and the social sciences.

“The less important an issue is, the more time managers spend discussing it.”

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Russell L. Ackoff

Quelle: 2000s, A little book of f-laws: 13 common sins of management, 2006, p. 16, bold text cited in: Gerald Haigh (2008) Inspirational, and Cautionary Tales for Would-be School Leaders. p. 142.
Kontext: The less important an issue is, the more time managers spend discussing it. More time is spent on small talk than is spent on large talk. Most talk is about what matters least. What matters least is what most of us know most about.

“[The environment of a system is] a set of elements and their relevant properties, which elements are not part of the system, but a change in any of which can cause or produce a change in the state of the system.”

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Russell L. Ackoff

1970s, Towards a System of Systems Concepts, 1971

“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.”

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Russell L. Ackoff

Quelle: 1960s, Scientific method: optimizing applied research decisions, 1962, p. 340 as cited in: Philosophica gandensia, Vol.6-7 (1968). p. 141.

“In proactive problem solving we specify where we want to go, and we try to get there. Although such an approach does not eliminate the possibility of overlooking relevant consequences of our solutions, it reduces the probability of doing so. The more ultimate the desired outcome we specify, the more likely we are to consider the intermediate and long-run consequences of our immediate actions. The more immediate the source of dissatisfaction we try to get rid of, the less likely we are to take account of relevant consequences. Therefore, the chances of overlooking relevant consequences are minimized when we formulate a problem in terms of approaching one or more ideals.”

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Russell L. Ackoff

As cited in: Problem Solving & Goal Setting blog, 24 October 2010.
1970s, The Art of Problem Solving, 1978

“A change of world view not only brings about profound cultural changes, but also is responsible for what historians call a "change of age." An age is a period of time in which the prevailing world view has remained relatively unchanged.”

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Russell L. Ackoff

Quelle: 1990s, Re-Creating the Corporation (1999), p. 4.

“Information is data that has been given meaning by way of relational connection. This "meaning" can be useful, but does not have to be. In computer parlance, a relational database makes information from the data stored within it.”

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Russell L. Ackoff

Towards a Systems Theory of Organization, 1985, From Data to Wisdom, 1989

“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.”

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Russell L. Ackoff

Russell L. Ackoff and Fred Emery (1972) On purposeful systems, cited in: Lloyd Dobyns, Clare Crawford-Mason (1994) Thinking about quality: progress, wisdom, and the Deming philosophy. p. 40.
1970s

“In reactive problem solving we walk into the future facing the past — we move away from, rather than toward, something. This often results in unforseen consequences that are more distasteful than the deficiencies removed.”

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Russell L. Ackoff

1970s, The Art of Problem Solving, 1978

“Because a cause was taken to be sufficient for its effect, nothing was required to explain the effect other than the cause. Consequently, the quest for causes was environment-free. It employed what we now call 'closed-system' thinking. Laws. —like that of freely falling bodies—-were formulated so as to exclude environmental effects.”

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Russell L. Ackoff

Quelle: 1970s, Redesigning the future, 1974, p. 10.

“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.”

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Russell L. Ackoff

Ackoff (1973) "Science in the Systems Age: beyond IE, OR and MS." in: Operations Research Vol 21, pp. 664.
1970s

“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.”

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Russell L. Ackoff

Quelle: 1960s, Scientific method: optimizing applied research decisions, 1962, p. 108 as cited in: Joe H. Ward, Earl Jennings (1973) Introduction to linear models. p. 4.

“A mission statement should define the business that the organization wants to be in, not necessarily what it is in.”

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Russell L. Ackoff

Quelle: 1990s, Re-Creating the Corporation (1999), p. 83.

“[Ackoff also developed the circular organization concept. This structure is a democratic hierarchy with three essential characteristics:]
(1) the absence of an ultimate authority, the circularity of power;
(2) the ability of each member to participate directly or through representation in all decisions that affect him or her directly; and
(3) the ability of members, individually or collectively, to make and implement decisions that affect no one other than the decision maker or decision-makers.”

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Russell L. Ackoff

Ackoff’s (1994) The Democratic Corporation: A Radical Prescription for Recreating Corporate America and Rediscovering Success. p. 117 cited in: Stuart A. Umpleby and Eric B. Dent. (1999) "The Origins and Purposes of Several Traditions. in Systems Theory and Cybernetics". in Cybernetics and Systems: An International Journal, Vol 30. pp. 79-103.
1990s

“Over time, every way of thinking generates important problems that it cannot solve.”

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Russell L. Ackoff

Quelle: 1990s, Re-Creating the Corporation (1999), p. 3. Opening sentence.

“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.”

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Russell L. Ackoff

Quelle: 1960s, Management misinformation systems, 1967, p. 148.

“Data is raw. It simply exists and has no significance beyond its existence (in and of itself). It can exist in any form, usable or not. It does not have meaning of itself. In computer parlance, a spreadsheet generally starts out by holding data.”

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Russell L. Ackoff

Towards a Systems Theory of Organization, 1985, From Data to Wisdom, 1989

“The measure of information to be developed here will also be related to freedom of choice; that is, it will be a function of the probabilities of choice associated with the alternative courses of action… The measure developed here is a function of m, the number of alternative potential courses of action.”

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Russell L. Ackoff

Quelle: 1970s, On purposeful systems., 1972, p. 145, as cited in: Galjaard (2009, p. 89): About the information-concept of Ackoff.

“Man seeks objectives that enable him to convert the attainment of every goal into a means for the attainment of a new and more desirable goal. The ultimate objective in such a sequence cannot be obtainable; otherwise its attainment would put an end to the process. An end that satisfies these conditions is an ideal…
Thus the formulation and pursuit of ideals is a means by which to put meaning and significance into his life and into the history of which he is part.”

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Russell L. Ackoff

Quelle: 1970s, On purposeful systems., 1972, p. 237, as cited in: William E. Smith (2008) The Creative Power. p. 58.

“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.”

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Russell L. Ackoff

Quelle: 1970s, Redesigning the future, 1974, p. 20.

“The higher standard of living, the more consideration we give to the fun we derive from what we do and its meaningfulness.”

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Russell L. Ackoff

Ackoff (1994, p. 71) cited in: James P. Lewis (2002) Working Together: 12 Principles for Achieving Excellence. p. 35.
1990s

“Knowledge is the appropriate collection of information, such that it's intent is to be useful. Knowledge is a deterministic process. When someone "memorizes" information (as less-aspiring test-bound students often do), then they have amassed knowledge. This knowledge has useful meaning to them, but it does not provide for, in and of itself, an integration such as would infer further knowledge.”

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Russell L. Ackoff

As cited in: Jeff A. Riley and Kemal A. Delic (2010) "Enterprise Knowledge Clouds". In: Handbook of Cloud Computing. Borko Furht, Armando Escalante ed. Springer 2010.
Towards a Systems Theory of Organization, 1985, From Data to Wisdom, 1989