“An organization is a group of living human beings. The formal or official design for living never completely accounts for what the participants do. It is always supplemented by what is called the “informal structure,” which arises as the individual brings into play his own personality, his special problems and interests. Formal relations co-ordinate roles or specialized activities, not persons.”

—  Philip Selznick

Source: Leadership in Administration: A Sociological Interpretation, 1957, p. 8

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Philip Selznick 20
American sociologist 1919–2010

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“Follett was always preoccupied with the dynamic view of organization, with the thing in process, so to speak. Authority, Power, Leadership, the Giving of Orders, Conflict, Conciliation — all her keywords are active words. There is a static or structural approach to the problem of organization which has its value; but those who are most convinced of the importance of such structural analysis would be the first to admit that it is only a step on the journey, an instrument of thought; it is not and cannot be complete in itself; it is only the anatomy of the subject. As in medicine, the study of anatomy may be an essential discipline, but it is in the physiology and psychology of the individual patient that that discipline finds its working justification.
Thus the four principles which she finally arrived at to express her view of organization were all active principles. In her own words, they are:
"1. Co-ordination by direct contact of the responsible people concerned.
2. Co-ordination in the early stages.
3. Co-ordination as a reciprocal relating of all the features in a situation.
4. Co-ordination as a continuing process."”

Henry C. Metcalf (1867–1942) American business theorist

Since these principles are carefully explained and illustrated by Miss Follett herself in the final paper in this volume, we must content ourselves here with merely this concise statement of them.
Source: Dynamic administration, 1942, p. xxvi

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“One of humanity's prime drives is to understand and be understood. All other living creatures are designed for highly specialized tasks. Man seems unique as the comprehensive comprehender and co-ordinator of local universe affairs.”

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“I believe that each young person is different from any other who has ever lived, as different as his fingerprints: that he could bring to the world a wonderful and special way of solving unsolved problems, that in his special way, he can be great.”

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Context: I believe that each young person is different from any other who has ever lived, as different as his fingerprints: that he could bring to the world a wonderful and special way of solving unsolved problems, that in his special way, he can be great. Now don't misunderstand me. I recognize that this merely great person, as distinguished from the genius, will not be able to bridge from field to field. He will not have the ideas that shorten the solution of problems by hundreds of years. He will not suddenly say that mass is energy, that is genius. But within his own field he will make things grow and flourish; he will grow happy helping other people in his field, and to that field he will add things that would not have been added, had he not come along.

“The relations outlined on an organization chart provide a framework within which fuller and more spontaneous human behavior takes place. The formal system may draw upon that behavior for added strength; it will in its turn be subordinated to personal and group egotism.”

Philip Selznick (1919–2010) American sociologist

Source: Leadership in Administration: A Sociological Interpretation, 1957, p. 29

“[Formal structures of formal organizations] never succeed in conquering the non-rational dimensions of organizational behavior.”

Philip Selznick (1919–2010) American sociologist

Source: "Foundations of the Theory of Organization," 1948, p. 25

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“The basic problem of social organization is how to co-ordinate the economic activities of large numbers of people.”

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Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 2

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