“Every managerial act rests on assumptions, generalizations, and hypotheses — that is to say, on theory. Our assumptions are frequently implicit, sometimes quite unconscious, often conflicting; nevertheless, they determine our predictions that if we do a, b will occur. Theory and practice are inseparable.”

—  Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 6 (2006; 8)

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Douglas McGregor22
American professor 1906–1964

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“Human behavior is predictable, but, as in physical science, accurate prediction hinges on the correctness of underlying theoretical assumptions. There is, in fact, no prediction without theory; all managerial decisions and actions rest on assumptions about behavior. If we adopt the posture of the ostrich with respect to our assumptions under the mistaken idea that we are thus “being ‘practical,” or that “management is an art,” our progress with respect to the human side of enterprise will indeed be slow. Only as we examine and test our theoretical assumptions can we hope to make them more adequate, to remove inconsistencies, and thus to improve our ability to predict.”

Douglas McGregor (1906–1964) American professor

Source: The Human Side of Enterprise (1960), p. 11 (2006; 13)

“If there is a single assumption which pervades conventional organizational theory, it is that authority is the central, indispensable means of managerial control.”

Douglas McGregor (1906–1964) American professor

Source: The Human Side of Enterprise (1960), p. 18 (2006; 24)

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“When the theory performs well you also think, “Are there parallel results in naturally occurring field data?” You look for coherence across different data sets because theories are not specific to particular data sources. Such extensions are important because theories often make specific assumptions about information and institutions which can be controlled in the laboratory, but which may not accurately represent field data generating situations. Testing theories on the domain of their assumptions is sterile unless it is part of a research program concerned with extending the domain of applications of theory to field environments”

Vernon L. Smith (1927) American economist

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“The history of organization theory contrasts with the history of managerial thought. When people began to compose texts about organized activities, between 2,000 and 3,000 years before the Christian era (BCE), they focused on managerial practices rather than on organizations as such. Several writers proposed general principles for managerial practice before 1000 BCE, so one can say that theories about managing have existed for at least 3000 years. However, these writings often said nothing about the organizational contexts in which managing was to occur. When the writers did make statements about organizations, they did not generalize. They wrote about specific organizations.”

William H. Starbuck (1934) American academic

Source: "The Origins of Organizational Theory," 2005, p. 143

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“A theory is only as good as its assumptions.”

Maurice Allais (1911–2010) French economist; 1988 winner of the Nobel Memorial Prize in Economics

If the premises are false, the theory has no real scientific value. The only scientific criterion for judging the validity of a scientific theory is a confrontation with the data of experience.
[Maurice Allais, L'anisotropie de l'espace. La nécessaire révision de certains postulats des théories contemporaines. Les données de l'expérience, Editions Clément Juglar, Paris, 1997, 591, 2-908735-09-1]

“I shall present a theory - which I call "the theory of the managerial revolution." During the past century, dozens, perhaps even hundreds, of "theories of history" have been elaborated. All of the theories, with the exception of those few which approximate to the theory of the managerial revolution, boil down to two and only two. The first of these predicts that capitalism will continue for an indefinite, but long, time, if not forever:' that is, that the major institutions of capitalist society, or at least most of them, will not be radically changed. The second predicts that capitalist society will be replaced by socialist society. The theory of the managerial revolution predicts that capitalist society will be replaced by "managerial society," that, in fact, the transition from capitalist society to managerial society is already well under way.”

James Burnham (1905–1987) American philosopher

Source: The Managerial Revolution, 1941, p. 7, as cited in: Albert Lepawsky (1949), Administration, p. 12-13

“Behind every managerial decision or action are assumptions about human nature and human behavior.”

Douglas McGregor (1906–1964) American professor

Source: The Human Side of Enterprise (1960), p. 33

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“Some tacit assumptions of the theory of insufficiency remain problematic.”

Abraham Joshua Heschel (1907–1972) Polish-American Conservative Judaism Rabbi

Source: Who Is Man? (1965), Ch. 5<!-- Pathos, p. 91 -->
Context: Being is either open to, or dependent on, what is more than being, namely, the care for being, or it is a cul-de-sac, to be explained in terms of self-sufficiency. The weakness of the first possibility is in its reference to a mystery; the weakness of the second possibility is in its pretension to offer a rational explanation.
Nature, the sum of its laws, may be sufficient to explain in its own terms how facts behave within nature; it does not explain why they behave at all. Some tacit assumptions of the theory of insufficiency remain problematic.

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“Theory and practice sometimes clash. And when that happens, theory loses. Every single time.”

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“We cannot wait until we agree upon the truths of a new social theory to think and act as democratic experimentalists. We must find the ideas our efforts and commitments require, and try to make no assumptions that the facts of social reality and historical experience invalidate.”

Roberto Mangabeira Unger (1947) Brazilian philosopher and politician

Source: Democracy Realizedː The Progressive Alternative (1998), p. 15

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