“What this book is about is a kind of analysis that is characteristic of a large part of the social sciences, especially the more theoretical part. That kind of analysis explores the relation between the behavior of individuals who compromise some social aggregate, and the characteristics of the aggregate.These situations, in which people's behavior or people's choices depend on the behavior or choices of other people, are the ones that usually don't permit any simple summation or extrapolation of the aggregates. To make that connection we usually have to look at the system of interaction between individuals and their environment, that is, between individuals and other individuals or between individuals and the collectivity.”

Micromotives and Microbehavior (1978).

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Thomas C. Schelling6

American economist 1921–2016

Gerald R. Salancik (1943–1996) American organizational theorist

Source: A social information processing approach to job attitudes and task design. 1978, p. 226

“The Human Behavior School: This approach to the analysis of management is based on the central thesis that, since managing involves getting things done with and through people, the study of management must be centered on interpersonal relations. Variously called the "human relations," "leadership," or "behavioral sciences" approach… This school concentrates on the "people" part of management and rests on the principle that, where people work together as groups in order to accomplish objectives, "people should understand people."”

Harold Koontz (1909–1984)

Source: "The Management Theory Jungle," 1961, p. 178

“The behavior of large and complex aggregates of elementary particles, it turns out, is not to be understood in terms of a simple extrapolation of a few particles. Instead, at each level of complexity entirely new properties appear, and the understanding of the new behaviors requires research which I think is as fundamental in its nature as any other.”

Philip Warren Anderson (1923) American physicist

Source: More Is Different (1972), p. 393 of [More is different, Science, 177, 4047, 4 August 1972, 393–396, https://www.tkm.kit.edu/downloads/TKM1_2011_more_is_different_PWA.pdf]

“I see the tasks of social sciences to discover what kinds of order actually do exist in the whole range of the behavior of human beings; what kind of functional relationships between different parts of culture exist in space and over time, and what functionally more useful kinds of order can be created.”

Robert Staughton Lynd (1892–1970) American sociologist

R.S. Lynd (1939) Knowledge of What? p. 125-6, cited in Karl William Kapp (1976), The nature and significance of institutional economics http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6435.1976.tb01971.x/abstract. in: Kyklos, Vol 29/2, Jan 1976, p. 209

“Since institutional economics is behavioristic, and the behavior in question is none other than the behavior of individuals while participating in transactions, institutional economics must make an analysis of the economic behavior of individuals.”

John R. Commons (1862–1945) United States institutional economist and labor historian

Source: "Institutional Economics," 1931, p. 654

“The social sciences are usually concerned with groups of persons rather than individual persons. The behavior of individuals, being free, is unpredictable.”

Carroll Quigley (1910–1977) American historian

Source: The Evolution of Civilizations (1961) (Second Edition 1979), Chapter 3, Groups, Societies, and Civilizations, p. 67

“Intertribal aggression, escalating in some cultures to limited warfare, is common enough to be regarded as a general characteristic of hunter-gatherer social behavior.”

Edward O. Wilson book On Human Nature

On Human Nature (1978), Ch.4 Emergence

“There are progressive degrees of synergy, called synergy-of-synergies, which are complexes of behavior aggregates holistically unpredicted by the separate behaviors of any of their subcomplex components. Any subcomplex aggregate is only a component aggregation of an even greater event aggregation whose comprehensive behaviors are never predicted by the component aggregates alone. There is a synergetic progression in Universe—a hierarchy of total complex behaviors entirely unpredicted by their successive subcomplexes' behaviors. It is manifest that Universe is the maximum synergy-of-synergies, being utterly unpredicted by any of its parts.”

Buckminster Fuller (1895–1983) American architect, systems theorist, author, designer, inventor and futurist

150.01 http://www.rwgrayprojects.com/synergetics/s01/p5000.html <br class="br">1970s, Synergetics: Explorations in the Geometry of Thinking (1975), "Synergy" onwards

“Institutions are human behavior, and they are, therefore, to be explained by the characteristics of that behavior.”

George C. Homans (1910–1989) American sociologist

George C. Homans (1962), "Autobiographical introduction", in: Sentiments & activities; essays in social science https://archive.org/stream/sentimentsactivi00homa#page/34/mode/2up, p. 35

“To us, analysis is the study of a problem domain, leading to a specification of externally observable behavior; a complete, consistent, and feasible statement of what is needed; a coverage of both functional and quantified operational characteristics”

Ed Yourdon (1944–2016) American software engineer and pioneer in the software engineering methodology

e.g. reliability, availability, performance
Source: Object-oriented design (1991), p. 18.

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Thomas C. Schelling6

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