“Evolution is a theory of organic change, but it does not imply, as many people assume, that ceaseless flux is the irreducible state of nature and that structure is but a temporary incarnation of the moment. Change is more often a rapid transition between stable states than a continuous transformation at slow and steady rates. We live in a world of structure and legitimate distinction. Species are the units of nature's morphology.”

— Stephen Jay Gould , book The Panda's Thumb

"A Quahog is a Quahog", p. 213
The Panda's Thumb (1980)

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Stephen Jay Gould 274

American evolutionary biologist 1941–2002

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“Critics of structural contingency theory sometimes argue that it is not sensible for organizations to move into fit with their contingencies, because while the organization is changing its structure to fit the contingencies, the contingencies themselves change, so that the organizational structural change does not produce fit. Nevertheless, by moving towards the fit, the organization is decreasing misfit, and thereby increasing its performance relative to what it would be if it were to make no structural change.”

Lex Donaldson (1947) British-Australian organizational sociologist

Source: The contingency theory of organizations, 2001, p. 23.

“We are approaching a more fluid state. I have talked about cultural boiling. The idea of the phase-transition period which, in fractal mathematics, is the chaotic flux between one state and another. …Culturally, and as a species, we are approaching a phase-transition. I don’t know quite what that means, on a human level.”

Alan Moore (1953) English writer primarily known for his work in comic books

De Abaitua interview (1998)

“Contingency theory states that there is no single organizational structure that is highly effective for all organizations.”

Lex Donaldson (1947) British-Australian organizational sociologist

Lex Donaldson, "The normal science of structural contingency theory." Studying Organizations: Theory and Method. Thousand Oaks, Calif: Sage (1999): 51-70.
Context: Within organization studies, contingency theory has provided a coherent paradigm for the analysis of the structure of organizations. The paradigm has constituted a framework in which research progressed leading to the construction of a scientific body of knowledge... Contingency theory states that there is no single organizational structure that is highly effective for all organizations. It sees the structure that is optimal as varying according to certain factors such as organizational strategy or size. Thus the optimal structure is contingent upon these factors which are termed the contingency factors. For example, a small-sized organization, one that has few employees, is optimally structured by a centralized structure in which decision-making authority is concentrated at the top of the hierarchy, whereas a large organization, one that has many employees, is optimally structured by a decentralized structure in which decision-making authority is dispersed down to lower levels of the hierarchy.

“It is not true that the perfection of police power is the result of the state’s Machiavellianism or of some transitory influence. The whole structure of society of society implies it, of necessity. The more we mobilize the forces of nature, the more must we mobilize men and the more do we require order.”

Jacques Ellul book The Technological Society

Source: The Technological Society (1954), p. 102

“Before capitalist relations could come to dominate industrial production, a set of related changes was required to guarantee the new order. The state had to be transformed from a tributary structure to a structure of support for capitalist enterprise.”

Eric Wolf (1923–1999) American anthropologist

Part Three, Capitalism, p. 265.
Europe and the People Without History, 1982

“We find systems which by their very nature and definition are not closed systems. Every living organism is essentially an open system. It maintains itself in a continuous inflow and outflow, a building up and breaking down of components, never being, so long as it is alive, in a state of chemical and thermodynamic equilibrium but maintained in a so-called steady state which is distinct from the latter.”

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

Source: General System Theory (1968), 2. The Meaning of General Systems Theory, p. 39

“In some regions, under especially favorable conditions, the level of organization reaches that of enormously heavy organic substances, such as protein molecules and nucleic acids. Now the basic building blocks are given for the constitution of self-replicating units of still higher organizational level: cells. These systems maintain a constant flow of substances through their structures, imposing on it a steady-state with specific parameters. The inputs and outputs may achieve coordination with analogous units in the surrounding medium, and we are on our way toward multicellular phenomena. The resulting structures — organisms — are likewise steady-state patterns imposed steady-state patterns imposed on a continuous flow… The organic systems themselves, define the supra-organic (ecological or social) community. Ultimately the strands of communication straddle the space-time region within which the primary systems have come together, and those of its layers which provide conditions favorable to such structuration become organized as systems in their own right. We reach the level of the global (ecological, and on earth also sociocultural) system.”

Ervin László (1932) Hungarian musician and philosopher

Source: Introduction to Systems Philosophy (1972), p. 83.

“It is probable that the future will be more limited by the slow evolution of the human animal and the corresponding human laws, social institutions, and organizations than it will be by the rapid evolution of technology.”

Richard Hamming (1915–1998) American mathematician and information theorist

The Art of Doing Science and Engineering: Learning to Learn (1991)

“Product of complex interactions within and between the organization’s social structure, leadership groups and environment. … They are never static but subject to continual pressure and changes over time.”

Charles Perrow (1925–2019) American sociologist

Source: 1960s, Authority, Goals and Prestige in a General Hospital, 1960, p. 2

“Paul Lawrence and Jay Lorsch (1967), who coined the label “contingency theory,” argue that different environments place differing requirements on organizations: specifically, environments characterized by uncertainty and rapid rates of change in market conditions or technologies present different challenges—both constraints and opportunities—to organizations than do placid and stable environments”

W. Richard Scott (1932) American sociologist

Source: Institutions and Organizations., 1995, p. 89 (2001: 103)

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