“Operational research OR is regarded by many as being in crisis. If OR is taken to be ‘classical OR’, this is indisputable … If, however, the definition of OR is widened to embrace other systems-based methodologies for problem solving, then a diversity of approaches may herald not crisis, but increased competence and effectiveness in a variety of different problem contexts.”

— Mike Jackson

As cited in Jackson (2007, p. 15)
Towards a System of Systems Methodologies (1984)

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Mike Jackson 11

systems scientist 1951

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“Part One… discusses at length the opposing ways of approaching and dealing with life: co-operating or competing. It traces the competitive spirit back to the animal kingdom and shows its gradual replacement by co-operation as humanity advances. Many of the problems of the modern world are seen in this context and co-operation is shown as the way, in line with our soul’s intent, to solve them.”

Benjamin Creme (1922–2016) artist, author, esotericist

The Art of Co-operation (2002)

“The systems approach to problems does not mean that the most generally formulated problem must be solved in one research project. However desirable this may be, it is seldom possible to realize it in practice. In practice, parts of the total problem are usually solved in sequence. In many cases the total problem cannot be formulated in advance but the solution of one phase of it helps define the next phase. For example, a production control project may require determination of the most economic production quantities of different items. Once these are found it may turn out that these quantities cannot be produced on the available equipment in the available time. This, then, gives rise to a new problem whose solution will affect the solution obtained in the first phase.”

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

Source: 1940s - 1950s, Introduction to Operations Research (1957), p. 7

“The synthetic mode of thought, when applied to systems problems, is called the systems approach. In this approach a problem is not solved by taking it apart but by viewing it as a part of a larger problem.”

Russell L. Ackoff (1919–2009) Scientist

Source: 1970s, Redesigning the future, 1974, p. 14.

“In June of 1964 the research group and academic program moved to Penn bringing with it most of the faculty, students, and research projects. Our activities flourished in the very supportive environment that Penn and Wharton provided. The wide variety of faculty members that we were able to involve in our activities significantly enhanced our capabilities. By the mid-1960s I had become uncomfortable with the direction, or rather, the lack of direction, of professional Operations Research. I had four major complaints.
First, it had become addicted to its mathematical tools and had lost sight of the problems of management. As a result it was looking for problems to which to apply its tools rather than looking for tools that were suitable for solving the changing problems of management. Second, it failed to take into account the fact that problems are abstractions extracted from reality by analysis. Reality consists of systems of problems, problems that are strongly interactive, messes. I believed that we had to develop ways of dealing with these systems of problems as wholes. Third, Operations Research had become a discipline and had lost its commitment to interdisciplinarity. Most of it was being carried out by professionals who had been trained in the subject, its mathematical techniques. There was little interaction with the other sciences professions and humanities. Finally, Operations Research was ignoring the developments in systems thinking — the methodology, concepts, and theories being developed by systems thinkers.”

Russell L. Ackoff (1919–2009) Scientist

Preface, cited in Gharajedaghi, Jamshid. Systems thinking: Managing chaos and complexity: A platform for designing business architecture http://booksite.elsevier.com/samplechapters/9780123859150/Front_Matter.pdf. Elsevier, 2011. p. xiii
Towards a Systems Theory of Organization, 1985

“However a systems problem is solved—by a planner, scientist, politician, antiplanner, or whomever—the solution is wrong, even dangerously wrong. There is bound to be deception in any approach to the system.”

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

Source: 1960s - 1970s, The Systems Approach (1968), p. 229; cited in Charles Smith (2007, p. 43)

“Problem solving has traditionally been taken to be an essential function of management. Through systems thinking, however, we have come to doubt the existence of problems and solutions to them.”

Russell L. Ackoff (1919–2009) Scientist

Source: 1970s, Redesigning the future, 1974, p. 20.

“In addition to technical problems, systems also have organizational and logistical problems. Many different people may be involved over a wide physical or geographic coverage and over a long period of time. Many may work for different companies or organizations with different rules and methods of operating. Very many data and much knowledge are involved. The organizational problem concerns itself with the question of how all these people can work together most effectively for the common purpose.”

Harold Chestnut (1917–2001) American engineer

Source: Systems Engineering Tools, (1965), Systems Engineering Methods (1967), p. 24; First paragraph of Ch. 2. System Organization, Scheduling, and Record-Keeping

“God is in command of history. Each crisis has something to teach us; each crisis is overcome by particular virtues and by reference to particular truths. The way out of a crisis is often unexpected, and often combines a decisive historical intervention by God, and a new spirit in the Church, animating new movements and new thinking. With hindsight we can even see in some cases how the crisis itself solved intractable problems which could not be solved in any other way”

Joseph Shaw (academic) (1971) British academic

Interview with Dr. Joseph Shaw https://remnantnewspaper.com/web/index.php/fetzen-fliegen/item/5036-interview-with-dr-joseph-shaw (August 28, 2020)

“We cannot solve a crisis without treating it as a crisis. […] And if solutions within the system are so impossible to find, then maybe we should change the system itself?”

Greta Thunberg (2003) Swedish climate change activist

2018, "You are stealing our future" (December 2018)

“A. D. Hall's (1962) classic account of the methodology was based on his experience with the Bell Telephone Laboratories. Hall sees systems as existing in hierarchies. In systems engineering, plans to achieve a general objective must similarly be arranged in a hierarchy, with the systems engineer ensuring the internal consistency and integration of the plans, The methodology itself ensures the optimization of the system of concern with respect to its objectives. This requires a number of steps, the most important being problem definition, choosing objectives, systems synthesis, systems analysis, systems selection, system development, and current engineering. With Hall, the system of concern is usually a physical entity.”

Mike Jackson (1951) systems scientist

Michael C. Jackson (1992) Systems Methodology for the Management Sciences. p. 74; About A.D. Hall (1962)

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