“It is obvious that the problem of human behavior with which we are dealing can not be understood in terms of psychology or any one of the social sciences alone. Is it not possible, therefore, that in attempting to follow the problem wherever it leads us, and employing whatever concepts and research techniques are relevant, we shall be able to define the problem in such a way and develop concepts and a theoretical framework of such a nature that a major contribution will be made to the foundation for an integrated social and psychological science? Whether or not this result appears possible or attractive to present scholars in these fields, we who are studying industrial relations are forced to work in this direction. It is not a case of choice alone, but of necessity, for we can not get results satisfactory to ourselves and applicable to the solution of practical problems by employing the concepts, theories, and methods of any one science.”

— E. Wight Bakke

E. Wight Bakke "Industrial Relations Research," Proceedings of the American Philosophical Society, vol. 92, no. 5, p. 379, November, 1948. As cited in: Tannenbaum, Weschler, and Massarik (1961; 8)

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E. Wight Bakke1

American sociologist and economist (1903-1971) 1903–1971

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“Psychological research on populations had a tendency to replace the social categories that defined populations in real life with populations defined in terms of nonsocial categories. American psychology aimed to be a socially relevant science, but not a social science. Its approach was to be that of a natural science, although its ultimate field of application was to be found among members of real societies.”

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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 <br class="br">Towards a Systems Theory of Organization, 1985

“Despite the importance of systems concepts and the attention that they have received and are receiving, we do not yet have a unified or integrated set (i. e., a system) of such concepts. Different terms are used to refer to the same thing and the same term is used to refer to different things. This state is aggravated by the fact that the literature of systems research is widely dispersed and is therefore difficult to track. Researchers in a wide variety of disciplines and interdisciplines are contributing to the conceptual development of the systems sciences but these contributions are not as interactive and additive as they might be.”

Russell L. Ackoff (1919–2009) Scientist

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Kurt Lewin (1890–1947) German-American psychologist

Source: 1930s, Principles of topological psychology, 1936, p. viii.

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Ludwig von Bertalanffy (1901–1972) austrian biologist and philosopher

1950s, "General systems theory," 1956

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E. Wight Bakke1

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