Russell L. Ackoff: Manager

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

Russell L. Ackoff

Source: 2000s, A little book of f-laws: 13 common sins of management, 2006, p. 8, bold text cited in: Gregory H. Watson (2010).
Context: 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.”

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.
Source: 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.”

Russell L. Ackoff

Ackoff (2007) as cited in: Stefan Stern (2009) "Fond farewell to a brilliant thinker". in: Financial Times, November 9, 2009.
2000s
Context: 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.

Problem

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

Russell L. Ackoff

Source: 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.
Context: 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.

Time

“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.”

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

Behavior , Idea , Thinking , Parting

“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.”

Russell L. Ackoff

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

“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.”

Russell L. Ackoff

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

Problem , Thinking

“I do not deny that most managers lack a good deal of information that they should have, but I do deny that this is the most important informational deficiency from which they suffer. It seems to me that they suffer more from an overabundance of irrelevant information.”

Russell L. Ackoff

Source: 1960s, Management misinformation systems, 1967, p. 147.

Suffering

“In June of 1964 the research group and academic program moved to Penn bringing with it most of the faculty, students, and research projects. Our activities flourished in the very supportive environment that Penn and Wharton provided. The wide variety of faculty members that we were able to involve in our activities significantly enhanced our capabilities. By the mid-1960s I had become uncomfortable with the direction, or rather, the lack of direction, of professional Operations Research. I had four major complaints.
First, it had become addicted to its mathematical tools and had lost sight of the problems of management. As a result it was looking for problems to which to apply its tools rather than looking for tools that were suitable for solving the changing problems of management. Second, it failed to take into account the fact that problems are abstractions extracted from reality by analysis. Reality consists of systems of problems, problems that are strongly interactive, messes. I believed that we had to develop ways of dealing with these systems of problems as wholes. Third, Operations Research had become a discipline and had lost its commitment to interdisciplinarity. Most of it was being carried out by professionals who had been trained in the subject, its mathematical techniques. There was little interaction with the other sciences professions and humanities. Finally, Operations Research was ignoring the developments in systems thinking — the methodology, concepts, and theories being developed by systems thinkers.”

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
Towards a Systems Theory of Organization, 1985

Way , Mathematics , Support , Problem

“Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are extracted from messes by analysis. Managers do not solve problems, they manage messes.”

Russell L. Ackoff

Cited in Donella Meadows (2008) Thinking in Systems: a Primer. p. 1.
1970s, The future of operational research is past, 1979

Problem , Change

“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.

Way , Understanding , Decision

“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.

“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.

Learning

“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.

Suffering , Time , Reading

“[Mistake 2:] Managers need all the information they want. Most MIS designers "determine" what information is needed by asking managers what information they would like to have. This is based on the assumption that managers know what information they need and want.”

Russell L. Ackoff

As cited in: Merrill J. Riley (1981) Management information systems. p. 114.
1960s, Management misinformation systems, 1967