"The making of decisions, as everyone knows from personal experience, is a burdensome task. Offsetting the exhilaration that may result from correct and successful decision and the relief that follows the termination of a struggle to determine issues is the depression that comes from failure, or error of decision, and the frustration which ensues from uncertainty." (Chester I Barnard, "The Functions of the Executive", 1938)
"Systems engineering embraces every scientific and technical concept known, including economics, management, operations, maintenance, etc. It is the job of integrating an entire problem or problem to arrive at one overall answer, and the breaking down of this answer into defined units which are selected to function compatibly to achieve the specified objectives. [...] Instrument and control engineering is but one aspect of systems engineering - a vitally important and highly publicized aspect, because the ability to create automatic controls within overall systems has made it possible to achieve objectives never before attainable, While automatic controls are vital to systems which are to be controlled, every aspect of a system is essential. Systems engineering is unbiased, it demands only what is logically required. Control engineers have been the leaders in pulling together a systems approach in the various technologies." (Instrumentation Technology, 1957)
"Systems engineering is the name given to engineering activity which considers the overall behavior of a system, or more generally which considers all factors bearing on a problem, and the systems approach to control engineering problems is correspondingly that approach which examines the total dynamic behavior of an integrated system. It is concerned more with quality of performance than with sizes, capacities, or efficiencies, although in the most general sense systems engineering is concerned with overall, comprehensive appraisal." (Ernest F Johnson, "Automatic process control", 1958)
"System theory is basically concerned with problems of relationships, of structure, and of interdependence rather than with the constant attributes of objects. In general approach it resembles field theory except that its dynamics deal with temporal as well as spatial patterns. Older formulations of system constructs dealt with the closed systems of the physical sciences, in which relatively self-contained structures could be treated successfully as if they were independent of external forces. But living systems, whether biological organisms or social organizations, are acutely dependent on their external environment and so must be conceived of as open systems." (Daniel Katz, "The Social Psychology of Organizations", 1966)
"It is a commonplace of modern technology that there is a high measure of certainty that problems have solutions before there is knowledge of how they are to be solved." (John K Galbraith, "The New Industrial State", 1967)
"The systems approach to problems focuses on systems taken as a whole, not on their parts taken separately. Such an approach is concerned with total - system performance even when a change in only one or a few of its parts is contemplated because there are some properties of systems that can only be treated adequately from a holistic point of view. These properties derive from the relationship between parts of systems: how the parts interact and fit together." (Russell L Ackoff, "Towards a System of Systems Concepts", 1971)
"Technology can relieve the symptoms of a problem without affecting the underlying causes. Faith in technology as the ultimate solution to all problems can thus divert our attention from the most fundamental problem - the problem of growth in a finite system." (Donella A Meadows, "The Limits to Growth", 1972)
"General systems theory deals with the most fundamental concepts and aspects of systems. Many theories dealing with more specific types of systems (e. g., dynamical systems, automata, control systems, game-theoretic systems, among many others) have been under development for quite some time. General systems theory is concerned with the basic issues common to all these specialized treatments. Also, for truly complex phenomena, such as those found predominantly in the social and biological sciences, the specialized descriptions used in classical theories (which are based on special mathematical structures such as differential or difference equations, numerical or abstract algebras, etc.) do not adequately and properly represent the actual events. Either because of this inadequate match between the events and types of descriptions available or because of the pure lack of knowledge, for many truly complex problems one can give only the most general statements, which are qualitative and too often even only verbal. General systems theory is aimed at providing a description and explanation for such complex phenomena." (Mihajlo D. Mesarovic & Yasuhiko Takahare, "General Systems Theory: Mathematical foundations", 1975)
"The world is a complex, interconnected, finite, ecological–social–psychological–economic system. We treat it as if it were not, as if it were divisible, separable, simple, and infinite. Our persistent, intractable global problems arise directly from this mismatch." (Donella Meadows, "Whole Earth Models and Systems", 1982)
"Models are often used to decide issues in situations marked by uncertainty. However statistical differences from data depend on assumptions about the process which generated these data. If the assumptions do not hold, the inferences may not be reliable either. This limitation is often ignored by applied workers who fail to identify crucial assumptions or subject them to any kind of empirical testing. In such circumstances, using statistical procedures may only compound the uncertainty." (David A Greedman & William C Navidi, "Regression Models for Adjusting the 1980 Census", Statistical Science Vol. 1 (1), 1986)
"If we want to solve problems effectively […] we must keep in mind not only many features but also the influences among them. Complexity is the label we will give to the existence of many interdependent variables in a given system. The more variables and the greater their interdependence, the greater the system's complexity. Great complexity places high demands on a planner's capacity to gather information, integrate findings, and design effective actions. The links between the variables oblige us to attend to a great many features simultaneously, and that, concomitantly, makes it impossible for us to undertake only one action in a complex system." (Dietrich Dorner, "The Logic of Failure: Recognizing and Avoiding Error in Complex Situations", 1989)
"The real leverage in most management situations lies in understanding dynamic complexity, not detail complexity. […] Unfortunately, most 'systems analyses' focus on detail complexity not dynamic complexity. Simulations with thousands of variables and complex arrays of details can actually distract us from seeing patterns and major interrelationships. In fact, sadly, for most people 'systems thinking' means 'fighting complexity with complexity', devising increasingly 'complex' (we should really say 'detailed') solutions to increasingly 'complex' problems. In fact, this is the antithesis of real systems thinking."
"For strictly scientific or technological purposes all this is irrelevant. On a pragmatic view, as on a religious view, theory and concepts are held in faith. On the pragmatic view the only thing that matters is that the theory is efficacious, that it ‘works’ and that the necessary preliminaries and side issues do not cost too much in time and effort. Beyond that, theory and concepts go to constitute a language in which the scientistic matters at issue can be formulated and discussed." (Bertram N Brockhouse, [lecture] 1994)
"In sharp contrast (with the traditional social planning) the systems design approach seeks to understand a problem situation as a system of interconnected, interdependent, and interacting issues and to create a design as a system of interconnected, interdependent, interacting, and internally consistent solution ideas." (Béla H Bánáthy, "Designing Social Systems in a Changing World", 1996)
"It [system dynamics] focuses on building system dynamics models with teams in order to enhance team learning, to foster consensus and to create commitment with a resulting decision […] System dynamics can be helpful to elicit and integrate mental models into a more holistic view of the problem and to explore the dynamics of this holistic view […] It must be understood that the ultimate goal of the intervention is not to build a system dynamics model. The system dynamics model is a means to achieve other ends […] putting people in a position to learn about a messy problem [...] create a shared social reality […] a shared understanding of the problem and potential solutions [...] to foster consensus within the team [..]" (Jac A M Vennix, "Group Model Building: Facilitating Team Learning Using System Dynamics", 1996)
"The theory of Tipping Points requires, however, that we reframe the way we think about the world. [...] We have trouble estimating dramatic, exponential change. [...] There are abrupt limits to the number of cognitive categories we can make and the number of people we can truly love and the number of acquaintances we can truly know. We throw up our hands at a problem phrased in an abstract way, but have no difficulty at all solving the same problem rephrased as a social dilemma. All of these things are expressions of the peculiarities of the human mind and heart, a refutation of the notion that the way we function and communicate and process information is straightforward and transparent. It is not. It is messy and opaque." (Malcolm T Gladwell, "The Tipping Point: How Little Things Can Make a Big Difference", 2000)
"A model is an imitation of reality and a mathematical model is a particular form of representation. We should never forget this and get so distracted by the model that we forget the real application which is driving the modelling. In the process of model building we are translating our real world problem into an equivalent mathematical problem which we solve and then attempt to interpret. We do this to gain insight into the original real world situation or to use the model for control, optimization or possibly safety studies." (Ian T Cameron & Katalin Hangos, "Process Modelling and Model Analysis", 2001)
"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)
"Self-organization can be seen as a spontaneous coordination of the interactions between the components of the system, so as to maximize their synergy. This requires the propagation and processing of information, as different components perceive different aspects of the situation, while their shared goal requires this information to be integrated. The resulting process is characterized by distributed cognition: different components participate in different ways to the overall gathering and processing of information, thus collectively solving the problems posed by any perceived deviation between the present situation and the desired situation." (Carlos Gershenson & Francis Heylighen, "How can we think the complex?", 2004)
"System Thinking is a common concept for understanding how causal relationships and feedbacks work in an everyday problem. Understanding a cause and an effect enables us to analyse, sort out and explain how changes come about both temporarily and spatially in common problems. This is referred to as mental modelling, i.e. to explicitly map the understanding of the problem and making it transparent and visible for others through Causal Loop Diagrams (CLD)." (Hördur V. Haraldsson, "Introduction to System Thinking and Causal Loop Diagrams", 2004)
"We often hear warnings that some social problem is 'epidemic'. This expression suggests that the problem's growth is rapid, widespread, and out of control. If things are getting worse, and particularly if they're getting worse fast, we need to act." (Joel Best, "Damned Lies and Statistics: Untangling Numbers from the Media, Politicians, and Activists", 2001)
"Systemic problems trace back in the end to worldviews. But worldviews themselves are in flux and flow. Our most creative opportunity of all may be to reshape those worldviews themselves. New ideas can change everything." (Anthony Weston, "How to Re-Imagine the World", 2007)
"Internal friction is exacerbated by the fact that in business as in war, we are operating in a nonlinear, semi-chaotic environment in which our endeavors will collide and possibly clash with the actions of other independent wills (customers, suppliers, competitors, regulators, lobbyists, and so on). The internal and external worlds are in constant contact and the effects of our actions are the result of their reciprocal interaction. Friction gives rise to three gaps: the knowledge gap, the alignment gap, and the effects gap. To execute effectively, we must address all three. Our instinctive reaction to the three gaps is to demand more detail. We gather more data in order to craft more detailed plans, issue more detailed instructions, and exercise more detailed control. This not only fails to solve the problem, it usually makes it worse. We need to think about the problem differently and adopt a systemic approach to solving it." (Stephen Bungay, "The Art of Action: How Leaders Close the Gaps between Plans, Actions, and Results", 2010)
[system dynamics:] "The interactions of connected and interdependent components, which may cause change over time and give rise to interconnected risks; emerging, unforeseeable issues; and unclear, disproportional cause-and-effect relationships." (Project Management Institute, "Navigating Complexity: A Practice Guide", 2014)
"System dynamics [...] uses models and computer simulations to understand behavior of an entire system, and has been applied to the behavior of large and complex national issues. It portrays the relationships in systems as feedback loops, lags, and other descriptors to explain dynamics, that is, how a system behaves over time. Its quantitative methodology relies on what are called 'stock-and-flow diagrams' that reflect how levels of specific elements accumulate over time and the rate at which they change. Qualitative systems thinking constructs evolved from this quantitative discipline." (Karen L Higgins, "Economic Growth and Sustainability: Systems Thinking for a Complex World", 2015)
"Man is not born to solve the problems of the universe, but to find out where the problems begin, and then to take his stand within the limits of the intelligible." (Johann Wolfgang von Goethe)
"Some problems are just too complicated for rational logical solutions. They admit of insights, not answers." (Jerome B Wiesner)
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