“Action often creates the orderly relations that originally were mere presumptions summarized in a cause map. Thus language trappings of organizations such as strategic plans are important components in the process of creating order. They hold events together long enough and tightly enough in people's heads so that they act in the belief that their actions will be influential and make sense.”

— Karl E. Weick

Weick, Karl E. Organizational culture as a source of high reliability. National Emergency Training Center, 1987. p. 98
1980s-1990s

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Karl E. Weick30

Organisational psychologist 1936

Neil Fligstein (1951) American sociologist

Source: The architecture of markets, 2001, p. 145

“Most of the time, organizations generate actions unreflectively and non-adaptively. To justify their actions, organizations create problems, successes, threats and opportunities. These are ideological molecules that mix values, goals, expectations, perceptions, theories, plans, and symbols. The molecules form while people are result watching, guided by the beliefs that they should judge results good or bad, look for the causes of results, and propose needs for action. Because organizations modify their behavior programs mainly in small increments that make sense to top managers, they change too little and inappropriately, and nearly all organizations disappear within a few years.”

William H. Starbuck (1934) American academic

Abstract
"Organizations as action generators," 1983

“Hayek emphasized the importance of rules. He thought that what society should do is not to direct the individual in his or her particular actions, but to create a metaphysical structure, as it were, enforced by rules or laws, that create stable expectations and thus allow rational action.”

Alan O. Ebenstein (1959) American political scientist, educator and author

Hayek's Journey: The Mind of Friedrich Hayek (2003)

“However hard they try, men cannot create a social organism, they can only create an organization. In the process of trying to create an organism they will merely create a totalitarian despotism.”

Aldous Huxley book Brave New World Revisited

Source: Brave New World Revisited (1958), Chapter 3 (p. 24)

“I summarize more than 30 years of research on factors that can create a "perfect storm" which leads good people to engage in evil actions.”

Philip G. Zimbardo (1933) American social psychologist, author of Stanford Prison Experiment

In his introduction to his site on The Lucifer Effect (2007) http://www.lucifereffect.com/ <br class="br">Context: I summarize more than 30 years of research on factors that can create a "perfect storm" which leads good people to engage in evil actions. This transformation of human character is what I call the "Lucifer Effect," named after God's favorite angel, Lucifer, who fell from grace and ultimately became Satan.<br>Rather than providing a religious analysis, however, I offer a psychological account of how ordinary people sometimes turn evil and commit unspeakable acts.

“But let us not forget this either: it is enough to create new names and estimations and probabilities in order to create in the long run new "things."”

Friedrich Nietzsche (1844–1900) German philosopher, poet, composer, cultural critic, and classical philologist

Sec. 58
The Gay Science (1882)

“For a general semanticist, communication is not merely words in proper order properly inflected (as for the grammarian) or assertions in proper relation to each other (as for the logician) or assertions in proper relation to referents (as for the semanticist), but all these together, with the chain of 'fact to nervous system to language to nervous system to action.”

Anatol Rapoport (1911–2007) Russian-born American mathematical psychologist

1950, p. 14; as cited in: Adam Schaff (1962). Introduction to semantics, p. 105.
1950s, "What is Semantics?", 1950

“We will argue that the long-run value of a related diversification lies not so much in the exploitation of economies of scope (asset amortization) - where the benefit is primarily short-term - but in allowing corporations to more cost efficiently expand their stocks of strategic assets. Relatedness, which opens the way for asset improvement, asset creation and asset fission, holds the key to the long-run competitive advantages of diversification. This means that in most cases, similarities in the processes by which strategic assets are expanded and new assets are created are more important than static similarities between the strategic assets that are the outcome of these processes.”

Constantinos C. Markides (1960) Cypriot business theorist

Source: "Related diversification, core competences and corporate performance", 1994, p. 150

“Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers.”

Henry Mintzberg (1939) Canadian busines theorist

Attributed to Mintzberg in C.W. Cook, P.L. Hunsaker (2001) Management and organizational behavior. p. 58

“Creating a modeling language that is also an executable language has long been a goal of the software community. Many years ago, in 1968 to be exact, while working with software components to successfully develop a telecommunications system, we created a modeling language that was the forerunner to UML. To model components we used sequence diagrams, collaboration diagrams, and state transition diagrams (a combination of state charts and activity diagrams). Our modeling language then seamlessly translated the component models into code. Each code component was in its turn compiled into an executable component that was deployed in our computer system. The computer system was a component management system—thus we had "components all the way down."”

Stephen J. Mellor (1952) British computer scientist

Source: Executable Uml: A Foundation for Model-Driven Architecture, 2002, p. xxiii: Foreword.

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