James G. March: Organizing

“Social, political and economic institutions have become larger, considerably more complex and resourceful, and prima facie more important to collective life. Many of the major actors in modern economic and political systems are formal organizations, and the institutions of law and bureaucracy occupy a dominant role in contemporary life.”

James G. March

Source: Rediscovering institutions, 1989, p. 1-2

Life , Law

“Unfortunately, the gains for imagination are not free. The protections for imagination are indiscriminate. They shield bad ideas as well as good ones—and there are many more of the former than the latter. Most fantasies lead us astray, and most of the consequences of imagination for individuals and individual organizations are disastrous. Most deviants end up on the scrap pile of failed mutations, not as heroes of organizational transformation… There is, as a result, much that can be viewed as unjust in a system that induces imagination among individuals and individual organizations in order to allow a larger system to choose among alternative experiments. By glorifying imagination, we entice the innocent into unwitting self-destruction”

James G. March

or if you prefer, altruism
March cited in: Robert I. Sutton (2002) Weird Ideas That Work: 11 1/2 Practices for Promoting, Managing, and Sustaining Innovation. p. 192

Imagination , Idea

“No organization works if the toilets don't work, but I don't believe that finding solutions to business problems is my job.”

James G. March

On artistic sensibility.
Ideas as Art (2006)

Business , Problem

“In recent years there has been increased interest in the effects of internal communication on decision processes. A number of hypotheses relating the bias in information to the final decision have been proposed. In this paper we discuss two laboratory experiments which were designed to test two such hypotheses. The first experiment tests the hypothesis that cost and sales estimations are made with the implicit assumption that a biased pay-off structure exists. The second experiment tests explicitly the effects of biased and unbiased pay-off structures on estimation within an organization. An analysis of the data for the two experiments is made and some implications for further research are drawn from the results.”

James G. March

Richard Cyert, James G. March, William H. Starbuck. (1961) "Two experiments on bias and conflict in organisational estimation," Management Science, 254–64; Abstract

Communication , Decision

“Pure rationality and limited rationality share a common perspective, seeing decisions as based on evaluation of alternatives in terms of their consequences for preferences. This logic of consequences can be contrasted with a logic of appropriateness by which actions are matched to situations by means of rules organized into identities.”

James G. March

James G. March (1994), A Primer on Decision Making: How Decisions Happen, p. 57

Decision