April 29, 2016
We’re Trying To Do “The Wrong Thing Right” in Schools
By Will Richardson
Co-publisher of ModernLearners.com.
"A couple of weeks ago, thanks to some serendipitous surfing online, I came across this 10-minute snip of an interview with Ackoff, a pioneer in the field of systems thinking who was a professor at the Wharton School prior to his death in 2009. I was staggered a bit after watching it because he was able to articulate something I have been feeling for a while now but had been unable to find the words for:
“Peter Drucker said ‘There’s a difference between doing things right and doing the right thing.’ Doing the right thing is wisdom, and effectiveness. Doing things right is efficiency. The curious thing is the righter you do the wrong thing the wronger you become. If you’re doing the wrong thing and you make a mistake and correct it you become wronger. So it’s better to do the right thing wrong than the wrong thing right. Almost every major social problem that confronts us today is a consequence of trying to do the wrong things righter.”
To continue reading, please click on: We’re Trying To Do “The Wrong Thing Right” in Schools
September 05, 2015
An Interview with Russell L. Ackoff
By Glenn Detrick –
Academy of Management Learning and Education
Volume 1, Issue 1 September 2002
Russell L. Ackoff is one of the pioneers in management education. With an undergraduate degree in architecture and a PhD in philosophy, Ackoff is one of the founders of operations research and systems thinking, linking science and business. Influential in management thinking for the entire second half of the 20th century, Ackoff has published 22 books and over 200 articles in journals and books, on a myriad of topics. His illustrious academic career has played out primarily at Case Institute of Technology and The Wharton School, University of Pennsylvania. Such is the breadth and reach of his intellectual contribution that the Ackoff Center for Advanced Systems Approaches at the University of Pennsylvania was established as part of the College of Engineering and Applied Sciences. Ackoff has consulted with more than 350 corporations and 75 governmental agencies in the United States and abroad. All have benefited greatly from his “out of the box” thinking and point of view.
Ackoff provides a particularly useful perspective for this the first issue of the Academy of Management Learning and Education. As you will see from what follows, Ackoff challenges much of current thinking about teaching and learning in terms of what is effective and what isn’t when the ultimate objective is to improve the learning process.
To continue reading, please click on: An Interview with Russell L. Ackoff
March 25, 2015
Ackoff's rules of system interdependency, Part I
BY Gordon Housworth -- From ICG Blog
"Anyone familiar with my systems side knows that I treasure Russ Ackoff, whose three rules of system interdependency are never far from hand when approaching any system, human, natural, or mechanical. Any analysis of our own or of an opponent's system calls for them as they immediate flag disconnects and suboptimization. I summarize Ackoff’s rules of interdependency as:
- Rule One: If you optimize a system, you will sub-optimize one or more components
- Rule Two: If you optimize the components of a system, you will sub-optimize the system
- Rule Three: The components of a system form subgroups that obey Rules One and Two
They show why a system can be so maddeningly complex, especially when its parts are examined in isolation to others and to their environment. It is Rule Three that so often brings an expression similar to that of the Sheriff Brody in the film, Jaws, when he turns from the shark to say, "We need a bigger boat." Indeed we do.
Ackoff corrects our commonly held view that a system is the sum of its parts. Instead a system is the product of the interactions of those parts: "…the essential properties that define any system are properties of the whole which none of the parts have." Ackoff likes to cite the automobile's essential property is to transport us from place to place, a property that no single part of the car can perform, i.e., once a system is dismantled, it loses its essential characteristic even if we retain its parts.
Ackoff zeroed in on the need for understanding (of a system or anything else) in "Mechanisms, organisms and social systems":
"One can survive without understanding, but not thrive. Without understanding one cannot control causes; only treat effect, suppress symptoms. With understanding one can design and create the future ... people in an age of accelerating change, increasing uncertainty, and growing complexity often respond by acquiring more information and knowledge, but not understanding."
To Read the Post, Click on the following URL: Applying Ackoff's rules of system interdependency, Part I
December 15, 2014
Russ Ackoff on An Idealized Design for a University
By Skip Walter
In 1986, while managing Digital Equipment Corporation’s ALL-IN-1 $1B per year office automation development efforts, a colleague sent me a copy of Russ Ackoff’s Creating the Corporate Future (1981). To paraphrase Russ’s famous introductory lectures on how he came across the process he turned into his Idealized Design methodology through his work with Bell Labs (the story is an introduction to his book Idealized Design: How to Dissolve Tomorrow’s Crisis …Today), I really wished she had not sent me the book as I spent most of the next year interacting with Russ and his team at the Wharton School instead of doing what I was supposed to do at DEC.
After reading the book and a previous book The SCATT Report: Designing a National Scientific and Technical Communication System (1976), I immediately called Russ and asked if I could visit him to learn more about his methods and his way of systems thinking. I shared with him many of the challenges we were facing at Digital Equipment with our rapid growth and with the dramatic impact that the PC revolution and the networking revolution were having on our business. He graciously agreed to meet and the next day I went to Philadelphia to meet him at the University of Pennsylvania’s Wharton School.
To Read the Post, Click on the following URL: Russ Ackoff on An Idealized Design for a University
October 01, 2014
By Rejecting the Status Quo, Russ Ackoff Took Systems Thinking to Greater Heights
After World WAr II, the U.S. War Production Board sought to preserve the scientific knowledge gained during the war support efforts. Major advances expanded theoretical knowledge, such as the development of the discipline of operations research. Practical advances of knowledge resulted from the intense manufacturing efforts, such as the application of statistical methods in a practice of control for production methods. But somehow, theory and practice diverged—and today we are worse off because of it.
That was the lifetime message of Russ Ackoff, who died [October 2009]. He was a man who had one foot firmly planted in mathematical-analytical disciplines and the other in humanistic-participatory teamwork. His life story is instructive for quality professionals as it traces the development of systems thinking during its 60-year migration.
To read the article, click on the following link: By rejecting the status quo, Russ Ackoff took systems thinking to greater heights
August 27, 2014
- 1 Sourced
- 1.1 1950s
- 1.2 1960s
- 1.3 1970s
- 1.4 1980s
- 1.5 1990s
- 1.6 2000s
- 2 About Russell L. Ackoff
- 3 External links
April 04, 2014
Transforming the Systems Movement
By Russell L. Ackoff
Posted on 3/31/2014
March 31, 2014
Towards the Social Business School
Posted March 18, 2014
This post is a summary of a devastating critique that the great systems thinker Russell Ackoff made of business schools twenty years ago, why he’s still mainly right, and why social technologies now provide us with phenomenal possibilities for the Social Business School – an alternative and highly effective approach to business education.
To read more click here: Towards the Social Business School
August 22, 2013
Source for Idealized Design
Idealized Design, a segment of Interactive Planning, is an organizational development process developed by Russell L. Ackoff in the 1950's which enables an organization to get beyond the problem solving mode and unleash their innovative potential.
May 28, 2010
Seeing Your Company as a SystemMuch-needed guidance on making companies more employee-centered, adaptive, and capable
This is an article from Strategy+Business by Andrea Gabor:
… No matter how disparate the causes of failure, there is always a common thread: somewhere, somehow, management has let its attention slip. …[Now] is an opportune time to reflect on the leading ideas that have shaped what we know about the management of social systems, particularly corporations, and how to stabilize and improve them.
The recognition that a company is a complex social system and a living community has been an underlying theme of leading management thinkers as far back as the early 20th century. Nevertheless, the machine continues to be the dominant metaphor for business leaders, …
To read the rest of this article, please click on the following url: Seeing Your Company as a System