“[Task uncertainty is] the difference between the amount of information required to perform the task and the amount of information already possessed by the organisation.”

— Jay R. Galbraith

Source: Designing complex organizations, 1973, p. 5

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Jay R. Galbraith 9

American business theorist 1939–2014

Jay R. Galbraith (1939–2014) American business theorist

Source: Designing complex organizations, 1973, p. 4

“The basic proposition is that the greater the uncertainty of the task, the greater the amount of information that has to be processed between decision-makers during the execution of the task. If the task is well understood prior to performing it much of the activity can be preplanned. If it is n~t understood, then during the actual task execution more knowledge is acquired which leads to changes in resource allocations, schedules, and priorities.”

Jay R. Galbraith (1939–2014) American business theorist

Source: Organization design: An information processing view, 1977, p. 21

“Organizational design often focuses on structural alternatives such as matrix, decentralization, and divisionalization. However, control variables (e. g., reward structures, task characteristics, and information systems) offer a more flexible approach. The purpose of this paper is to explore these control variables for organizational design. This is accomplished by integration and testing of two perspectives, organization theory and economics, notably agency theory. The resulting hypotheses link task characteristics, information systems, and business uncertainty to behavior vs. outcome based control strategy. These hypothesized linkages are examined empirically in a field study of the compensation practices for retail salespeople in 54 stores. The findings are that task programmability is strongly related to the choice of compensation package. The amount of behavioral measurement, the cost of measuring outcomes, and the uncertainty of the business also affect compensation. The findings have management implications for the design of compensation and reward packages, performance evaluation systems, and control systems, in general. Such systems should explicitly consider the task, the information system in place to measure performance, and the riskiness of the business. More programmed tasks require behavior based controls while less programmed tasks require more elaborate information systems or outcome based controls.”

Kathleen M. Eisenhardt American economist

Source: "Control: Organizational and economic approaches," 1985, p. 134; Article abstract

“For action to be rational, the beliefs on which it is based must themselves be well founded. In turn, this requirement is divided into two parts. On the one hand, the beliefs must be unbiased with respect to the information the agent possesses; on the other hand, he must gather an optimal amount of information.”

Jon Elster (1940) Norwegian academic

Reason and Rationality (2009)

“If the organization is faced with greater uncertainty due to technological change, higher performance standards due to increased competition, or diversifies its product line to reduce dependence, the amount of information processing is increased. The organization must adopt at least one of the four strategies when faced with greater uncertainty.”

Jay R. Galbraith (1939–2014) American business theorist

Source: Designing complex organizations, 1973, p. 26

“Taxation, gentlemen, is very much like dairy farming. The task is to extract the maximum amount of milk with the minimum amount of moo.”

Terry Pratchett book Jingo

Source: Jingo

“I never understood music. It seemed to me to be the maximum amount of noise conveying the minimum amount of information.”

Quentin Crisp book The Naked Civil Servant

Source: The Naked Civil Servant (1968), Ch. 27

“Passion was inversely proportional to the amount of real information available.”

Gregory Benford book Timescape

Source: Timescape (1980), Chapter 14 (p. 182, known as Benford's law of controversy)
Context: It was an example of what he thought of as the Law of Controversy: Passion was inversely proportional to the amount of real information available.

“A group may have more group information or less group information than its members. A group of non-social animals, temporarily assembled, contains very little group information, even though its members may possess much information as individuals. This is because very little that one member does is noticed by the others and is acted on by them in a way that goes further in the group. On the other hand, the human organism contains vastly more information, in all probability, than does any one of its cells. There is thus no necessary relation in either direction between the amount of racial or tribal or community information and the amount of information available to the individual.”

Norbert Wiener book Cybernetics: Or Control and Communication in the Animal and the Machine

VIII. Information, Language, and Society. p. 158.
Cybernetics: Or Control and Communication in the Animal and the Machine (1948)

“Routine tasks… are well-established techniques which are sure to work, and these are applied to essentially similar raw materials, That is, there is little uncertainty about methods and little variety or change in the tasks that must be performed.”

Charles Perrow (1925–2019) American sociologist

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 75

“[Task uncertainty is] the difference between the amount of information required to perform the task and the amount of information already possessed by the organisation.”

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