C. West Churchman: Trending quotes (page 2)

“For the goal planner, reality stops at the boundaries of the problem. For the objective- planner, it stops at the boundaries set by feasibility and to some extent by responsibility. For the ideal-planner, there are no "real" boundaries.”

C. West Churchman

Source: 1960s - 1970s, The Systems Approach and Its Enemies (1979), p. 106

Problem , Reality

“The complete analysis of the methods of scientific inference shows that the theory of inference in science demands the use of ethical judgments”

C. West Churchman

Source: 1940s - 1950s, Theory of Experimental Inference (1948), p. 256; cited in Douglas, H.E. (2009) Science, Policy, and the Value-Free Ideal

Science

“Common to all these enemies is that none of them accepts the reality of the "whole system": we do not exist in such a system. Furthermore, in the case of morality, religion, and aesthetics, at least a part of our reality reality as human is not "in" any system, and yet it plays a central role in our lives.
To me these enemies provide a powerful way of learning about the systems approach, precisely because they enable the rational mind to step outside itself and to observe itself”

C. West Churchman

from the vantage point of the enemies
Churchman had identified four generic enemies: politics, morality, religion, and aesthetics.
Source: 1960s - 1970s, The Systems Approach and Its Enemies (1979), p. 24; Partly as cited in: Reynolds, Martin (2003). "Social and Ecological Responsibility: A Critical Systemic Perspective." In: Critical Management Studies Conference 'Critique and Inclusively: Opening the Agenda'; in the stream OR/Systems Thinking for Social Improvement, 7-9 July 2003, Lancaster University, UK.

Religion , Way , Reality , Learning

“The ultimate meaning of the systems approach... lies in the creation of a theory of deception and in a fuller understanding of the ways in which the human being can be deceived about (her) his world, and in the interaction between these different viewpoints.”

C. West Churchman

Variant: The ultimate meaning of the systems approach... lies in the creation of a theory of deception and in a fuller understanding of the ways in which the human being can be deceived about (her) his world, and in the interaction between these different viewpoints.
Source: 1960s - 1970s, The Systems Approach (1968), p. 229; cited in Charles Smith (2007) "Deception Meets Enlightenment: From a Viable Theory of Deception to a Quirk About Humanity's Potential". In: World Futures Vol 63, p. 42

World , Way , Understanding

“There would be cases where we would not want to accept an hypothesis even though the evidence gives a high d. c. [degree of confirmation] score, because we are fearful of the consequences of a wrong decision.”

C. West Churchman

Source: 1940s - 1950s, Theory of Experimental Inference (1948), p. 256; cited in Sharyn Clough (2003) Siblings Under the Skin: Feminism, Social Justice, and Analytic Philosophy. p. 284

Fear , Decision

“[Scientists whose work has no clear, practical implications would want to make their decisions considering such things as:] the relative worth of (1) more observations, (2) greater scope of his conceptual model, (3) simplicity, (4) precision of language, (5) accuracy of the probability assignment.”

C. West Churchman

Source: 1940s - 1950s, Costs, Utilities, and Values, Sections I and II. (1956), p. 248 as cited in: Douglas, H.E. (2009) Science, Policy, and the Value-Free Ideal

Decision

“The idea of a ‘system approach’ is both quite popular and quite unpopular. It’s popular because it sounds good to say that the whole system is being considered, but it’s quite unpopular because it sounds either like a lot of nonsense or else downright dangerous – so much evil can be created under the guise of serving the whole.”

C. West Churchman

Source: 1960s - 1970s, The Systems Approach (1968), p. 11

Idea , Evil

“An objective of O. R. as it emerged from this evolution of industrial organization, is to provide managers of the organizations with a scientific basis for solving problems involving the interaction of the components of the organization in the best interest of the organization as a whole. A decision which is best for the organization as a whole is called optimum decision.”

C. West Churchman

Source: 1940s - 1950s, Introduction to Operations Research (1957), p. 6; Partly cited in: Werner Ulrich (2004) " In memory of C. West Churchman (1913–2004) http://www.wulrich.com/downloads/ulrich_2004d.pdf." Journal of Organisational Transformation and Social Change. Vol 1 (Nr. 2–3) p. 210

Problem , Decision

“The individuation process, as the way of development and maturation of the psyche, does not follow a straight line, nor does it always lead onwards and upwards. The course it follows is rather “stadial”, consisting of progress and regress, flux and stagnation in alternating sequence. Only when we glance back over a long stretch of the way can we notice the development. If we wish to mark out the way somehow or other, it can equally well be considered a “spiral”, the same problems and motifs occurring again and again on different levels.”

C. West Churchman

Source: 1940s - 1950s, Theory of Experimental Inference (1948), p. 216; cited by Jolande Jacobi (1983) The way of individuation. p. 34, translation of Der Weg zur Individuation. Rascher, Zürich 1965

Way , Problem

“The scientist has to have a way of thinking about the environment of a system that is richer and more subtle than a mere looking at for boundaries. He does this by noting that, when we say that something lies ‘outside’ the system, we mean that system can do relatively little about its characteristics or its behavior. Environment, in effect, makes up the things and people that are ‘fixed’ or ‘given’, from the system’s point of view.”

C. West Churchman

Source: 1960s - 1970s, The Systems Approach (1968), p. 35

People , Way , Behavior , Thinking

“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.”

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)

Sense

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

C. West Churchman

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

Thinking

“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.”

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

Knowledge , Science , Change

“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.”

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

Behavior , Feeling , Game , Mathematics

“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.”

C. West Churchman

Source: 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.”

C. West Churchman

Source: 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.”

C. West Churchman

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

People , Problem , Thinking , Parting

“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.”

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)

World , Understanding , Knowledge

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

C. West Churchman

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

World

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

C. West Churchman

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