“Miss Follett was not a “business woman,” in the sense of having actually managed any sort of business. But her lucid and illuminating ideas about organization were of priceless interest and value to the many industrial leaders and students of human relations problems, organization and politics with whom she came in contact. Her conceptions were in advance of her time. They are still in advance of current thinking. But they are a gold-mine of suggestion for anyone who is interested in the problems of establishing and maintaining human co-operation in the conduct of an enterprise. They have the added advantage of being presented with remarkable simplicity and clarity.”

—  Henry C. Metcalf

Source: Dynamic administration, 1942, p. xi

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American business theorist 1867–1942

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“Fifteen years ago Follett expounded a philosophy of management that even to-day is a generation ahead of practice, and one can find therein a significant parallel with the pioneering work of Frederick W. Taylor. In his teaching, the adoption of a new philosophy of management—“the mental revolution” as he put it—was a fundamental part of his new technique; but, as knowledge of his methods spread, the practice of scientific management was allowed to develop and expand shorn from its underlying philosophy. Mary Follett was not concerned merely with the technique, the methods of management; her contacts with business and its leaders gave her ample chance of seeing the new technique emerge and grow. But with deeper insight she could see what too many business leaders missed, that the philosophy of management and its psychological foundations were still unheeded, perhaps even unknown. In this lies the greatness of her contribution. It is as modern and applicable to-day as it was when first she spoke; it will be as modern and applicable tomorrow.”

Henry C. Metcalf (1867–1942) American business theorist

Source: Dynamic administration, 1942, p. xxvii

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“The Victorian woman became her ovaries, as today's woman has become her 'beauty.' Her reproductive value, as the 'aesthetic' value of her face and body today, 'came to be seen as a sacred trust, one that she must constantly guard in the interest of her race.”

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“Mary Parker Follett was a prominent business philosopher of the period, who agreed with Sheldon about the need to emphasize human factors in management, but placing greater stress on the need to develop a science of cooperation. According to Follett, what she called her 'Law of the Situation' could be a means for bridging the gap between an ideal of scientific management and the unilateral position that it seemed to involve in practice. In effect she was proposing the same collaboration between leaders and subordinates that was usually to be found between leaders of the same rank.”

Henry C. Metcalf (1867–1942) American business theorist

Book abstract
Dynamic administration, 1942

“Mary Follett devoted a lifetime to searching for the true principles of organization which would ensure a stable foundation for the steady, ordered progress of human well-being. That her search was not in vain will be evident to all who read the lectures. Her teaching is not theoretical, but is based on a close study of the practice of a large number of business undertakings. She chose this field of enquiry to supplement her work on local and national government because she realized that the principles which should determine organization are identical, no matter what the purpose which that organization is designed to serve.”

Seebohm Rowntree (1871–1954) British philanthropist industrialist and sociologist writer

Seebohm Rowntree, "Preface" to Mary Parker Follett with Henry C. Metcalf, and Lyndall Urwick (eds.). Dynamic administration: the collected papers of Mary Parker Follett. Harper & Brother Publishing, 1942

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“One of the most interesting things about business to me is that I find so many business men who are willing to try experiments. I should like to tell you about two evenings I spent last winter and the contrast between them. I went one evening to a drawing-room meeting where economists and M. Ps. talked of current affairs, of our present difficulties. It all seemed a little vague to me, did not seem really to come to grips with our problem. The next evening it happened that I went to a dinner of twenty business men who were discussing the question of centralization and decentralization. Each one had something to add from his own experience of the relation of branch firms to the central office, and the other problems included in the subject. There I found L hope for the future. There men were not theorizing or dogmatizing; they were thinking of what they had actually done and they were willing to try new ways the next morning, so to speak. Business, because it gives us the opportunity of trying new roads, of blazing new trails, because, in short, it is pioneer work, pioneer work in the organized relations of human beings, seems to me to offer as thrilling an experience as going into a new country and building railroads over new mountains. For whatever problems we solve in business management may help towards the solution of world problems, since the principles of organization and administration which are discovered as best for business can be applied to government or international relations. Indeed, the solution of world problems must eventually be built up from all the little bits of experience wherever people are consciously trying to solve problems of relation. And this attempt is being made more consciously and deliberately in industry than anywhere else.”

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Source: Dynamic administration, 1942, p. xxi-xxii

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