"An adjustive effort of any kind is preceded by a decision to act or not act along a given line, and the decision is itself preceded by a definition of the situation, that is to say, an interpretation, or point of view, and eventually a policy and a behavior pattern. In this way quick judgments and decisions are made at every point in everyday life. Thus when approached by a man or beast in a lonely spot we first define the situation, make a judgment, as to whether the object is dangerous or harmless, and then decide" (make up our mind") what we are going to do about it." (William I Thomas, "Primitive Behavior", 1937)
"The pattern of personal characteristics of the leader must bear some relevant relationship to the characteristics, activities, and goals of the followers. [...] It becomes clear that an adequate analysis of leadership involves not only a study of leadership but also of situations." (R M Stodgill, "Journal of Psychology", 1948)
"The human condition can almost be summed up in the observation that, whereas all experiences are of the past, all decisions are about the future. It is the great task of human knowledge to bridge this gap and to find those patterns in the past which can be projected into the future as realistic images." (Kenneth E Boulding, [foreword] 1972)
"In strategic thinking, one first seeks a clear understanding of the particular character of each element of a situation and then makes the fullest possible use of human brainpower to restructure the elements in the most advantageous way. Phenomena and events in the real word do not always fit a linear model. Hence the most reliable means of dissecting a situation into its constituent parts and reassembling then in the desired pattern is not a step-by-step methodology such as systems analysis. Rather, it is that ultimate nonlinear thinking tool, the human brain. True strategic thinking thus contrasts sharply with the conventional mechanical systems approach based on linear thinking. But it also contrasts with the approach that stakes everything on intuition, reaching conclusions without any real breakdown or analysis." (Kenichi Ohmae, "The Mind Of The Strategist", 1982)
"No matter how difficult or unprecedented the problem, a breakthrough to the best possible solution can come only from a combination of rational analysis, based on the real nature of things, and imaginative reintegration of all the different items into a new pattern, using nonlinear brainpower. This is always the most effective approach to devising strategies for dealing successfully with challenges and opportunities, in the market arena as on the battlefield." (Kenichi Ohmae, "The Mind Of The Strategist", 1982)
"Culture [is] a pattern of basic assumptions invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems." (Edgar H Schein, "Organizational Culture and Leadership", 1985)
"Systems thinking is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing patterns of change rather than static 'snapshots'. It is a set of general principles- distilled over the course of the twentieth century, spanning fields as diverse as the physical and social sciences, engineering, and management. [...] During the last thirty years, these tools have been applied to understand a wide range of corporate, urban, regional, economic, political, ecological, and even psychological systems. And systems thinking is a sensibility for the subtle interconnectedness that gives living systems their unique character." (Peter Senge, "The Fifth Discipline", 1990)
"[...] information feedback about the real world not only alters our decisions within the context of existing frames and decision rules but also feeds back to alter our mental models. As our mental models change we change the structure of our systems, creating different decision rules and new strategies. The same information, processed and interpreted by a different decision rule, now yields a different decision. Altering the structure of our systems then alters their patterns of behavior. The development of systems thinking is a double-loop learning process in which we replace a reductionist, narrow, short-run, static view of the world with a holistic, broad, long-term, dynamic view and then redesign our policies and institutions accordingly." (John D Sterman, "Business dynamics: Systems thinking and modeling for a complex world", 2000)
"Systems thinking means the ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns. Many people have been trained to solve problems by breaking a complex system, such as an organization, into discrete parts and working to make each part perform as well as possible. However, the success of each piece does not add up to the success of the whole. to the success of the whole. In fact, sometimes changing one part to make it better actually makes the whole system function less effectively." (Richard L Daft, "The Leadership Experience", 2002)
"Organizations are not systems but the ongoing patterning of interactions between people. Patterns of human interaction produce further patterns of interaction, not some thing outside of the interaction. We call this perspective complex responsive processes of relating." (Ralph Stacey, 2005)
"Businesses are themselves a form of design. The design of a business encompasses its strategy, organizational structure, management processes, culture, and a host of other factors. Business designs evolve over time through a process of differentiation, selection, and amplification, with the market as the ultimate arbiter of fitness [...] the three-way coevolution of physical technologies, social technologies, and business designs [...] accounts for the patterns of change and growth we see in the economy." (Eric D Beinhocker, "The Origin of Wealth. Evolution, complexity, and the radical remaking of economics", 2006)
"Acquired patterns and the logic to employ them combine with our inherent qualities to create a unique decision-maker. As time goes by, experience and knowledge are focused through the prism of talent, which can itself be sharpened, focused, and polished. This mix is the source of intuition, an absolutely unique tool that each of us possesses and that we can continuously hone into an ever-finer instrument." (Garry Kasparov, "How Life Imitates Chess", 2007)
"It’s tempting to view the multitude of monster projects gone bad as anomalies, excrescences of corporate and government bureaucracies run amok. But you will find similar tales of woe emerging from software projects big and small, public and private, old and new. Though details differ, the pattern is depressingly repetitive: Moving targets. Fluctuating goals. Unrealistic schedules. Missed deadlines. Ballooning costs. Despair. Chaos." (Scott Rosenberg, "Dreaming in Code", 2007)
"Systems thinking is a mental discipline and framework for seeing patterns and interrelationships. It is important to see organizational systems as a whole because of their complexity. Complexity can overwhelm managers, undermining confidence. When leaders can see the structures that underlie complex situations, they can facilitate improvement. But doing that requires a focus on the big picture." (Richard L Daft, "The Leadership Experience", 2008)
"A good strategy is one that takes into account not only the requirements of the position, but also the opponent's strategy and tactics. Strategy lies between science and art. It supports the ability to evaluate positions, recognize patterns and imagine adequate plans." (Mihai Suba, "Dynamic Chess Strategy", 2010)
"Organizations that rely too heavily on org charts and matrixes to split and control work often fail to create the necessary conditions to embrace innovation while still delivering at a fast pace. In order to succeed at that, organizations need stable teams and effective team patterns and interactions. They need to invest in empowered, skilled teams as the foundation for agility and adaptability. To stay alive in ever more competitive markets, organizations need teams and people who are able to sense when context changes and evolve accordingly." (Matthew Skelton & Manuel Pais, "Team Topologies: Organizing Business and Technology Teams for Fast Flow", 2019)
"Enterprise Architecture is not a method, principle or doctrine – It is a way of thinking enabled by patterns, frameworks, standards etc. essentially seeking to align both the technology ecosystem and landscape with the business trajectory driven by both the internal and external forces." (Daljit R Banger)
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