“A design principle based on the redundancy of functions rather than on the redundancy of parts (Emery, 1967) characterized the underlying organizational philosophy which tended to develop multiple skills in the individual and immensely increase the response repertoire of the group.”

The evolution of socio-technical systems, (1981)

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British scientist 1909–1993

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“Evolution often uses this strategy. Indeed, the standard evolutionary practice of increasing the amount of genetic information as organisms increase in complexity is accomplished by doubling part of the genetic material and then allowing the slow specialization of function of the redundant set.”

Carl Sagan (1934–1996) American astrophysicist, cosmologist, author and science educator

Source: The Dragons of Eden (1977), Chapter 7, “Lovers and Madmen” (p. 183)

“Traditional organizational theories have tended to view the human organization as a closed system. This tendency has led to a disregard of differing organizational environments and the nature of organizational dependency on environment. It has led also to an over-concentration on principles of internal organizational functioning, with consequent failure to develop and understand the processes of feedback which are essential to survival.”

Daniel Katz (1903–1998) American psychologist

Source: The Social Psychology of Organizations (1966), p. 34

“In today's volatile world, organizational design is an everyday, ongoing activity and challenge for every executive, whether managing a global enterprise or a small work team. Globalization, worldwide competition, deregulation, and ever-new technologies drive the ongoing reassessment of the organization. The executive response has been many new forms of organizational design: virtual, learning, modular, cellular, network, alliance, or spaghetti – to name a few. New organizational forms challenge old ways of organizing for efficiency and effectiveness. Yet fundamental design principles underlie any well-functioning organization. Organizations still require a formal design.”

Richard M. Burton (1939)

Richard M. Burton, ‎Børge Obel, ‎Gerardine DeSanctis (2011). Organizational Design: A Step-by-Step Approach. p. 3

Gerardine DeSanctis (1954–2005) American organizational theorist

Richard M. Burton ‎Børge Obel, ‎Gerardine DeSanctis (2011). Organizational Design: A Step-by-Step Approach. p. 3

“There are two subcategories of holist called irredundant holists and redundant holists. Students of both types image an entire system of facts or principles. Though an irredundant holist’s image is rightly interconnected, it contains only relevant and essential constitents. In contrast, redundant holists entertain images that contain logically irrelevant or overspecific material, commonly derived from data used to "enrich" the curriculum, and these students embed the salient facts and principles in a network of redundant items. Though logically irrelevant, the items in question are of great psychological importance to a "redundant holist", since he uses them to access, retain and manipulate whatever he was originally required to learn.”

Gordon Pask (1928–1996) British psychologist

Source: Learning Strategies and Individual Competence (1972), p. 258.

“Since only an individual man can possess rights, the expression “individual rights” is a redundancy (which one has to use for purposes of clarification in today’s intellectual chaos). But the expression “collective rights” is a contradiction in terms.”

Ayn Rand book The Virtue of Selfishness

The Virtue of Selfishness (1964)

“Organizational change is a set of behavioral science-based theories, values, strategies, and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members' on-the-job behaviors.”

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

“Economic principles underlie the overall structure of the software lifecycle, and its primary refinements of prototyping, incremental development, and advancemanship. The primary economic driver of the life-cycle structure is the significantly increasing cost of making a software change or fixing a software problem, as a function of the phase in which the change or fix is made.”

Barry Boehm (1935) American software engineer

Source: Software engineering economics. (1984), p. 4

“The organizational design is the responsibility of the CEO, and the designer's role is to act as midwife to aid in the rebirth of the organization.”

Kenneth D. Mackenzie (1937) American management consultant

Kenneth D. Mackenzie (1986), Organizational design: the organizational audit and analysis technology. p. 154

“In which the technical apparatus of production and distribution (with an increasing sector of automation) functions, not as the sum-total of mere instruments which can be isolated from their social and political effects, but rather as a system which determines a priori the product of the apparatus as well as the operations of servicing and extending it. In this society, the productive apparatus tends to become totalitarian to the extent to which it determines not only the socially needed occupations, skills, and attitudes, but also individual needs and aspirations. It thus obliterates the Opposition between the private and public existence, between individual and social needs.”

Herbert Marcuse book One-Dimensional Man

Source: One-Dimensional Man (1964), p. xlvii

“A design principle based on the redundancy of functions rather than on the redundancy of parts (Emery, 1967) characterized the underlying organizational philosophy which tended to develop multiple skills in the individual and immensely increase the response repertoire of the group.”

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