“In principle, a self-organising system cannot be constructed, since its organisation and behaviour cannot be prescribed and created by an external source. It emerges autonomously in certain conditions (which cannot be prescribed either). The task of the researcher is to investigate in what kind of systems and under what kind of conditions self-organisation emerges.”

— Rein Vihalemm

Source: Chemistry as an Interesting Subject for the Philosophy of Science, 2001, p. 195

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Rein Vihalemm 3

Estonian philosopher of chemistry 1938–2015

Charles Perrow (1925–2019) American sociologist

Source: 1960s, "Hospitals: technology, structure and goals", 1965, p. 913

“The behaviour of individuals is the tool with which the organisation achieves its targets.”

Herbert A. Simon book Administrative Behavior

Source: 1940s-1950s, Administrative Behavior, 1947, p. 108.

“In sum, the processes of evolution create initially comparatively simple dynamical systems on particular levels of organisation. The processes then lead to the progressive complexification of the existing systems and, ultimately, to the creation of simpler systems on the next higher organisational level, where complexification begins anew. Thus evolution moves from the simpler to the more complex, and from the lower to the higher level of organisation”

Ervin László (1932) Hungarian musician and philosopher

Laszlo (1991) The Age of Bifurcation: Understanding the Changing World. Philadelphia: Gordon & Breach. p. 112; As cited in: K.L. Dennis (2003, p. 69).

“The outstanding feature of the social pattern with which the pre-mechanized equilibrium was associated is its emphasis on small group organisation at the coal face. [Indeed], under these conditions there is no possibility of continuous supervision, in the factory sense, from any individual external to the primary work group.”

Eric Trist (1909–1993) British scientist

Source: "Some Social and Psychological Consequences of the Long Wall Method of Coal-Getting", 1951, p. 7

“Each church is free to establish whatever form of organisation is suitable and useful itself, for God has prescribed nothing specific about this.”

John Calvin (1509–1564) French Protestant reformer

Epistles to the Corinthians
Source: Commentary on 1 Corinthians, 11:2, quoted in William J. Bouwsma, John Calvin: A Sixteenth-Century Portrait (1989), p. 223

“We consider the notion of "system" as an organising concept, before going on to look in detail at various systemic metaphors that may be used as a basis for structuring thinking about organisations and problem situations.”

Mike Jackson (1951) systems scientist

Source: Creative Problem Solving: Total Systems Intervention (1991), p. 2

Robert L. Flood (1959) British organizational scientist

Source: Creative Problem Solving (1991), p. 2.

“I could, of course, wait for the Conservative Party or the Labour Party to organise a sample poll. A poll on art. A sample poll! A sample poll can investigate only what the pollsters know, and it cannot do even that properly.”

C. L. R. James book Beyond a Boundary

Source: Beyond a Boundary (1963), p. 153-154

“Our contribution to the study of organisations will be greatly enriched if we are able to discern the sources of institutional patterns, their subsequent elaboration and potency, the degree to which these forces are sustained, and the kinds of settings where they operate with the greatest resonance. This agenda is consonant with the core insights of the institutional approach: modern organisations are more likely to arise, expand, and survive in those settings where the social environment creates and sustains the basic building blocks of formal, rational organisation.”

Walter W. Powell (1948) American sociologist

Walter W. Powell, "Expanding the scope of institutional analysis." The new institutionalism in organizational analysis (1991) In P. J. DiMaggio and W. Powell (eds.) The New Institutionalism and Organizational Analysis, Chicago: University of Chicago Press. p. 183-203. p. 188

“Employee participation cannot and will not be divorced from other human resource practices and organisational strategies. The implication of this argument is that we need to look at the total set of organisational strategies and assess their effects on performance.”

Thomas A. Kochan (1947) American academic

Source: The mutual gains enterprise, 1994, p. 64

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