Frases de Russell L. Ackoff

Russell L. Ackoff fue un pionero y promotor del enfoque de sistemas , de las ciencias administrativas y, según sus propias palabras, un solucionador de problemas.[1]​

✵ 12. febrero 1919 – 29. octubre 2009
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Russell L. Ackoff: 73   frases 0   Me gusta

Frases célebres de Russell L. Ackoff

Russell L. Ackoff: Frases en inglés

“The less sure managers are of their opinions, the more vigorously they defend them.”

Fuente: 2000s, A little book of f-laws: 13 common sins of management, 2006, p. 8, bold text cited in: Gregory H. Watson (2010).
Contexto: The less sure managers are of their opinions, the more vigorously they defend them. Managers do not waste their time defending beliefs they hold strongly – they just assert them. Nor do they bother to refute what they strongly believe is false.

“Managers who don't know how to measure what they want settle for wanting what they can measure.”

For example, those who want a high quality of work life but don't know how to measure it, often settle for wanting a high standard of living because they can measure it.
Fuente: 2000s, A little book of f-laws: 13 common sins of management, 2006, p. 4, bold text cited in: Colin J. Neill, Phillip A. Laplante, Joanna F. DeFranco (2011) Antipatterns: Managing Software Organizations and People.

“The only managers that have simple problems have simple minds.”

Ackoff (2007) as cited in: Stefan Stern (2009) "Fond farewell to a brilliant thinker". in: Financial Times, November 9, 2009.
2000s
Contexto: The only problems that have simple solutions are simple problems. The only managers that have simple problems have simple minds. Problems that arise in organisations are almost always the product of interactions of parts, never the action of a single part. Complex problems do not have simple solutions.

“Out of this basic language, we build up the other languages of the sciences, beginning with the language of physics, and proceeding to biology, psychology, and the social sciences.”

Charles West Churchman, Russell Lincoln Ackoff (1950) Methods of inquiry: an introduction to philosophy and scientific method. p. 185; Partly cited in: Britton, G. A., & McCallion, H. (1994). An overview of the Singer/Churchman/Ackoff school of thought. Systems Practice, Vol 7 (5), 487-521.
1950s
Contexto: … All other languages can be translated into the thing-language, but the thing-language cannot be translated into any other language. Its terms can only be reduced to what are called "ostensive" definitions. These consist merely of pointing or otherwise evoking a direct experience. Hence, the thing-language is absolutely basic. Out of this basic language, we build up the other languages of the sciences, beginning with the language of physics, and proceeding to biology, psychology, and the social sciences.

“The less important an issue is, the more time managers spend discussing it.”

Fuente: 2000s, A little book of f-laws: 13 common sins of management, 2006, p. 16, bold text cited in: Gerald Haigh (2008) Inspirational, and Cautionary Tales for Would-be School Leaders. p. 142.
Contexto: The less important an issue is, the more time managers spend discussing it. More time is spent on small talk than is spent on large talk. Most talk is about what matters least. What matters least is what most of us know most about.

“The basic managerial idea introduced by systems thinking, is that to manage a system effectively, you might focus on the interactions of the parts rather than their behavior taken separately.”

Russell L. Ackoff and Fred Emery (1972) On purposeful systems, cited in: Lloyd Dobyns, Clare Crawford-Mason (1994) Thinking about quality: progress, wisdom, and the Deming philosophy. p. 40.
1970s

“[Ackoff also developed the circular organization concept. This structure is a democratic hierarchy with three essential characteristics:]
(1) the absence of an ultimate authority, the circularity of power;
(2) the ability of each member to participate directly or through representation in all decisions that affect him or her directly; and
(3) the ability of members, individually or collectively, to make and implement decisions that affect no one other than the decision maker or decision-makers.”

Ackoff’s (1994) The Democratic Corporation: A Radical Prescription for Recreating Corporate America and Rediscovering Success. p. 117 cited in: Stuart A. Umpleby and Eric B. Dent. (1999) "The Origins and Purposes of Several Traditions. in Systems Theory and Cybernetics". in Cybernetics and Systems: An International Journal, Vol 30. pp. 79-103.
1990s

“Over time, every way of thinking generates important problems that it cannot solve.”

Fuente: 1990s, Re-Creating the Corporation (1999), p. 3. Opening sentence.

“The higher standard of living, the more consideration we give to the fun we derive from what we do and its meaningfulness.”

Ackoff (1994, p. 71) cited in: James P. Lewis (2002) Working Together: 12 Principles for Achieving Excellence. p. 35.
1990s

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