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Russell L. Ackoff: 140 quotes5 likes

“A problem never exists in isolation; it is surrounded by other problems in space and time. The more of the context of a problem that a scientist can comprehend, the greater are his chances of finding a truly adequate solution.”

Russell L. Ackoff

Partly cited in: Jean-Marc Choukroun, Roberta Snow (1992) Planning for human systems: essays in honor of Russell L. Ackoff. p. 287.
1950s, The development of operations research as a science, 1956

“Most managers have some conception of at least some of the types of decisions they must make. Their conceptions, however, are likely to be deficient in a very critical way, a way that follows from an important principle of scientific economy: The less we understand a phenomenon, the more variables we require to explain it.”

Russell L. Ackoff

Source: 1960s, Management misinformation systems, 1967, p. 149.

“The lower the rank of managers, the more they know about fewer things. The higher the rank of managers, the less they know about many things.”

Russell L. Ackoff

Source: 2000s, A little book of f-laws: 13 common sins of management, 2006, p. 2 cited in: Gregory H. Watson (2010) "By rejecting the status quo, Russ Ackoff took systems thinking to greater heights" in: QP. vol 27, March 2010, p. 30.

“A bureaucrat is one who has the power to say “no” but none to say “yes”. Bureaucrats can find an infinite number of reasons for rejecting any proposed change, but can find none for accepting it.”

Russell L. Ackoff

Ackoff (2006) A little book of f-laws: 13 common sins of management. p. 12.
2000s

“The synthetic mode of thought, when applied to systems problems, is called the systems approach. In this approach a problem is not solved by taking it apart but by viewing it as a part of a larger problem.”

Russell L. Ackoff

Source: 1970s, Redesigning the future, 1974, p. 14.

“When a mess, which is a system of problems, is taken apart, it loses its essential properties and so does each of its parts. The behavior of a mess depends more on how the treatment of its parts interact than how they act independently of each other. A partial solution to a whole system of problems is better than whole solutions of each of its parts taken separately.”

Russell L. Ackoff

Cited in: Can Alpaslan, Ian Mitroff (2011) Swans, Swine, and Swindlers: Coping with the Growing Threat of Mega-Crises and Mega-Messes. p. 16.
1970s, The future of operational research is past, 1979

“The word model is used as a noun, adjective, and verb, and in each instance it has a slightly different connotation. As a noun "model" is a representation in the sense in which an architect constructs a small-scale model of a building or a physicist a large-scale model of an atom. As an adjective "model" implies a degree or perfection or idealization, as in reference to a model home, a model student, or a model husband. As a verb "to model" means to demonstrate, to reveal, to show what a thing is like.”

Russell L. Ackoff

Source: 1960s, Scientific method: optimizing applied research decisions, 1962, p. 108 as cited in: Charles West Churchman, Richard O. Mason (1976) World modeling: a dialogue. p. 23.

“A system is a set of two or more elements that satisfies the following three conditions. (1) The behavior of each element has an effect on the behavior of the whole. (2) The behavior of the elements and their effects on the whole are interdependent. the way each element behaves and the way it affects the whole depends on how at least one other element behaves. (3) However subgroups of the elements are formed, each has an effect on the behavior of the whole and none has an independent effect on it.”

Russell L. Ackoff

Source: 1980s, Creating the Corporate Future, 1981, p. 15-16.

“A corporation that fails to see itself as an instrument of all its stakeholders will probably fail to use them, and be used by them, effectively enough to survive in the emerging environment.”

Russell L. Ackoff

Source: 1990s, Re-Creating the Corporation (1999), p. 289.

“When a business is bought, it is bought for its potential—for its future, not its past.”

Russell L. Ackoff

Source: 1990s, Re-Creating the Corporation (1999), p. 133.

“Every culture has a shared pattern of thinking. It is the cement that holds a culture together, gives it unity. A culture's characteristic way of thinking is imbedded in its concept of the nature of reality, its world view.”

Russell L. Ackoff

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

“In the Systems Age we tend to look at things as part of larger wholes rather than as wholes to be taken apart. This is the doctrine of expansionism. Expansionism brings with it the synthetic mode of thought much as reductionism brought with it.”

Russell L. Ackoff

Source: 1970s, Redesigning the future, 1974, p. 14.

“In the spring of 1951 Churchman and I accepted appointments to (then) Case Institute of Technology in Cleveland because Case was committed to establishing an activity in Operations Research and Churchman and I had come to believe we could probably work better under this name than under the cloak of academic philosophy. By the end of 1952 we had formal approval, but not without faculty opposition, for the first doctoral program in Operations Research. From then on the Group and the program grew rapidly and flourished. Case became a mecca to which pilgrimages of operations researchers from around the world came. In 1958, Churchman, for personal reasons, migrated to the University of California at Berkeley where he established a similar activity. Academic Operations Research activities began to proliferate and flourish, many of them modeled on those at Case.”

Russell L. Ackoff

Preface, cited in Gharajedaghi, Jamshid. Systems thinking: Managing chaos and complexity: A platform for designing business architecture http://booksite.elsevier.com/samplechapters/9780123859150/Front_Matter.pdf. Elsevier, 2011. p. xiii <br class="br">Towards a Systems Theory of Organization, 1985

“Despite the importance of systems concepts and the attention that they have received and are receiving, we do not yet have a unified or integrated set (i. e., a system) of such concepts. Different terms are used to refer to the same thing and the same term is used to refer to different things. This state is aggravated by the fact that the literature of systems research is widely dispersed and is therefore difficult to track. Researchers in a wide variety of disciplines and interdisciplines are contributing to the conceptual development of the systems sciences but these contributions are not as interactive and additive as they might be.”

Russell L. Ackoff

As cited in: Journal of systems management. Vol. 25, p. 39. Association for Systems Management, 1974.
1970s, Towards a System of Systems Concepts, 1971

“Another common deficiency is the failure of some panaceas to take into account a social system's developmental responsibilities to its stakeholders.”

Russell L. Ackoff

Source: 1990s, Re-Creating the Corporation (1999), p. 253.

“The Machine Age’s commitment to cause and effect was the source of many dilemmas, including the one involving free will. At the turn of the century the American philosopher E. A. Singer, Jr., showed that science had, in effect, been cheating. It was using two different relationships but calling both cause and effect. He pointed out, for example, that acorns do not cause oaks because they are not sufficient, even though they are necessary, for oaks. An acorn thrown into the ocean, or planted in the desert or an Arctic ice cap does not yield an oak. To call the relationship between an acorn and an oak ‘probabilistic’ or ‘non deterministic causality,’ as many scientists did, was cheating because it is not possible to have a probability other than 1.0 associated with a cause; a cause completely determines its effect. Therefore, Singer chose to call this relationship ‘producer-product’ and to differentiate it from cause-effect.”

Russell L. Ackoff

Source: 1980s, Creating the Corporate Future, 1981, p. 224-225 as cited in: David Ing (2010) "The producer-product relation, and coproducers in systems theory". in the Coevolving blog, September 02, 2010.

“Managers cannot learn from doing things right, only from doing them wrong”

Russell L. Ackoff

Source: 2000s, A little book of f-laws: 13 common sins of management, 2006, p. 37 cited in: Andrew Carey (2008) Inside Project Red Stripe: Incubating Innovation and Teamwork at the Economist. p. 49.

“My experience indicates that most managers receive much more data (if not information) than they can possibly absorb even if they spend all of their time trying to do so. Hence they already suffer from an information overload. They must spend a great deal of time separating the relevant documents. For example, I have found that I receive an average of 43 hours of unsolicited reading material each week. The solicited material is usually half again this amount.”

Russell L. Ackoff

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

“Recently I asked three corporate executives what decisions they had made in the last year that they would not have made were it not for their corporate plans. All had difficulty in identifying one such decision. Since each of their plans were marked 'secret' or 'confidential', I asked them how their competitors might benefit from the possession of their plans. Each answered with embarrassment that their competitors would not benefit. Yet these executives were strong advocates of corporate planning.”

Russell L. Ackoff

Source: 1960s, A concept of corporate planning, 1969, p. 1 as cited in: Henry Mintzberg (1994) Rise and Fall of Strategic Planning. p. 98.

“Successful problem solving requires finding the right solution to the right problem. We fail more often because we solve the wrong problem than because we get the wrong solution to the right problem.”

Russell L. Ackoff

Source: 1970s, Redesigning the future, 1974, p. 8.