„Action often creates the orderly relations that originally were mere presumptions summarized in a cause map. Thus language trappings of organizations such as strategic plans are important components in the process of creating order. They hold events together long enough and tightly enough in people's heads so that they act in the belief that their actions will be influential and make sense.“

Weick, Karl E. Organizational culture as a source of high reliability. National Emergency Training Center, 1987. p. 98
1980s-1990s

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Karl E. Weick

US-amerikanischer Wirtschaftswissenschaftler und Hochschull… 1936

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— Neil Fligstein American sociologist 1951

Quelle: The architecture of markets, 2001, p. 145

„Most of the time, organizations generate actions unreflectively and non-adaptively. To justify their actions, organizations create problems, successes, threats and opportunities. These are ideological molecules that mix values, goals, expectations, perceptions, theories, plans, and symbols. The molecules form while people are result watching, guided by the beliefs that they should judge results good or bad, look for the causes of results, and propose needs for action. Because organizations modify their behavior programs mainly in small increments that make sense to top managers, they change too little and inappropriately, and nearly all organizations disappear within a few years.“

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— William H. Starbuck American academic 1934

Abstract
"Organizations as action generators," 1983

„Hayek emphasized the importance of rules. He thought that what society should do is not to direct the individual in his or her particular actions, but to create a metaphysical structure, as it were, enforced by rules or laws, that create stable expectations and thus allow rational action.“

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— Alan O. Ebenstein American political scientist, educator and author 1959

Hayek's Journey: The Mind of Friedrich Hayek (2003)

„However hard they try, men cannot create a social organism, they can only create an organization. In the process of trying to create an organism they will merely create a totalitarian despotism.“

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— Aldous Huxley, buch Brave New World Revisited

Quelle: Brave New World Revisited (1958), Chapter 3 (p. 24)

„But let us not forget this either: it is enough to create new names and estimations and probabilities in order to create in the long run new "things."“

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— Friedrich Nietzsche German philosopher, poet, composer, cultural critic, and classical philologist 1844 - 1900

Sec. 58
The Gay Science (1882)

„I summarize more than 30 years of research on factors that can create a "perfect storm" which leads good people to engage in evil actions.“

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— Philip G. Zimbardo American social psychologist, author of Stanford Prison Experiment 1933

In his introduction to his site on The Lucifer Effect (2007) http://www.lucifereffect.com/
Kontext: I summarize more than 30 years of research on factors that can create a "perfect storm" which leads good people to engage in evil actions. This transformation of human character is what I call the "Lucifer Effect," named after God's favorite angel, Lucifer, who fell from grace and ultimately became Satan.
Rather than providing a religious analysis, however, I offer a psychological account of how ordinary people sometimes turn evil and commit unspeakable acts.

„For a general semanticist, communication is not merely words in proper order properly inflected (as for the grammarian) or assertions in proper relation to each other (as for the logician) or assertions in proper relation to referents (as for the semanticist), but all these together, with the chain of 'fact to nervous system to language to nervous system to action.“

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— Anatol Rapoport Russian-born American mathematical psychologist 1911 - 2007

1950, p. 14; as cited in: Adam Schaff (1962). Introduction to semantics, p. 105.
1950s, "What is Semantics?", 1950

„We will argue that the long-run value of a related diversification lies not so much in the exploitation of economies of scope (asset amortization) - where the benefit is primarily short-term - but in allowing corporations to more cost efficiently expand their stocks of strategic assets. Relatedness, which opens the way for asset improvement, asset creation and asset fission, holds the key to the long-run competitive advantages of diversification. This means that in most cases, similarities in the processes by which strategic assets are expanded and new assets are created are more important than static similarities between the strategic assets that are the outcome of these processes.“

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— Constantinos C. Markides Cypriot business theorist 1960

Quelle: "Related diversification, core competences and corporate performance", 1994, p. 150

„Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers.“

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— Henry Mintzberg Canadian busines theorist 1939

Attributed to Mintzberg in C.W. Cook, P.L. Hunsaker (2001) Management and organizational behavior. p. 58

„Creating a modeling language that is also an executable language has long been a goal of the software community. Many years ago, in 1968 to be exact, while working with software components to successfully develop a telecommunications system, we created a modeling language that was the forerunner to UML. To model components we used sequence diagrams, collaboration diagrams, and state transition diagrams (a combination of state charts and activity diagrams). Our modeling language then seamlessly translated the component models into code. Each code component was in its turn compiled into an executable component that was deployed in our computer system. The computer system was a component management system—thus we had "components all the way down."“

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— Stephen J. Mellor British computer scientist 1952

Quelle: Executable Uml: A Foundation for Model-Driven Architecture, 2002, p. xxiii: Foreword.

„The players in a game are said to be in strategic equilibrium (or simply equilibrium) when their play is mutually optimal: when the actions and plans of each player are rational in the given strategic environment – i. e., when each knows the actions and plans of the others.“

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— Robert Aumann Israeli-American mathematician 1930

Quelle: War and peace (2005), p. 4

„It has seen the people themselves taking increasing individual and collective action in order to obtain a world organization or government, a universal religion, or a universal language.“

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— Vera Stanley Alder British artist 1898 - 1984

Quelle: Humanity Comes of Age, A study of Individual and World Fulfillment (1950), Introduction p. I - XII

„I for one believe that if you give people a thorough understanding of what confronts them and the basic causes that produce it, they'll create their own program, and when the people create a program, you get action.“

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— Malcolm X American human rights activist 1925 - 1965

„If emotion can create a physical action, then duplicating the physical action can re-create the emotion.“

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— Chuck Palahniuk, buch Diary

Quelle: Diary

„The solution of the most important problems of the theoretical social sciences in general and of theoretical economics in particular is thus, closely connected with the question of theoretically understanding the origin and change of 'organically' created social structures.“

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— Carl Menger founder of the Austrian School of economics 1840 - 1921

Quelle: Investigations into the Method of the Social Sciences, 1883, p. 147

„A foil should be held as one holds a little bird; not so tightly as to crush it, but just enough to prevent it escaping from the hand.“

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— Jean-Louis Michel (fencing)

Vigeant, Arsène. Un Maître d'Armes sous la Restauration. Paris, 1883.

„To conclude: there are two well-known minor ways in which language has mattered to philosophy. On the one hand there is a belief that if only we produce good definitions, often marking out different senses of words that are confused in common speech, we will avoid the conceptual traps that ensnared our forefathers. On the other hand is a belief that if only we attend sufficiently closely to our mother tongue and make explicit the distinctions there implicit, we shall avoid the conceptual traps. One or the other of these curiously contrary beliefs may nowadays be most often thought of as an answer to the question Why does language matter to philosophy? Neither seems to me enough.“

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— Ian Hacking Canadian philosopher 1936

Ian Hacking (1975), Why Does Language Matter to Philosophy?, p. 7.

„On "shithole countries": "What makes a country, the place or the people? Does the country create the man or does the man make the country? The answer is no chicken-or-egg quandary. Human action is the ultimate adjudicator of a human being's worth. The aggregate action of many human beings acting in concert is what makes or breaks a society. In other words, it is the individual who creates the collective, not the other way around. The Man makes the country what it is."“

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— Ilana Mercer South African writer

" Why Trump Pooh-Poohed 'Shithole Countries,' https://townhall.com/columnists/ilanamercer/2018/02/01/why-trump-poohpoohed-sithole-countries-part-2-n2442943" Townhall.com, February 1, 2018.
2010s, 2018

„While they create a way of seeing and suggest a way of acting, they also tend to create ways of not seeing, and eliminate the possibility of actions associated with alternative views of the world.“

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— Gareth Morgan, buch Images of Organization

Quelle: Images of Organization (1986), p. 202

„Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles.“

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— John P. Kotter author of The heart of Change 1947

Quelle: Leading Change, 1996, p. 25; cited in: avid M. Boje, Bernard Burnes, John Hassard (2012), The Routledge Companion to Organizational Change, p. 140

Karl E. Weick

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