“In strategic thinking, one first seeks a clear understanding of the particular character of each element of a situation and then makes the fullest possible use of human brainpower to restructure the elements in the most advantageous way. Phenomena and events in the real word do not always fit a linear model. Hence the most reliable means of dissecting a situation into its constituent parts and reassembling then in the desired pattern is not a step-by-step methodology such as systems analysis. Rather, it is that ultimate nonlinear thinking tool, the human brain. True strategic thinking thus contrasts sharply with the conventional mechanical systems approach based on linear thinking. But it also contrasts with the approach that stakes everything on intuition, reaching conclusions without any real breakdown or analysis… No matter how difficult or unprecedented the problem, a breakthrough to the best possible solution can come only from a combination of rational analysis, based on the real nature of things, and imaginative reintegration of all the different items into a new pattern, using nonlinear brainpower. This is always the most effective approach to devising strategies for dealing successfully with challenges and opportunities, in the market arena as on the battlefield.”

— Kenichi Ohmae

Source: The Mind Of The Strategist, 1982, p. 304

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Kenichi Ohmae 10

Japanese academic 1943

Kenichi Ohmae (1943) Japanese academic

Source: The Mind Of The Strategist, 1982, p. 12

“In a general way it may be said that to think in terms of systems seems the most appropriate conceptual response so far available when the phenomena under study--at any level and in any domain--display the character of being organized, and when understanding the nature of the interdependencies constitutes the research task. In the behavioral sciences, the first steps in building a systems theory were taken in connection with the analysis of internal processes in organisms, or organizations, when the parts had to be related to the whole.”

Fred Emery (1925–1997) Australian psychologist

Source: The Causal Texture of Organizational Environments (1963), p. 21.

“Making drawings to indicate the many elements in any human situation is something which has characterized SSM from the start. Its rationale lies in the fact that the complexity of human affairs is always a complexity of multiple interacting relationships; and pictures are a better medium than linear prose for expressing relationships. Pictures can be taken in as a whole and help to encourage holistic rather than reductionist thinking about a situation.”

Peter Checkland (1930) British management scientist

Source: Systems thinking, systems practice: includes a 30-year retrospective, 1999, p. 16

“There was a particular form of organisation most appropriate to each technical situation.”

Joan Woodward (1916–1971) British sociologist

Source: Industrial Organization: Theory and practice, 1965, p. 72

“Systems thinking means the ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns. Many people have been trained to solve problems by breaking a complex system, such as an organization, into discrete parts and working to make each part perform as well as possible. However, the success of each piece does not add up to the success of the whole. to the success of the whole. In fact, sometimes changing one part to make it better actually makes the whole system function less effectively.”

Richard L. Daft (1964) American sociologist

Source: The Leadership Experience, 2008, p. 141.

“The norms arising out of such actual life situations do not exist in a social vacuum, but are effective as real sanctions for conduct. Relationism signifies merely that all of the elements of meaning in a given situation have reference to one another and derive their significance from this reciprocal interrelationship in a given frame of thought. Such a system of meanings is possible and valid only in a given type of historical existence, to which, for a time, it furnishes appropriate expression.”

Karl Mannheim (1893–1947) Hungarian sociologist

Ideology and Utopia (1929)
Context: This first non-evaluative insight into history does not inevitably lead to relativism, but rather to relationism. Knowledge, as seen in the light of the total conception of ideology, is by no means an illusory experience, for ideology in its relational concept is not at all identical with illusion. Knowledge arising out of our experience in actual life situations, though not absolute, is knowledge none the less. The norms arising out of such actual life situations do not exist in a social vacuum, but are effective as real sanctions for conduct. Relationism signifies merely that all of the elements of meaning in a given situation have reference to one another and derive their significance from this reciprocal interrelationship in a given frame of thought. Such a system of meanings is possible and valid only in a given type of historical existence, to which, for a time, it furnishes appropriate expression. When the social situation changes, the system of norms to which it had previously given birth ceases to be in harmony with it. The same estrangement goes on with reference to knowledge and to the historical perspective. All knowledge is oriented toward some object and is influenced in its approach by the nature of the object with which it is pre-occupied. But the mode of approach to the object to be known is dependent upon the nature of the knower.