“How can we design improvement in large systems without understanding the whole system, and if the answer is that we cannot, how is it possible to understand the whole system?”

—  C. West Churchman

C. West Churchman, Challenge to Reason (1968), p. 2; cited in '" C. West Churchman — 75 years" by Werner Ulrich, in Systems Practice (December 1988), Volume 1, Issue 4, p. 341-350
1960s - 1970s

Adopted from Wikiquote. Last update June 3, 2021. History

Help us to complete the source, original and additional information

Do you have more details about the quote "How can we design improvement in large systems without understanding the whole system, and if the answer is that we can…" by C. West Churchman?
C. West Churchman photo
C. West Churchman 64
American philosopher and systems scientist 1913–2004

Related quotes

Yuval Noah Harari photo

“From a Dataist perspective, we may interpret the entire human species as a single data-processing system, with individual humans serving as its chips. If so, we can also understand the whole of history as a process of improving the efficiency of this system through four basic methods:”

Yuval Noah Harari book Homo Deus: A Brief History of Tomorrow

Homo Deus: A Brief History of Tomorrow

“The problem of systems improvement is the problem of the 'ethics of the whole system.”

C. West Churchman (1913–2004) American philosopher and systems scientist

Source: 1960s - 1970s, The Systems Approach (1968), p. 4

A. Wayne Wymore photo

“[In the year 1957] I have just returned from an exciting meeting of the American Society for Engineering Education where I heard a paper on the new discipline of systems engineering. It is no longer sufficient for engineers merely to design boxes such as computers with the expectation that they would become components of larger, more complex systems. That is wasteful because frequently the box component is a bad fit in the system and has to be redesigned or worse, can lead to system failure. We must learn how to design large-scale, complex systems from the top down so that the specification for each component is derivable from the requirements for the overall system. We must also take a much larger view of systems. We must design the man-machine interfaces and even the system-society interfaces. Systems engineers must be trained for the design of large-scale, complex, man-machine-social systems.”

A. Wayne Wymore (1927–2011) American mathematician

Systems Movement: Autobiographical Retrospectives (2004)

Jean Chrétien photo

“A leader has to know how the system functions - not just the system of government but the whole social and economic system, including business, the unions, and the universities.”

Jean Chrétien (1934) 20th Prime Minister of Canada

Source: Straight From The Heart (1985), Chapter Three, The Business Of politics, p. 76

Russell L. Ackoff photo

“Analysis of a system reveals its structure and how it works. It provides the knowledge required to make it work efficiently and to repair it when it stops working. Its product is know-how, knowledge, not understanding. To enable a system to perform effectively we must understand it—we must be able to explain its behavior—and this requires being aware of its functions in the larger systems of which it is a part.”

Russell L. Ackoff (1919–2009) Scientist

Source: 1990s, Re-Creating the Corporation (1999), p. 12.

Peter M. Senge photo

“Systems thinking is a discipline for seeing the 'structures' that underlie complex situations, and for discerning high from low leverage change. That is, by seeing wholes we learn how to foster health. To do so, systems thinking offers a language that begins by restructuring how we think.”

Peter M. Senge book The Fifth Discipline

Source: The Fifth Discipline (1990), p. 69

Ai Weiwei photo

“The frustration mainly comes from trying to understand what they really want. Also, you cannot understand how can such a large nation maintain its so-called stability by doing something very unlawful. I mean, how can they possibly manage to stabilize the whole social condition by not [acting with] justice and fairness.”

Ai Weiwei (1957) Chinese concept artist

2010-, You’re There but You’re Not Existing, 2012

Béla H. Bánáthy photo

“Faced with new realities, our systems have to transform — as the society has transformed. They have to learn to co-change (co-evolve) with their constantly changing environments. Thus, it is imperative that we understand what these transformations and new realities are. We have to grasp their implications for systems, and apply our understanding of these implications to the transformation of our systems. We need to learn how to recreate our systems, how to redesign them so that they will have a “goodness of fit” with the emerged new realities. No small task by any means!”

Béla H. Bánáthy (1919–2003) Hungarian linguist and systems scientist

Béla H. Bánáthy (1994) Creating our future in an age of transformation. p. 1; Cited in: Sherryl Stalinski (2005) A Systems View of Social Systems, Culture and Communities: The Legacy of Bela H. Banathy. Saybrook Graduate School. p. 11.

Mario Cuomo photo

“How simple it seems now. We thought the Sermon on the Mount was a nice allegory and nothing more. What we didn't understand until we got to be a little older was that it was the whole answer, the whole truth.”

Mario Cuomo (1932–2015) American politician, Governor of New York

Address at Iona College (1984)
Context: How simple it seems now. We thought the Sermon on the Mount was a nice allegory and nothing more. What we didn't understand until we got to be a little older was that it was the whole answer, the whole truth. That the way — the only way — to succeed and to be happy is to learn those rules so basic that a shepherd's son could teach them to an ignorant flock without notes or formulae. <!-- p. 934

W. Edwards Deming photo

“Management’s job. It is management’s job to direct the efforts of all components toward the aim of the system. The first step is clarification: everyone in the organization must understand the aim of the system, and how to direct his efforts toward it. Everyone must understand the damage and loss to the whole organization from a team that seeks to become a selfish, independent, profit centre.”

W. Edwards Deming (1900–1993) American professor, author, and consultant

The New Economics for Industry, Government, Education (1993)

Related topics