“While decisions are constrained by the kinds of organizations and the kinds of knowledge involved, the Impetus for decisions comes from the internal preferences and external incentives facing those who actually make the decisions.”

Source: 1980s–1990s, Knowledge and Decisions (1980; 1996), Ch. 1 : The Role of Knowledge

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American economist, social theorist, political philosopher … 1930

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“It is unnecessary to attempt any general rule as to where the overall balance lies in comparing the respective costs of knowledge in larger and smaller decision-making units. What is important is to understand that (1) the respective cost advantages of the large and small units differ according to the kind of knowledge involved (general versus specific), that (2) most decisions involve mixtures of the two kinds of knowledge, so that the net advantages of the larger and smaller units vary with the kind of decision, and (3) the effectiveness of hierarchical subordination varies with the extent to which the subordinate unit has knowledge advantages over the higher unit.”

Thomas Sowell (1930) American economist, social theorist, political philosopher and author

Source: 1980s–1990s, Knowledge and Decisions (1980; 1996), Ch. 1 : The Role of Knowledge

“A major task in organizing is to determine, first, where the knowledge is located that can provide the various kinds of factual premises that decisions require.”

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Source: 1940s-1950s, Administrative Behavior, 1947, p. 24.

“We all know that it is women who make the decisions, but we have to let men think that the decisions are theirs. It is an act of kindness on the part of women.”

Alexander McCall Smith book The Full Cupboard of Life

Source: The Full Cupboard of Life

“There are in the final analysis, two kinds of decisions. One, decisions you make for yourself and two decisions other people make for you, whether it's one tyrant or 51% of your fellow citizens.”

Alan Charles Kors (1943) American academic

2010s, Socialism's Legacy (2011), Q&A

“This paper analyzes the relations between knowledge, control and organizational structure both in the market system as a whole and in private organizations. Limitations on the mental capacity of the human mind and the costs of producing and transferring knowledge means that knowledge relevant to all decisions can never be collected in the mind of a single individual or a small body of experts. This means that if the knowledge valuable to a particular decision is to be used in making that decision, there must be a system for partitioning out decision rights to individuals who already have the relevant knowledge and abilities or who can acquire or produce them at the lowest cost. Self interest on the part of individual decision-makers means a control system is required to motivate individuals with the decision rights and the relevant knowledge to use those decision rights appropriately. This control problem is solved in a capitalist economy by a system of alienable property rights.”

Michael Jensen (1939) American economist

Michael C. Jensen and William H. Meckling. "Specific and general knowledge and organizational structure." (1992).

“The researcher hoping to break new ground in the theory of experimental design should involve himself in the design of actual experiments. The investigator who hopes to revolutionize decision theory should observe and take part in the making of important decisions.”

George E. P. Box (1919–2013) British statistician

Source: Science and Statistics (1976), p. 792

“An objective of O. R. as it emerged from this evolution of industrial organization, is to provide managers of the organizations with a scientific basis for solving problems involving the interaction of the components of the organization in the best interest of the organization as a whole. A decision which is best for the organization as a whole is called optimum decision.”

C. West Churchman (1913–2004) American philosopher and systems scientist

Source: 1940s - 1950s, Introduction to Operations Research (1957), p. 6; Partly cited in: Werner Ulrich (2004) " In memory of C. West Churchman (1913–2004) http://www.wulrich.com/downloads/ulrich_2004d.pdf." Journal of Organisational Transformation and Social Change. Vol 1 (Nr. 2–3) p. 210

“Management manages by making decisions and by seeing that those decisions are implemented.”

Harold Geneen (1910–1997) American businessman

Managing, Chapter Four (Two Organizational Structures), p. 69.

“The problems we face, did not come down from the heavens. They are made, they are made by bad human decisions, and good human decisions can change them.”

Bernie Sanders (1941) American politician, senator for Vermont

“Things usually make sense in time, and even bad decisions have their own kind of correctness.”

Miranda July (1974) American performance artist, musician and writer

“While decisions are constrained by the kinds of organizations and the kinds of knowledge involved, the Impetus for decisions comes from the internal preferences and external incentives facing those who actually make the decisions.”

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