Russell L. Ackoff: Quotes about problems

“The systems approach to problems focuses on systems taken as a whole, not on their parts taken separately. Such an approach is concerned with total- system performance even when a change in only one or a few of its parts is contemplated because there are some properties of systems that can only be treated adequately from a holistic point of view. These properties derive from the relationship between parts of systems: how the parts interact and fit together”

Russell L. Ackoff

Cited in: Haluk Demirkan, James C. Spohrer, Vikas Krishna (2011) The Science of Service Systems. p. 274.
1970s, Towards a System of Systems Concepts, 1971

Problem , Change , Parting

“English does not contain a suitable word for 'system of problems.' Therefore, I have had to coin one. I choose to call such a system a mess”

Russell L. Ackoff

Source: 1970s, Redesigning the future, 1974, p. 21.

Problem

“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

“In proactive problem solving we specify where we want to go, and we try to get there. Although such an approach does not eliminate the possibility of overlooking relevant consequences of our solutions, it reduces the probability of doing so. The more ultimate the desired outcome we specify, the more likely we are to consider the intermediate and long-run consequences of our immediate actions. The more immediate the source of dissatisfaction we try to get rid of, the less likely we are to take account of relevant consequences. Therefore, the chances of overlooking relevant consequences are minimized when we formulate a problem in terms of approaching one or more ideals.”

Russell L. Ackoff

As cited in: Problem Solving & Goal Setting blog, 24 October 2010.
1970s, The Art of Problem Solving, 1978

Problem , Chance

“In reactive problem solving we walk into the future facing the past — we move away from, rather than toward, something. This often results in unforseen consequences that are more distasteful than the deficiencies removed.”

Russell L. Ackoff

1970s, The Art of Problem Solving, 1978

Problem , Past , Future

“Over time, every way of thinking generates important problems that it cannot solve.”

Russell L. Ackoff

Source: 1990s, Re-Creating the Corporation (1999), p. 3. Opening sentence.

Way , Problem , Thinking , Time

“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

“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

“I began graduate work in the philosophy of sciences at the University of Pennsylvania in 1941 where I came under the influence of the “grand old man” of the department, the eminent philosopher E. A. Singer, Jr. Because of the informality of the department he created I began to collaborate with two younger members of the faculty, both of whom were former students of Singer, Thomas A. Cown and C. West Churchman.
Three aspects of Singer's philosophy had a particularly strong influence on me. First, that the practice of philosophy, its application, was necessary for the development of philosophy itself. Second, that effective work on “real” problems required an interdisciplinary approach. Third, that the social area needed more work than any of the other domains of science and that this was the most difficult.
We developed a concept of a research group that would enable us to practice philosophy in the social domain by dealing with real problems. The organization we designed was called “The Institute of Experimental Method.””

Russell L. Ackoff

With the participation of a number of other graduate students in philosophy and a few other members of the faculty we started this institute on a completely informal basis.
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. xii
Towards a Systems Theory of Organization, 1985

Problem , Strong , Universe , Science

“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

“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

Problem , Chance , Time

“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.

Problem , Parting

“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

Behavior , Problem , Parting , Dependency

“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.

Problem , Success

“The effort to get rid of what we do not want is reactive, retrospectively oriented problem solving. The effort to obtain what we want is proactive, prospectively oriented problem solving.”

Russell L. Ackoff

Cited in: Chris Griffiths, Melina Costi (2011) GRASP: The Solution. p. 64.
1970s, The Art of Problem Solving, 1978

Problem , Effort

“We have also come to realize that no problem ever exists in complete isolation. Every problem interacts with other problems and is therefore part of a set of interrelated problems, a system of problems I choose to call such a system a mess … Furthermore solutions to most problems produce other problems… a financial problem, a maintenance problem, and conflict among family members for its use.”

Russell L. Ackoff

Source: 1970s, Redesigning the future, 1974, p. 21 as cited in: Frederick M. Zimmerman (2011) From Riches to Rags at a Time of Prosperity, p. 12.

Family , Problem , Parting

“Systems science and technology constitute one aspect of systems thinking, but the humanities and arts make up the other. The fact that design plays such a large part in the systemic treatment of problems makes it apparent that art has a major role in it as well. Ethics and aesthetics are integral aspects of evaluating systems… the systems approach involves the pursuit of truth (science) and its effective use (technology), plenty (economics), the good (ethics and morality), and beauty and fun (aesthetics). To compare systems methodology with that of any of the so-called ‘hard’ disciplines—for example, physics—is to misunderstand the nature of systems. The worry is not that the systems approach is not scientific in the sense which physics or chemistry or biology is, but that some try to make it scientific in that sense. To the extent they succeed, they destroy it.”

Russell L. Ackoff

Ackoff (1999). "Disciplines, the two cultures and the scianities". Systems Research and Behavioral Science. 16 (6), p. 537. Cited in: Sherryl Stalinski (2005) A Systems View of Social Systems, Culture and Communities. Saybrook Graduate School. p. 5.
1990s

Truth , Beauty , Art , Nature