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

—  Milton Friedman

Source: (1962), Ch. 1 The Relation Between Economic Freedom and Political Freedom, p. 12

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Milton Friedman 158
American economist, statistician, and writer 1912–2006

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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

Luther H. Gulick photo

“The theory of organization… has to do with the structure of co-ordination imposed upon the work-division units of an enterprise.”

Luther H. Gulick (1892–1993) American academic

Source: "Notes on the Theory of Organization," 1937, p. 3

“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 (1919–2010) American sociologist

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

Luther H. Gulick photo

“It may also be noted that the authoritarian states are in trouble internationally. Some regard this as intentional, as part of the diversion and scapegoat technique, while others think that it is more or less inevitable because of the very co-ordination of the economic activities of the individual nations in question.”

Luther H. Gulick (1892–1993) American academic

Source: "Notes on the Theory of Organization," 1937, p. 40

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“The socialism of continental Europe, taking it by and large, is actively hostile, not only to bad forms of organized religion, but to religion itself.”

Walter Rauschenbusch (1861–1918) United States Baptist theologian

Source: Christianizing the Social Order (1912), p. 109

“While [bureaucratic] solutions have been frequently criticized by those within and without the organization, no alternative way has been found to cope with the problem of organizing large numbers of people to produce goods and services efficiently.”

Charles Perrow (1925–2019) American sociologist

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 90

Herbert A. Simon photo

“During and after World War II, a large number of academic economists were exposed directly to business life, and had more or less extensive opportunities to observe how decisions were actually made in business organizations. Moreover, those who became active in the development of the new management science were faced with the necessity of developing decision-making procedures that could actually be applied in practical situations. Surely these trends would be conducive to moving the basic assumptions of economic rationality in the direction of greater realism.”

Herbert A. Simon (1916–2001) American political scientist, economist, sociologist, and psychologist

1960s-1970s, "Rational decision making in business organizations", Nobel Memorial Lecture 1978

“Today our main problem is that of organized complexity. Concepts like those of organization, wholeness, directiveness, teleology, control, self-regulation, differentiation and the like are alien to conventional physics. However, they pop up everywhere in the biological, behavioural and social sciences, and are, in fact, indispensable for dealing with living organisms or social groups. Thus, a basic problem posed to modern science is a general theory of organization.”

Ludwig von Bertalanffy (1901–1972) austrian biologist and philosopher

Von Bertalanffy (1956) "General System Theory". In: General Systems, Yearbook of the Society for General Systems Research, vol. 1, 1956.
1950s

Luther H. Gulick photo

“The power of an idea to serve as the foundation of co-ordination is so great that one may observe many examples of co-ordination even in the absence of any single leader or of any framework of authority.”

Luther H. Gulick (1892–1993) American academic

Source: "Notes on the Theory of Organization," 1937, p. 38

Humberto Maturana photo

“We can also say that language is a domain of recursive linguistic co-ordinations of actions, or a domain of second-order linguistic co-ordinations of actions. We human beings also co-ordinate our actions with each other in first-order linguistic domains, and we do so frequently with non-human animals.”

Humberto Maturana (1928) Chilean biologist and philosopher

Source: Reality; The Search for Objectivity or the Quest for a Compelling Argument (1988), p. 48 as cited in: Vincent Kenny (1989) " Life, the Multiverse and Everything; an Introduction to the Ideas of. Humberto Maturana http://www.oikos.org/vinclife.htm".

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