“I suggest that, if India is to evolve along nonviolent lines, it will have to decentralize many things. Centralization cannot be sustained and defended without adequate force... Centralization as a system is inconsistent with non-violent structure of society.”
Young India (18 January 1942) p. 5
1940s
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Mahatma Gandhi 238
pre-eminent leader of Indian nationalism during British-rul… 1869–1948Related quotes

The Education of Henry Adams (1907)
Context: p>The result might have been stated in a mathematical formula as early as the time of Archimedes, six hundred years before Rome fell. The economic needs of a violently centralizing society forced the empire to enlarge its slave-system until the slave-system consumed itself and the empire too, leaving society no resource but further enlargement of its religious system in order to compensate for the losses and horrors of the failure. For a vicious circle, its mathematical completeness approached perfection. The dynamic law of attraction and reaction needed only a Newton to fix it in algebraic form.At last, in 410, Alaric sacked Rome, and the slave-ridden, agricultural, uncommercial Western Empire — the poorer and less Christianized half — went to pieces. </p

Source: The structuring of organizations (1979), p. 211
Richard Nelson and Sidney Winter, An Evolutionary Theory of Economic Change (1982), p. 365

Edited transcript of remarks, 11/13/03 Books for Breakfast, "Nehru: The Invention of India" Available Online http://web.archive.org/web/20060927152610/http://www.cceia.org/resources/transcripts/1075.html
2000s
Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 2

Talcott Parsons (1968) "Systems Analysis: Social Systems" in: David L. Sills ed. International Encyclopedia of the Social Sciences. p. 472

Harijan (21 July 1940)
1940s

“Dignity is central to the sustainability of history.”
Source: Sustainable History and the Dignity of Man (2009), p.28

Source: The Heart of Change, (2002), p. x: Preface
Context: Leading Change describes the eight steps people follow to produce new ways of operating. In The Heart of Change, we dig into the core problem people face in all of these steps, and how to successfully deal with that problem. Our main finding, put simply, is that the central issue is never strategy, structure, culture, or systems. All those elements, and others, are important. But the core of the matter is always about changing the behavior of people, and behavior change happens in highly successful situations mostly by speaking to people's feelings.