“Scott London: How did you begin to explore the connection between management and science?
Meg Wheatley: I didn't have an interest in the new science. I had a realization that in my profession — which was vaguely labeled "organizational change," "organizational development," or "management consulting" in general — none of us knew how organizations change. When I talked to other consultants, I noticed that if we had an organizational change effort that was successful, it felt like a miracle to us.
I realized with a great start one day that we weren't even geared up for success. It didn't matter that we didn't know how to change organizations. We were all professionals who didn't hope to achieve what we were selling or suggesting to clients. The field was really moribund.
At the same time — and this is the serendipity of life — I had a friend and educator whom I had worked with for many years who said casually one day "Meg, if you're interested in systems thinking, you should be reading quantum physics." He didn't know where I was in my despair over my professional failings. But I said, "Okay, give me a book list."”

— Margaret J. Wheatley

He gave me ten titles. I read eight of those and I was off. I always credit him with that casual, helpful comment that changed my life. <br class="br">Scott London (2008) " The New Science of Leadership: An Interview with Margaret Wheatley http://www.scottlondon.com/interviews/wheatley.html" in Quantum21. management journal, Spring 2008.

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Margaret J. Wheatley23

American writer 1941

Jerry I. Porras (1938) American writer

Jerry I. Porras and Peter J. Robertson (1992). "Organisational development: Theory, practice and research", in: M. Dunnette, L. Hough (Eds), Consulting Psychologist Press, Palo Alto, p. 723

“Mooney's unpublished paper “The Science of Industrial Organization” (1929) portrays GM's multidivisional organization's use of the line-staff concept in organizing overseas assembly plants. Here I compare General Motors with Ford Motor Company, which had first-mover advantages overseas, and examine how each company organized and managed their international operations. “Linking pins,” a social-science concept, illustrates how GM's organizational hierarchy achieved vertical coordination of effort.”

Daniel A. Wren (1932) American business theorist

Daniel A. Wren, "James D. Mooney and General Motors' Multinational Operations, 1922–1940." Business History Review 87.03 (2013): 515-543 : Article abstract

“A main problem in the study of organizational change is that the environmental contexts in which organizations exist are themselves changing, at an increasing rate and towards increasing complexity. This point, in itself, scarcely needs laboring. Nevertheless, characteristics of organizational environments demand consideration for their own sake if there is to be an advancement of understanding in the behavioral sciences of a great deal that is taking place under the impact of technological change, especially at the present time”

Fred Emery (1925–1997) Australian psychologist

Source: The Causal Texture of Organizational Environments (1963), p. 21.

Eric Trist (1909–1993) British scientist

Source: The Causal Texture of Organizational Environments (1963), p. 21

“I also don’t think we should get too far ahead ourselves on dealing with police reform in that, because they’ve already labeled us as being ‘defund the police’ anything we put forward in terms of the organizational structure to change policing — which I promise you, will occur.”

Joe Biden (1942) 47th Vice President of the United States (in office from 2009 to 2017)

2020, December 2020

“The management system of an organization must have compatible component parts if it is to function effectively. This conclusion has a very important implication; experiments in organizations must involve internally consistent changes. The traditional atomistic research design is not appropriate for experiments involving organizational theory or management systems. Every aspect of a management system is related to every other part and interacts with it.
The results obtained by altering a single variable or procedure while keeping all others the same usually will yield quite different results from those obtained when that variable is changed along with simultaneous and compatible changes in all other aspects of the management system. The true influence of altering one aspect of the system cannot be determined by varying it and it alone… In experiments involving organizational theory and management systems, therefore, a systems approach must be used. The organic integrity of each system must be maintained while experimental variations are being made.”

Rensis Likert (1903–1981) American statistician

Source: The Human Organization, 1967, p. 123

“For tektology the unity of experience is not "discovered", but actively created by organizational means: "philosophers wanted to explain the world, but the main point is it change it" said the greater precursor of organizational science, Karl Marx. The explanation of organizational forms and methods by tektology is directed not to a contemplation of their unity, but to a practical mastery over them.”

Alexander Bogdanov (1873–1928) Physician, philosopher, writer

Source: Tektology. The Universal Organizational Science, 1922, p. 61; as cited in: Tektology http://systemspedia.org/entry.aspx?entry=3505 in: systemspedia.org, 2012.

“I consider astrology as a perfect science. But, I also believe what has to happen cannot be changed. Then what’s the use? When you know, you worry about it. That why I never consult any astrologer. Of course, many of them come to me. But, no one can say I invited him or asked any questions. But when I believe it’s a science, how can I deny it?”

Morarji Desai (1896–1995) Former Indian Finance Minister, Freedom Fighters, Former prime minister

Morarji Desai speaks about life and celibacy

“We keep a change in place by helping to create a new, supportive, and sufficiently strong organizational culture.”

John P. Kotter (1947) author of The heart of Change

Step 8, p. 161
The Heart of Change, (2002)

“Dr. Cleland was among the first to see project management strategically as well as tactically, at the center of organizational competencies… It's hard to believe, but there was a time when it was new and unfamiliar. Dr. Cleland was a driving force behind the adoption of project management as a professional competency, and is a key contributor to the success of all organizations that use professional project management standards and methodologies today.”

Gregory Balestrero (1947) American industrial engineer

Balestrero cited in: G.R. Boyet & M. Maguire Kelly (2010) PMI Pays Tribute to Dr. David I. Cleland for a Lifetime of Achievement to Project Management and the Profession http://www.pmi.org/About-Us/Press-Releases/PMI-Pays-Tribute-to-Dr-David-I-Cleland.aspx. at pmi.org. 13 July 2010. <br class="br">2010s

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