“Chapter Five deals with the messiest problem of all— but the one to which all analytical roads should lead : the nature of organizational goals and the strategies used to achieve them.”

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. xi: Preface

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Charles Perrow71

American sociologist 1925–2019

James D. Thompson (1920–1973) American sociologist

Source: Organizations in Action, 1967, p. 13 (in 2011 edition)

“But in the tweeting life of our president, strategy is difficult to detect. Influencing news cycles seems to be the principal goal; achieving short-term advantage, you bet. But ultimately, it's all noise and no signal. And in the absence of preparation and a well-considered strategy- especially when one is moving global chess pieces- volatile unpredictability is not a virtue. We have quite enough volatile actors to deal with internationally as it is without becoming one of them.”

Jeff Flake (1962) American politician

Source: Conscience of a Conservative (2017), p. 6

“Recent organizational approaches to control (e. g., Ouchi 1979) suggest two underlying control strategies. On the one hand, control can be accomplished through performance evaluation. Performance evaluation refers to the cybernetic process of monitoring and rewarding performance. This strategy emphasizes the information aspects of control. Namely, to what degree can the various aspects of performance be assessed? Alternatively, control can be achieved by minimizing the divergence of preferences among organizational members. That is, members cooperate in the achievement of organizational goals because the members understand and have internalized these goals. This strategy emphasizes people policies such as selection, training, and socialization.
The two control strategies are interrelated. An organization can tolerate a work force with highly diverse goals if a precise evaluation system exists. In contrast, a lack of precision in performance evaluation can be tolerated when goal incompatibility is minor (Ouchi 1979). The choice between the two is driven by the ease of performance evaluation”

Kathleen M. Eisenhardt American economist

Source: "Control: Organizational and economic approaches," 1985, p. 135

“A learning strategy is comparable in kind with a performance strategy. Each sort of strategy entails decomposing goals into subgoals and applying mental subroutines to achieve the subgoals concerned. The necessary difference between learning strategies and performance is in the domain upon which they operate. Whereas the performance strategy solves problems posed by states of the (usually symbolic) environment, the learning strategy solves the problems posed by deficiencies in the current repertoire of relevant performance strategies; the solutions produced by a learning strategy are performance strategies.”

Gordon Pask (1928–1996) British psychologist

Source: Conversation, Cognition and Learning (1975), p. 261 as cited in: K.V. Wilson (2011) From Associations to Structure. p. 200.

“Complaining does not work as a strategy. We all have finite time and energy. Any time we spend whining is unlikely to help us achieve our goals. And it won't make us happier.”

Randy Pausch book The Last Lecture

Source: The Last Lecture (2008), Chapter 32: Don't Complain, Just Work Harder, p. 139

“Juno: "All roads lead there child. You should know that."
Percy: "Detention?”

Rick Riordan book The Son of Neptune

Source: The Son of Neptune

“All roads alike may lead us unto Rome.”

Francesco Dall'Ongaro (1808–1873) Italian poet, playwright and librettist

Tutte le vie ponno condurre a Roma.
Stornelli Politici, "Giammai".
Translation reported in Harbottle's Dictionary of quotations French and Italian (1904), p. 242.

“There's a saying that all roads lead to Ankh-Morpork. And it's wrong. All roads lead away from Ankh-Morpork, but sometimes people just walk along them the wrong way.”

Terry Pratchett (1948–2015) English author

“Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile.”

Vince Lombardi (1913–1970) American football player, coach, and executive

“All systems which satisfy the five primitive propositions are in one-to-one correspondence with the natural numbers.”

Giuseppe Peano (1858–1932) Italian mathematician

On what became knows as the Peano axioms, in "I fondamenti dell’aritmetica nel Formulario del 1898", in Opere Scelte Vol. III (1959), edited by Ugo Cassina, as quoted in "The Mathematical Philosophy of Giuseppe Peano" by Hubert C. Kennedy, in Philosophy of Science Vol. 30, No. 3 (July 1963)
Context: These primitive propositions … suffice to deduce all the properties of the numbers that we shall meet in the sequel. There is, however, an infinity of systems which satisfy the five primitive propositions. … All systems which satisfy the five primitive propositions are in one-to-one correspondence with the natural numbers. The natural numbers are what one obtains by abstraction from all these systems; in other words, the natural numbers are the system which has all the properties and only those properties listed in the five primitive propositions

“Chapter Five deals with the messiest problem of all— but the one to which all analytical roads should lead : the nature of organizational goals and the strategies used to achieve them.”

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Charles Perrow71

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