“Running an organisation… generates problems, which have no necessary (and often an opposed) relationship to the professed or "original" goals of the organization. The day-to-day behaviour of the group becomes centered around specific problems and proximate goals, which have primarily an internal relevance. Then, since these activities come to consume an increasing proportion of the time and thoughts of participants, they are-from the point of view of actual behaviour – substituted for the professed goal.”

— Philip Selznick

Source: "An Approach to a Theory of Bureaucracy," 1943, p. 48; as cited in: Owen A. Jones. The Sources of Goal Incongruence in a Public Service Network. 2013. p. 23

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Philip Selznick20

American sociologist 1919–2010

Philip Selznick (1919–2010) American sociologist

Source: "An Approach to a Theory of Bureaucracy," 1943, p. 51

“Most studies of the internal operation of complex organizations, if they mention goals at all, have taken official statements of goals at face value. This may be justified if only a limited problem is being investigated, but even then it contributes to the view that goals are not problematical. In this view, goals have no effect upon activities other than in the grossest terms; or it can be taken for granted that the only problem is to adjust means to given and stable ends. This reflects a distinctive "model" of organizational behavior, which Gouldner has characterized as the rational model. Its proponents see the managerial elite as using rational and logical means to pursue clear and discrete ends set forth in official statements of goals, while the worker is seen as governed by non-rationalistic, traditionalistic orientations.”

Charles Perrow (1925–2019) American sociologist

Source: 1960s, "The analysis of goals in complex organizations", 1961, p. 854.

“For me… the notion of an intimate relationship between music and society functions not as a distant goal but as a starting point of great immediacy, and not as an hypothesis but as an assumption. It functions as an idea about a relationship which in turn allows the examination of that relationship from many points of view and its exploration in many directions. It is an idea that generates studies the goal of which (or at least one important goal of which) is to articulate something essential about why any particular music is the way it is in particular, that is, to achieve insight into the character of its identity.”

Rose Rosengard Subotnik (1942) American musicologist

Rose Rosengard Subotnik (1987). "On grounding Chopin", Music and Society: The Politics of Composition, Performance, and Reception. Cambridge: Cambridge University Press. ISBN 0521379776.

“The concept of action research arises in the behavioural sciences and is obviously applicable to an examination of human activity systems carried out through the process of attempting to solve problems. This core is the idea that the researcher does not remain an observer outside the subject of investigation but becomes a participant in the relevant human group. The researcher becomes a participant in the action, and the process of change itself becomes the subject of research. In action research the roles of researcher and subject are obviously not fixed: the roles of the subject and the practitioner are sometimes switched: the subjects become researchers… and researchers become men of action.”

Peter Checkland (1930) British management scientist

Source: Systems Thinking, Systems Practice, 1981, p. 152 as cited in: R.L. McCown (2001) "Learning to bridge the gap between science-based decision support and the practice of farming". In: Aust. J. Agric. Res., Vol 52, p. 560-561