台灣戴明圈 80-89

台灣戴明圈


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Keen to Be Lean
CFO.com Magazine - New York,NY,USA
The lean-manufacturing approach — which evolved from the Toyota Production System that W. Edwards Deming influenced — progresses in a never-ending series of ...

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朋友
截至目前 Kevin 和 戴教授肯定來參加 我也希望官老師來談明年他主持的年會
我今年準備多介紹 他的理想系統設計
抄過他在 Bell Lab 當過顧問的故事 還沒翻譯
讀過兩cases-- 杜邦的 SHE 和 企管學院之設計---原想比較 Fordham 的 MBA 可能做不到---所有的老師都用一TITLE--PROFESSOR
沒有TENURE 聘期為 1,2,4,8,16 退休 這非重點 但博ㄧ笑
---
鍾 教授:12月12日(星期六) 紀念 Russell Ackoff (1919-2009)
那天我和我太太一起參加...謝謝邀請.

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Getting rid of what one does not want is not the same as getting what one wants.
--- Ackoff
*****

Columbia Business School professor Rita McGrath studies innovation, corporate venturing, and entrepreneurship. She is well known for developing practical tools and frameworks to make the innovation process less risky and difficult, and to bring a dose of reality to growth programs. She works extensively with leadership teams in Global 1,000 companies.

...I was the last Ph.D. student ever to graduate from Ackoff's Social Systems Sciences program (founded in 1980) at The Wharton School. His program was a bit of an anomaly, even at the time. Wildly popular with Wharton's MBA students, it had an uneasy relationship with the more conventional academic activities of the school. In the Center's heyday, "Triple S" students did action research with companies, while their peers did statistical analysis of large data sets. His students were interested in ideas that cut across intellectual boundaries. They were pragmatic; some observers thought this left them without sufficient academic rigor. Eventually, because of this uneasy fit, Russ decided to leave the university. He retired in 1986 to found INTERACT, a consulting company. Ironically, his program in the 1980s was pursuing the kind of management training and problem solving that advocates are now urgently calling on business schools to provide.

Ackoff's ideas had a profound impact on business schools and on several generations of managers. At a time when business schools were becoming increasingly discipline-based and quantitative, he was an ardent advocate for viewing problems systematically, across intellectual boundaries, and with qualitative insight. In the program he designed, we learned to think the way architects do — to construct a whole solution out of constituent parts that work together, rather than to optimize any given piece of the solution. He was involved in businesses as diverse as selling beer, developing the first touch-tone phone, and sorting out incentive problems with public bus drivers. He had learned that all kinds of complex problems could be tackled by first understanding what kind of problem one was facing, then by working to "dissolve" the problem.

Russ never took himself, or the problems people were facing, too seriously. Iconoclastic and humorous in person, his books Management in Small Doses and Ackoff's Fables encouraged readers to find the humor in business situations. His wonderful writing was accessible to people who wouldn't exactly have been enthralled to read On Purposeful Systems: An Interdisciplinary Analysis of Individual and Social Behavior as a System of Purposeful Events.

What Russ spent his life developing — a systems view of complex problems — has now been so widely adopted that we have forgotten that he was one of a relatively small band of scholars and teachers who pioneered this way of thinking.

Eventually Ackoff resumed his affiliation with Penn. In September 2000, he was honored by the establishment of the Ackoff Center for Advancement of Systems Approaches in the School of Engineering and Applied Science. In 2003, at age 87, he returned to Penn as Distinguished Affiliated Faculty to teach a graduate course in "Systems Thinking Applied to Management" and to advise graduate students.

If you have ever solved a problem not by breaking it down into constituent parts, but by looking at the whole thing systemically, or by re-framing the problem to begin with, you have probably been influenced by Russ Ackoff. He will be missed, but his ideas live on.

* * * * *
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週末隨意翻閱豐田方式與本田兵法
這兩本書 書本作者是記者 以採訪方式作成 讀起來有點隔靴搔癢 最後作罷 改天寄給您
Best rgds David Hsu

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Falcon 9 on pad

From Fulton to Falcon
The Space Review - Rockville,MD,USA
In modern times this was immortalised by Quality guru, William Edwards Deming, in what has become known as the “Deming Cycle”. This is an iterative process ...

The cycle of innovation

Today’s space entrepreneurs are going through the same experiences as the steamboat pioneers. As frustrating as it may seem, there is a process at work here that can’t be sidestepped.

The great French scientist, Antoine Lavoisier, wrote in 1790 that the proper scientific method must be based on precise experiment, close observation, and accurate measurement. In modern times this was immortalised by Quality guru, William Edwards Deming, in what has become known as the “Deming Cycle”. This is an iterative process of Plan, Do, Check, Act (PDCA).

Private enterprise is alive and well and is the future for space access. No government in the world will open up space for everyone: it’s too risky.

Whether used as an approach to experimentation, product development, or as a quality improvement tool, PDCA requires the innovator to: Plan an experiment or trial; Do it while making observations and gathering performance data; Check on what has occurred and analyse the data to establish what worked and what problems were encountered; then Act to solve any problems and design improvements. Then it’s time to begin the cycle again by planning for the next iteration. The process may cause the innovator to go back to the drawing board many times or simply to give up the struggle. But there is no shortcut–all innovations in human history have followed this path.

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感謝 Justing 提供這些資料的電子版

(1) CNS 1395 Z4001 品質管制常用符號. (2) CNS 2311 Z4002 品質管制指南. (3) CNS 2579 Z4004 品質管制詞彙

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葉石濤

想起去年WWS在天母住的 石濤園

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...... 不好意思還要你寫email來. 我這個晚輩應該先和你打招呼才是. 短期之內我可能不會回臺灣. 雖然有點冒昧, 但不知道我們能不能約個你方便的時間, 我可以先打電話向你請教一些問題嗎?

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Toyota looks set to be hit the hardest among Japanese exporters
AutoSpies.com
The dollar is losing against the yen but while Japanese exporters have been reeling against its effects, Toyota Motor Corp. appears to have been hit the ...

歐洲汽車評估機構EuroNCAP公布了12種09年款車型的碰撞測試結果。豐田盡管在2009年上半年的測試中“Avensis”、“IQ”及“普銳斯”都獲得了五星級評價，但此次的Urban Cruiser因乘員保護性能評價降低，只獲得了三星級評價……

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12/5/2009 - Happy Birthday: Scott Tsai

牛津大学的麦尔斯・艾伦认为，当前解决气候变化问题的思路是错误的，人们应该关注碳排放总量，而不是排放率。

台灣戴明圈 70-79

台灣戴明圈

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Chapter 17 The Distribution of the External and Internal Variances

“But this whole business is too large to deal with at the tail-end of a letter.” Screwtape to Wormwood, C. S. Lewis

THE SCREWTAPE LETTERS 第XVII封信

Mere excess in food is much less valuable than delicacy. Its chief use is as a kind of artillery preparation for attacks on chastity. On that, as on every other subject, keep your man in a condition of false spirituality. Never let him notice the medical aspect. Keep him wondering what pride or lack of faith has delivered him into your hands when a simple enquiry into what he has been eating or drinking for the last twenty-four hours would show him whence your ammunition comes and thus enable him by a very little abstinence to imperil your lines of communication. If he must think of the medical side of chastity, feed him the grand lie which we have made the English humans believe, that physical exercise in excess and consequent fatigue are specially favourable to this virtue. How they can believe this, in face of the notorious lustfulness of sailors and soldiers, may well be asked. But we used the schoolmasters to put the story about—men who were really interested in chastity as an excuse for games and therefore recommended games as an aid to chastity. But this whole business is too large to deal with at the tail-end of a letter,

Your affectionate uncle
SCREWTAPE

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這故事的確切出處還找不到 你如有興趣請幫忙代找

Chapter 13 Detailed Study of Some Binomial and Related Distributions

“…there was little information available as to the strength and direction of currents, and as the log was heaved only once every two hours, the position of a sailing ship fixed by such crude means must have been almost worthless. We actually read of navigators liking out for land a week or more before the y expected to make it, lying by at night for fear they might run aground before morning…Pepys probably did not increase his popularity in the Grafton by getting Dartmouth to call for the dead reckoning from twelve different persons on board, especially as this was done before they sighted land. Their errors were subsequently found to be very considerable – one was as much as 70 leagues out!...the inference drawn from these discrepancies was that the chart must be wrong, and it was corrected accordingly.” Edwin Chappel

讀1683: SAMUEL PEPYS (Excerpts from The Second Diary, or Tangier Papers)
17. Monday. All the morning, writing letters for England. Ten. On shore with my Lord (Dartmouth) the first time, all the ships and the town firing guns. Met, and conducted in great state to the Castle. After dinner, see the ladies, mightily changed. The place an ordinary place, overseen by the Moors. Amazed to think how the King hath lain out all this money upon it. Good grapes and pomegranates from Spain. To-night, infinitely bit with chinchees. (mosquitoes).
想到2008年10月的台中慶祝會

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Ronald P. Dore

企业为谁而在：献给日本型资本主义的悼词 (副標題是北京大學出版社誣詆仇日者所添加的)

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與台塑某主管談他們公司之"領班制"之興衰
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法人估計，台塑四寶今年獲利合計可望超越千億元，比去年的504億增加一倍，在金融風暴過後繳出一張亮眼的成績單。 依公告，台塑四寶前三季稅後純益已達789.4億元；前三季每股純益（EPS）以台化表現最優，約3.73元，台塑、台塑化分別為3.24 ...

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（１）「トヨタ学」世界が研究

写真の拡大

トヨタ田原工場でレクサスの品質をチェックする従業員

　日本の自動車産業が好調だ。国際化を進め、技術力を磨き、環境対策でも世界の先頭に立つ。車作りの勝者となった日本の強さと弱さを探る。

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　トヨタの渡辺捷昭（かつあき）社長は、名刺入れにグループの創業者、豊田佐吉の経営哲学５か条を入れている。

　「研究と創造に心を致し、常に時流に先んずべし」

　ものづくりの大切さを説くこの言葉が特に好きだ。

　技術や品質管理で定評があるトヨタが、さらに進歩を遂げている。

　世界一の量産車種、カローラ１台が５０秒ごとにラインから出てくる。これまでより１０秒も短い。「３分で十分に速い」といわれてきたライン生産は秒単位になった。今年８月、高岡工場（愛知県豊田市）で動き出した新ラインだ。

　プレス工程の部品搬送ロボットの速度は従来型の１・７倍になった。組み立て工程では、人とロボットが両端を持ち、ロボットが人の動きに合わせてフロントガラスをはめ込む。

　エンジン内のほこりは「東京ドームのグラウンドに転がったボール１個も見逃さない」レベルで取り除かれる。１０秒間に約１３００コマを撮影するカ メラが、０・１ミリ単位でボディーの傷を点検する。最高級車「レクサス」を生産する田原工場（愛知県田原市）は、ちり一つ見逃さない品質管理を誇る。

　半導体工場並みの品質管理を経ても、検査はまだ終わらない。最後に厳しい認定試験に合格した熟練工が手でさわり、光を当てて、微妙な色の違いやゆがみがないか確かめる。わずかでも違和感が見つかると、すぐにラインは止められる。

　トヨタグループは今年、９４２万台の車を生産する計画だ。世界２７か国・地域にある５０工場のどこかで、３秒に１台のペースで車が作られている計算になる。すべてに職人の目が光る。

　人とともに、財務もトヨタの強さの秘訣（ひけつ）だ。

　０７年３月期の本業のもうけを示す営業利益は２兆２３００億円。全世界に３０万人いる従業員１人が７５０万円ずつ稼いだ計算だ。１人当たり利益は日産自動車の１・６倍、ソニーの１７倍に達する。

　税引き後利益は１兆６４４０億円。東京湾アクアラインを造って、２０００億円のお釣りが来る。いつでも現金になる手元資金は４３００億円増え、４ 兆２６００億円に積み上がった。日本の銀行の平均預金残高に等しく、総予算約２０億ドルの北京五輪が１８回開ける規模に膨れ上がっている。

　このほかに自動車ローンなどで持つ長期の金融資産が５兆６９００億円ある。ものづくりの追求が利益につながり、それが新たなものづくりの源泉になる。

　世界の首脳がトヨタの工場誘致を希望する。ロシアは誘致を国家プロジェクトと位置付け、プーチン大統領はトヨタの奥田碩会長（当時）と直々に会い、頼み込んだ。

　世界の経営学者が強さの秘密に迫ろうと、トヨタを学問の対象にする。米ミシガン大学のジェフリー・ライカー教授は２０年以上にわたるトヨタ研究の成果を、著書「ザ・トヨタウェイ」にまとめた。

　その「トヨタ学」の権威は「トヨタの強さは貪欲（どんよく）な効率の追求にある」という。

　「効率のためならどんどん機械を入れる。人の方が効率的なら、ためらわず機械を捨てる。それがトヨタだ」

大組織　技伝承の難しさ

写真の拡大

車が整然と並ぶトヨタの輸出拠点「名港センター」（９月９日、愛知県東海市で本社ヘリから）＝三輪洋子撮影

　世界一が目前に迫るトヨタ自動車は、車の半数を海外で作る国際企業だ。規模の拡大に伴い、新しい問題も起きている。

　「品質のトヨタ」を揺るがせたリコール（回収、無償交換）対象台数は、２００４年に１８９万台と過去最高となり、０６年も１３４万台に達した。昨 年６月から専従の担当専務を置き、今年１月には専門部署を増強した。今年９月末までのリコール件数は１３万台と落ち着いてきたが、なお、警戒を緩めること はできない。

　リコールが増えたのは急成長の副作用とみられている。生産現場での繁忙感が強まり、人材育成が追いつかない。

　こつこつとトヨタウェイを伝授しても、欧米の自動車メーカーに引き抜かれる。

　「やられた！」

　一報を聞いた張富士夫会長は唇をかんだ。今年９月、外国人初の取締役に起用したばかりのジェームズ・Ｅ・プレス北米トヨタ社長が突然、米クライスラーの副会長兼社長に移籍した。

　自身も北米工場で、幹部も含めて１年で４０人を引き抜かれた経験がある。しかし、プレス氏は３７年間もトヨタを支え、役員の中でもトップクラスの報酬で遇されていた。トヨタウェイの良き伝承者のはずだった。

　張会長は「いくら引き抜かれても、地道に人材を育てるしかない。教え方も学び方も、毎年のように改善している」という。しかし、ジェフリー・ライ カー米ミシガン大教授は「今のトヨタの最大の課題は国際化への対応だ。海外で新しい人を雇い続け、かつトヨタウェイを維持することは非常に難しいだろう」 と指摘する。

　国内でも、規模の拡大がひずみを生む心配がある。

　フル稼働状態が続く国内工場の中には、期間従業員など「非正社員」の比率が３割に達するところもある。非正社員が増えすぎると現場のチームワーク が乱れかねない。今年の春闘でトヨタ労組は、非正社員をできるだけ正社員に採用するよう会社側に求めた。非正社員の待遇改善と同時に、トヨタのものづくり を守る意味もある。

　「現場力」を再強化するため、今年から各工場では、工員５～６人ごとに置く「班長」が復活した。職場の上下関係をなくして風通しを良くするために１９９０年代に廃止されたが、２０～３０人をまとめるグループリーダーでは、技能や工員同士の相性まで把握できなくなった。

　今年７月には、事務・技術職にも「後輩に教える力」を重視する人事評価制度が導入された。木下光男副社長は「人に教える気概が真のプロを育てる」と、技の継承を全社で進めるよう呼びかける。

　トヨタはかつて、１２月に国立競技場で開かれるサッカーのトヨタカップを役員全員で観戦した後、東京本社の大会議室で役員会を開いていた。６０人 以上いた役員は誰も迷わず、上下関係を踏まえて自分の席に座る。ある幹部は「年に１回、トヨタの組織力を試すかのような行事だった」と振り返る。

　役員の数が増えすぎた反省から、取締役は半分の３０人に減らされ、常務役員が新設された。トヨタカップを全員で見る習慣はなくなった。強く、大きくなった組織をどうまとめ、強さを継承していくか。全社を挙げた試行錯誤が続く。

(2007年10月2日 読売新聞)

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４２６万台改修　「品質のトヨタ」試練

　米トヨタ自動車販売が２５日、米国内でアクセルペダルの交換など４２６万台の自主改修を発表し、消費者の信頼感に支えられてきたトヨタの「品質神 話」は試練に直面することになった。改修を巡る米高速道路交通安全局（ＮＨＴＳＡ）とのやりとりが円滑に進まなかったことも、米国内で反感を招いたとみら れている。（ニューヨーク　池松洋）

関心

　トヨタの大量の自主改修は、米メディアで大きく報じられた。

　米ウォール・ストリート・ジャーナル紙（電子版）は「安全面で業界ではリーダーというトヨタの名声に傷が付いた」と報じ、ブルームバーグも「トヨタ車は高品質車という評価が危うい」と報じた。

　今回の改修は基幹部品ではなく、ペダルのデザイン改良という技術的には簡単なものだ。フォード・モーターは１０月、運転中の速度自動制御装置が発火する可能性があるとして、トヨタを上回る４５０万台のリコールを発表したが、トヨタほどの関心を集めなかった。

　今夏、高級車「レクサス」に乗った４人の死亡事故が大きく報じられ、もともと高品質イメージが強いトヨタだけに、注目を高めることになったようだ。

反感？

　トヨタは現時点でも「車両自体には欠陥はない。マットを固定していれば暴走はしない」と説明する。ただ、事故を重く見たＮＨＴＳＡは抜本的な対策 を要求し続けた。さらにトヨタが今月２日、「ＮＨＴＳＡは車両そのものの構造には欠陥がないとの報告をまとめた」と発表したが、ＮＨＴＳＡがすぐに「正確 ではない」と反論したことで、米メディアなどにトヨタへの反感が広がったとみられる。

影響

　一方、米アナリストらの間には、現時点でトヨタの業績にはさほど影響がないとの見方が多い。ＮＨＴＳＡが２５日、「アクセルとブレーキを同時に踏 み込んだ際に、アクセルの力が弱まる機能を追加した措置をとりわけ歓迎する」との声明を発表。問題は早期に落ち着くとの観測から、２５日のニューヨーク株 式市場でトヨタの株価は上がった。

　ただ、暴走事故の被害者などがトヨタに対して集団訴訟を起こしており、今後は裁判の行方が注目される。

主な改修措置
▽２０１０年４月から新たな形状のペダルへの無償交換に応じる。
▽１０年初めから、販売店などでフロアマットがずれてもアクセルペダルが戻るようにペダルを一部切って長さを短くする。一部車種ではフロアの高さを低くする。
▽アクセルとブレーキを同時に踏んだ際にアクセルがゆるむ機能を１０年１月から全車種に順次搭載。

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トヨタ「自主改善」強調

　日本では車両に欠陥があり、設計や製作過程にその原因があった場合、メーカーは不具合の状態や原因、改善措置の内容を国土交通省に届け出るよう、 道路運送車両法で求められている。その後、車を速やかに回収し、無償修理することが義務づけられており、これをリコール制度と呼ぶ。

　今回、トヨタはマットが適切に使われていれば問題は生じず、欠陥はなかったとして「自主改善措置」と説明した。日本ではリコールにあたらないためだ。

　一方、米国では車両に問題がなく、自主的に安全を確保する目的で改良・回収などを行った場合も、リコールとして扱われる。米高速道路交通安全局（ＮＨＴＳＡ）も、今回のトヨタの措置を「リコール」と説明している。

（2009年11月27日 読売新聞）

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米トヨタ車改修　品質と安全性総点検の契機に（11月27日付・読売社説）

　トヨタ自動車が、米国で販売した車の暴走事故の再発を防ぐため、過去最大規模の自主改修に踏み切ることを決めた。

　今年８月、カリフォルニアで一家４人が死亡する交通事故が起きた。踏み込んだアクセルペダルがフロアマットに引っかかって戻らず、スピードが落ちなかったのが原因だった。

　トヨタはこの事故を受け、「プリウス」「カムリ」など８車種を対象に、フロアマットやアクセルペダルを交換する。改修対象は４３０万台と、トヨタの米国の年間販売台数の２倍近くに達し、数百億円の費用がかかるという。

　「高品質で安全」というブランドイメージを守るため、ユーザーの不安を早めに取り除くことが最重要と判断したのだろう。二度と悲惨な事故を繰り返さぬよう、安全対策に万全を期してほしい。

　問題となった事故について、トヨタは「フロアマットを適切に敷いていれば防げた。車両に欠陥はない」と主張してきた。

　だが、米運輸当局は車両にも問題があった可能性を指摘し、リコール（無償の回収・修理）などの抜本対策を求めていた。

　改修は、米運輸当局の意向も踏まえ、部品の交換も含む本格的なものだ。車両の欠陥はないとしながらトヨタが大規模な改修に踏み切る背景には、トヨタ車への信頼の揺らぎもある。

　米国の民間団体が選ぶ「２０１０年の最も安全な車」２７車種に、トヨタ車は１車種も選ばれなかった。韓国車などの品質向上で、トヨタをはじめとする日本車の優位性は急速に縮小している。

　今回の改修を早期に完了し、消費者の信頼回復に全力を挙げなければなるまい。環境技術や生産効率を重視するあまり、安全性に思わぬ落とし穴はないか、もう一度総点検することも重要だろう。

　改修の対象となる８車種のうち４車種は、日本でも販売されている。トヨタは「問題となったフロアマットは日本では使われていない」として、日欧などでは改修は見送る方針だ。

　だが、日本にも不安を感じているユーザーがいるはずだ。米国の事故の原因や対策を、日本のユーザーにきちんと説明することが必要だろう。

　米国の改修では、アクセルが戻らない緊急時にブレーキを踏めば、ブレーキを優先する機能が一部車種に追加される。同様の機能はドイツ車ではすでに一般的だ。日本で発売される新型車にも、早期の採用を検討してはどうか。

（2009年11月27日01時33分 読売新聞）

(72)

据新华社北京11月28日电（记者徐博）记者28日从国家认监委获悉，我国已有2000多个政府部门通过了ISO9000质量管理体系认证。以提高质量为核心、强调过程方法的ISO9000 ...

(71)


Nov.2,209
hc
看來要到桃園...家才可能全數報到
對了 最近魯拜集英譯150周年 BBC有個1小時之專門節目
這是the Bible 英譯之後最大的盛事
--
我看了。一開始有克林頓的演講畫面，他引用了「冥冥有手在寫」

一詩。

---
中華電信MOD(多媒體隨選視訊)近期是非不斷，日前才被壹傳媒集團「動新聞」的爭議掃到，今(27)天又被消基會點名MOD契約中，有17%條文對消費者不公平。同時，業者在廣告中提及可收視無線台，卻有某些內容無法收看，已明顯違反公平交易法。消基會認為，這已涉及廣告不實， ...

(70)

America in Search of Itself: The Making of the President, 1956–1980

(1982) Chinese translation , Taipei: USIS, 1984.
The 12th chapter on 1980 census is very good.

台灣戴明圈 60-69

台灣戴明圈


(69)
諸君：

反正，
我已與賢夫有言在先：
「老爺，您別攔我，這次羅斌的畫展，
就算當褲子，我也要卯起來大買特買！」
http://blog.roodo.com/michaelcarolina/archives/10859203.html


您誠摯的
卡洛玲子
---
2009/12/06~2010/01/31 羅斌‧畫展‧樂樂

12月6日上午老娘我考完日檢
就要去樂樂佈展掛畫，準備當天的開幕式
開幕式採什麼形式呢？
老實說，大忙人的我們，目前都還沒有具體構想

反正，有羅斌，在樂樂
一定是要吃吃喝喝天南地北大聊特聊
精神和肉體雙重滿足

或者，乾脆就來個potluck party?
親朋好友每個人拎個一酒一菜來，共襄盛舉
（比照吳豪人的台版料理東西軍，大家再評比誰帶的酒菜名列第一！）

反正，我已與賢夫有言在先：
「老爺，您別攔我，這次羅斌的畫展，
就算當褲子，我也要卯起來大買特買！」


活動訊息‧胡慧玲／文 羅斌／圖 林以加／攝影


延伸閱讀：
樂樂台北
大稻埕半日遊

(68)
Dear J-M,

In the Oxford dictionary of Music, the date of Saint François d'Assise world première is in early December. I am confusing. Would you mind checking the French source for me?

"Saint François d'Assise is an opera in three acts and eight scenes by French composer and librettist Olivier Messiaen, written from 1975 to 1983. It concerns Saint Francis of Assisi, the title character, and displays the composer's devout Catholicism. The world première took place in Paris on November 28, 1983...."
--

Dear HC,

I confirm : The world première of the Opera "Saint François d'Assise" in three acts and eight scenes, by Olivier Messiaen, took place in Palais Garnier, Paris, on November 29th, 1983 (not 28th)

Best wishes

Jean-Marie

(67)

Gresham College, Where the Royal Society First Met

The Latin motto of the Royal Society, Nullius in verba, translates as "On the words of no one", or "take nobody's word for it". The full quotation from Horace is Nullius addictus judicare in verba magistri which means "Not compelled to swear to any master's words". This is interpreted by the Society as "an expression of the determination of the Fellows to withstand the domination of authority (such as in Scholasticism) and to verify all statements by an appeal to facts determined by experiment".^[5]

(66)

Drucker on Leadership: New Lessons from the Father of Modern Management (Hardcover)

~ William A. Cohen PhD (Author)

A fresh look at vital lessons from "The Father of Modern Management"–exploring Peter Drucker's teachings on leadership

As we approach what would have been his 100th birthday, the late Peter Drucker's management principles continue to be studied and applied by managers all over the world. Though many seek his lessons on the central element of management-leadership-he in fact wrote relatively little under this actual subject heading. Now, for the first time, William A. Cohen, a former student of Drucker's and a leadership expert and author in his own right, brings together Drucker's reflections on leadership, culled from his 40 books and hundreds of articles. Explaining why there is so little know about Drucker's ideas on leadership, this book is a must-read for students and

• Hardcover: 304 pages
• Publisher: Jossey-Bass (November 16, 2009)

1. Strategic planning is the first priority of the leader. Drucker believed that the leader's job was to create the desired future for the company or the organization. The leader needed to be intimately involved with the strategic direction.

2. Ethics and integrity are critical for leader effectiveness. Character and ethical behavior are of central importance for the leader. According to Drucker, followers might forgive leaders for mistakes, but will not forgive a lack of integrity.

3. Model the military. Peter Drucker had great respect for how the military developed leadership, with an emphasis on character and leaders as positive role models. The military's emphasis on commitment and "taking care of your people" are examples of what Drucker admired about military leadership.

4. Motivation: Treat employees like volunteers. Peter greatly admired nonprofit organizations, and he extracted leadership lessons from them. If a leader treats employees as if they were volunteers - free to leave at any time - the leader pays greater attention to the non-monetary needs of workers, and moves from transactional motivation to transformational motivation.

5. Leaders should be marketers. This surprising lesson really means that leaders should be focused on the customer, and be concerned about how customers view the organization and its products or services. The leader must set the tone for how the organization is viewed, and be its best representative.

Although little of Peter Drucker's writings focused on leadership, there are many lessons for leaders in his work. Our thanks to William Cohen for highlighting them.

(65)

Dear HC,,

昨日Dick Lee來訪 他已白髮蒼蒼

我們談了舊事 一些老朋友的近況 也說了些Connector的可能發展

我請他中午便餐 同時贈2009年會之書一套

今天去看朱董事長 他向您問好

他們新任總經理比較cost-driven 已經退出A-team

朱董雖有不同看法 仍然尊重

我增書三套

Best rgds

David Hsu
----
送鄭處長 鄭總裁 梁經理 葉總經理等

(64)

昨天談到此事 以及台灣風行的吊點滴 和可怕的健保局 "洗腎"之支付 台灣八成原料為沈醫師投資之公司供給
衛生署發警訊：服Sibutramine減肥藥心臟病發作風險較高500 【19:20】
自由時報
〔記者王昶閔／台北報導〕衛生署昨晚發佈警訊指出，美國發現使用含Sibutramine減肥藥的病患，有較高的心臟病發作、中風等心血管疾病風險，但兩者間是否有直接關連，尚須進一步釐清，提醒醫師與民眾注意。 衛生署藥政處處長康照洲表示，美國藥物食品管理局在十一月二十日 ...

(63)
1979我們曾經參與其事 30年前 竹北TECHNOLOGYNOVEMBER 26, 2009, 8:29 A.M. ET EU Charges TV Tube Manufacturers

BRUSSELS -- The European Commission Thursday said it has sent formal antitrust charges to cathode ray tube manufacturers, used in televisions and computers, on suspicion that they operated a cartel.

Dutch electronics company Royal Philips Electronics NV confirmed that it had received the commission's charges known as a statement of objections, and was preparing a response.

(62)

沒想到日元-美元 是87: 1

《經濟通通訊社26日專訊》杜拜主權投資公司杜拜世界（dubai world）延遲還債，作為債權人之一的匯豐控股（00005），其倫敦股價受壓，一開市已跌1﹒5％，至7﹒3英鎊（約93﹒6港元），跌幅一度擴大至4﹒5％，報7﹒077英鎊（約５９０﹒8港元）。 總負債達590億美元的杜拜 ...

(61)

Apple's iPhone is set to go on sale in South Korea, a country that prides itself on cutting-edge technology but where the government raised trade barriers on smart phones.

無意間看到Discovery 介紹
The Korea Train eXpress (KTX) is South Korea's high-speed rail system, which connects the capital Seoul to Busan and Mokpo. Operated by Korail, the train's technology is largely based on the French TGV system, and has a top speed of 350 km/h, limited to 300 km/h during regular service for safety.^{[1]
準時率 98%.}

(60)
苑老師

剛剛在台大網 和哲學系網站都沒找到Elias 資訊 pr真不夠
收到你回信 了解 我想辦法
---
今天洪醫師問我什麼叫 pr

台灣戴明圈 50-58

台灣戴明圈

苑老師

昨夜參加 Elias 討論會 有一提案 請 參考

我今年參加過幾次台大哲學系您主持的演講 都很精彩
我認為他們的論文和演說討論等都可以翻譯整理出來 如此2年可以出一本書 由 ntu press 或我找人幫你出版

申請個助理 幫忙...請參考

(59)

苑老師

昨夜參加 Elias 討論會 有一提案 請 參考

我今年參加過幾次台大哲學系您主持的演講 都很精彩
我認為他們的論文和演說討論等都可以翻譯整理出來 如此2年可以出一本書 由 ntu press 或我找人幫你出版

申請個助理 幫忙...請參考


(58)
NOVEMBER 25, 2009, 7:00 P.M. ET wsj
Toyota to Fix Gas Pedal on Recalled Cars

DETROIT—Toyota Motor Corp. said it will fix the gas pedal on about four million vehicles in the U.S. to address sudden-acceleration problems, as the Japanese auto maker tries to repair its reputation amid the company's biggest recall to date.

The remedy covers eight Toyota and Lexus models in which floor mats caused the gas pedal to get stuck, and involves trimming the pedal. The new measures, announced Wednesday, are expected to get under way in January. They affect the Japanese auto maker's core products: the Camry sedan, the top-selling passenger car in the U.S.; and the eco-friendly Prius, the best-selling ...

(57)
送書給洪醫師時 發現將怡香茶園寫成 茶圓 因為我按錯

(56)
胡適 晚年不贊成 將他30年前和梁啟超先生列 出的"國學要目"再印
Deming 在 Out of the Crisis 列出的比較可靠 因為他80幾歲啦

(55)
難得談WARRANTY

The psychology of warranties

By The Economist
From The Economist
Published: November 25, 2009

CUSTOMERS tend to agonise over the relative merits of different models of electronic goods such as digital cameras or plasma televisions. But when they get to the till, many spend freely on something they barely think about at all: an extended warranty, which is often more profitable to the retailer than the device it covers.

Shoppers typically pay 10-50% of the cost of a product to insure it beyond the term covered by the manufacturer’s guarantee. The terms of these deals vary (and there is often a great deal of fine print), but they usually promise to repair or replace a faulty device for between one and four years. Yet products rarely break within the period covered, and repairs tend to cost no more than the warranty itself. That makes warranties amazingly profitable: they generate over $16 billion annually for American retailers, according to Warranty Week, a trade journal.

So why, asks a paper published in the December issue of the Journal of Consumer Research, do so many consumers still buy extended warranties? The authors—Tao Chen of the University of Maryland, Ajay Kalra of Rice University and Baohong Sun of Carnegie Mellon University—examined purchase data from a big electronics retailer for over 600 households from November 2003 to October 2004. They concluded that the decision to buy a warranty had a great deal to do with a shopper’s mood.

If a customer is about to buy something fun (ie, a plasma television rather than a vacuum cleaner), he will be more inclined to splash out on extra insurance. This is because consumers value “hedonic” items over utilitarian ones, regardless of the actual price tag. This is especially true if the item is on sale, as finding an unexpected bargain leaves buyers feeling flush and pleased. The study also found that poorer consumers are more likely to buy “potentially unnecessary and overpriced insurance”, because they are more worried about the expense of replacing a product if it breaks.

The popularity of warranties should logically depend on the likelihood of a product’s failure, says Mr Kalra. But although most policies go unused, he admits that the emotional tranquillity that comes with buying a new warranty is not in itself without value, even if “rationally, it doesn’t make sense”.

經濟學人：買延長保固很值得？小心多花你5成的錢

作者：經濟學人 　出處：Web Only 2009/11

數位相機、電漿電視等電子產品型號繁多、各有優點，常讓消費者十分掙扎。但在結帳櫃台前，很多人會毫不考慮地購買延長保固，而對於零售商來說，延長保固的獲利常常會超過被保固的商品本身。

購物者通常得付出商品價格的10-50%，添購製造商保固之外的延長保固。延長保固方案的內容各有不同，大多是在1到4 年內提供維修或是故障品替換。不過，產品很少會在保固期限內損壞，維修成本也不太會超過保固費用，因此保固的獲利非常可觀，據估計，美國零售商提供保固服 務的年收入超過160億美元。

為什麼有那麼多消費者會購買延長保固？三位學者分析了600個家庭於03年11月到04年12月間的大型電子零售店購買紀錄，他們的結論是：購買保固與否，主要與購物者的心情有關。

如果消費者想買的是件有趣的東西，例如電漿電視就比吸塵器有趣，就比較願意花錢購買額外保固。這是因為在消費者心中，不管實際價格如何，「享樂用品」會比功能性物品珍貴。這種情況在特價時尤其明顯，因為發現意料之外的特價，會讓消費者心情格外愉快。

研究者還發現，比較窮的消費者更有可能購買「也許沒有必要、而且訂價過高的保固」，因為他們比較擔心一旦商品壞掉，得再花錢買一個新的。

其中一位研究者表示，照邏輯來推斷，保固的普遍性應該取決於商品損壞的可能性，但他也承認，雖然大部分的保固都用不到，購買保固的情感作用並不是沒有價值，即使那實在不合理。（黃維德譯）

(54)
林公
王先生來電 才知道 應該是週六 12日

紀念Russell Ackoff(1919-2009)十二月十二日(週六)

(53)
“三鹿”毒奶粉案兩主犯被處死刑
中國對兩名在三鹿毒奶粉案中製造並銷售有三聚氰胺的原奶的人員執行死刑。在這樁醜聞中﹐至少6名兒童死亡﹐超過30萬兒童患病。

(52)

Cash crisis LMU criticised

The problem arose because the Higher Education Funding Council for England (HEFCE ) only provides universities with money for a student who sits all their exams at the end of the year.

LMU admitted it counted students as having completed the period if they moved into the next year, regardless of whether they had sat all exams.

Under the LMU's definition, just 3% of students failed to complete the year. Under the real definition the non-completion rate was 30%.

(51)
--- 公孚

品質學會品質知識社群(QKC)研討會
時間：98年11月25日 (星期三)19:00--20:50
地點：品質學會九樓會議室
報告專題：品質落差指標建構-由委員,經營者,員工,顧客四個角色之衡量
主講人：邱裕賓老師 元智大學管理研究所博士
主持人：鄭期霖博士

鍾漢清和他的戴明博士紀念研習會

我與鍾漢清先生是在的品質學會相識的，知道他曾在工研院電子所、飛利浦公司、摩托羅拉公司、及杜邦等公司服務過，因此對最先進的技術與管理，有透徹的認識。又兼他愛書成癖，雖有屋多間，總是堆滿圖書，而自己坐擁書城，樂此不疲。

「華人戴明學院」是鍾漢清先生從杜邦公司離職後所創辦，他將「戴明哲學的學習共同體 ，致力於淵博型智識系統的研究、推廣和運用。」作為其成立宗旨，為此投下許多心力從事戴明著作的翻譯與理念推廣工作，早已成為台灣戴明學的重鎮。

去年更在他的母校東海大學設立東海戴明學者講座，並出版《東海戴明圈：2008年東海戴明學者講座》一書，紀錄他的戴明研究心得，並邀請戴明大弟子講座主講者威廉･謝爾肯巴赫先生介紹戴明的＜淵博知識體系＞。

今年他舉辦2009年戴明博士紀念研習會，出版《轉型：紀念戴明博士2009----統計品管可靠性與新經濟學 》，由他自己親自主講，＜從戴明學派的"四書五經"看轉型＞，另邀請官生平教授講＜統計製程品管 (SPC) ＞，簡英哲博士講＜可靠性設計DFR (Design For Reliability)＞，郭展先生講＜失效模式（FMEA）在緊固件熱處理製程上之應用＞，為「華人戴明學院」留下一筆可貴的資產。

如今，鍾漢清先生有感於另一位在作業研究，系統思考與管理這一領域的先驅Russell Ackoff 教授(1919-2009)在上月二十九日去世。

他準備在十二月十一日(週六) 1000-1600，於台北市新生南路三段88號2樓華人戴明學院舉辦紀念會，明年為他出版專書，他歡迎對Russell Ackoff 教授有點認識的同道，共襄勝舉。

報名電話：02-23650127

(50)
http://taiwanpedia.culture.tw/web/content?ID=19459
今天台灣大百科的熱門辭條之一

可靠度預估
Reliability prediction

分類：〔工程技術〕 > 〔尚未分類〕

撰稿者：

褚

-----
Kevin
不知道有幾個老闆知道這玩意及其重要性！
--
hc
假設這很重要
跟據近幾年跟蹤 recalls 之經驗 它沒什麼效果
讀 Deming 的 書 可以發現許多相關的片譬如說 無法作廠內測試來預測將來出廠的情況

台灣戴明圈 40-49

台灣戴明圈

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《荒涼山莊》狄更斯鬼魅小說集 Dickens in Taiwan 2009

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威廉愛德華茲戴明，擦洗地板大學的全面質量管理大師
其中的一個負責業務的成功戰後日本和有眼光的高質量的產品 ...

由路易斯Miravitlles約韋爾

“這些年來嚴峻 ...”於是開始一個最重要的自傳體作品威廉愛德華茲戴明。在它指的是他艱難的過渡從懷俄明大學，他畢業電氣工程於 1921年。

這個男孩，出生於 1900年10月在一個簡陋的家中蘇城（愛荷華州），17歲了她所有的錢，走了幾英里從火車站到懷俄明大學。從那時起，至今還記得年輕的戴明清掃及拖地的正殿。

這些消息來源是非常重要的挑戰，他非常成功的職業生涯。從那裡開始他的三個最重要的素質，謙遜，緊縮開支和服務的意願。

1925年，戴明收到他的主人來自科羅拉多州的數學和博士學位，1928年在耶魯大學物理系。不久之後，他開始工作在農業部的美國，在那裡他種植的知識基礎，他被稱為：統計和非凡的嚴肅性和一致性的所有要求。

當年，陳德銘會見了沃爾特休哈特，一個知名成員的技術人員的貝爾電話，誰建議他運用自己的知識管理。 1939年，戴明合作始於美國人口普查辦公室，後來，開始任教於斯坦福大學。

在這些教室，戴明發現，大多數的美國人誰湧到他的課，不重視對應用程序的統計質量改進和管理。因此，結論是，戴明質量可大大改善只有“高層管理人員”參與了解決方案。

失望的影響有限，他的理論在美國企業在1947年加入了團隊領導的道格拉斯麥克阿瑟將軍，負責促進日本的重建。它在那裡，他出示了爆炸。被破壞的日本經濟是完美的滋生地為他們的發展的經營理念。

根據主持JUSE（日本聯盟的科學家和工程師），他的理論的傳播戴明的全面質量管理和高層管理人員最大的公司在該國。

他的經驗開始在日本出版。但在當時，戴明拒絕收取專利使用費的出版物。因此，以表彰他的工作和他的慷慨，1950年12月，成立了國際公認的JUSE戴明獎表彰的優秀質量管理。

1960年，日本首相岸信介，代表裕仁天皇授予戴明博士在日本瑞寶命令中承認他的貢獻，日本產業再生。

成功的日本公司在世界上引起了關注高級管理人員對美國的戴明理論。回到美國，在1980年，戴明出演了NBC的節目播出，題目是“日本能...為什麼我們不能？”因此，其服務的需求大幅增長。

1982年，麻省理工學院出版了一本書，綜合他的戴明的管理理論在其著名的“14點”，以提高質量和“七病”，防止它（後來在1986年重新發行）。

據戴明，引導公司走向全面質量管理，文化變革是必要的，這是唯一可能的長期承諾的高層管理人員。在本質上，反映自己的生活，也許是為什麼那麼其對業務一直如此重要，深刻而持久的。

在其職業生涯，陳德銘接到幾十個學術獎。其中有博士強調的各種榮譽和獎金，他整個職業生涯獲得由國家科學院，美國於 1988年。

1993年，戴明博士出版了他的最新著作，其中還推出了其著名的“管理系統基礎上的深刻認識。”在同年12月去世，在他的家在華盛頓包圍他的家人。

William Edwards Deming, de fregar el suelo de la universidad a gurú de la calidad total

Uno de los responsables del éxito empresarial del Japón de la posguerra y un visionario de la calidad del producto...

Por Luis Miravitlles Jover

"Aquellos años austeros…" Así comenzaba una de las más significativas piezas autobiográficas de William Edwards Deming. En ella, hacía referencia a su difícil paso por la Universidad de Wyoming, donde se graduó en Ingeniería Eléctrica en 1921.

Este muchacho, nacido en octubre de 1900 en un humilde hogar de Sioux City (Iowa), a los 17 años tomó todos sus ahorros y caminó unas cuantas millas desde la estación de ferrocarril hasta la Universidad de Wyoming. De aquella época, todavía se recuerda al joven Deming barriendo y fregando el suelo del hall principal.

Aquellos difíciles orígenes fueron determinantes en su exitosísima carrera profesional. De ahí provienen tres de sus cualidades más importantes, la humildad, la austeridad y la voluntad de servicio.

En 1925, Deming obtuvo un master en Matemáticas en Colorado y en 1928, un doctorado en Física en Yale. Poco después, entró a trabajar en el departamento de Agricultura de los Estados Unidos, donde cultivó la base de los conocimientos por los que se hizo conocido: la estadística y un extraordinario rigor y constancia en todos sus planteos.

En aquellos años, Deming conoció a Walter Shewhart, reputado miembro del staff técnico de la telefónica Bell, quien le sugirió que aplicara sus conocimientos al management. En 1939, Deming empezó a trabajar en la oficina norteamericana del Censo y, tiempo después, comenzó su actividad docente en Stanford.

En aquellas aulas, Deming comprobó que la mayor parte de los directivos estadounidenses que acudían a sus clases, no daban importancia a la aplicación de la estadística en la mejora de la calidad y de la gestión. Así, Deming concluyó que la calidad solo podía ser mejorada sustancialmente si el "top management" se involucraba en la solución.

Decepcionado por la escasa repercusión de sus teorías entre los empresarios norteamericanos, en 1947 se unió al equipo dirigido por el General Douglas Mac Arthur, encargado de promover la reconstrucción del Japón. Y fue allí donde se produjo su gran eclosión. La devastada economía nipona fue el perfecto caldo de cultivo para el desarrollo de su filosofía empresarial.

Bajo los auspicios de la JUSE (Japanese Union of Scientists and Engineers), Deming difundió sus teorías sobre la calidad total y el management a la alta dirección de las compañías más importantes del país.

Sus lecciones empezaron a publicarse en todo Japón. Pero en aquel momento, Deming se negó a cobrar royalties por sus publicaciones. Así, en reconocimiento a su trabajo y a su generosidad, en diciembre de 1950, la JUSE instituyó el internacionalmente reconocido Premio Deming que galardona la excelencia en la gestión de la calidad.

En 1960, el Primer Ministro japonés, Nobusuke Kishi, en nombre del Emperador Hirohito, concedió al Dr. Deming la Orden Japonesa del Sagrado Tesoro, en reconocimiento a su contribución al renacimiento de la industria japonesa.

El éxito de las empresas japonesas en el mundo atrajo las miradas de la alta dirección americana hacia las teorías de Deming. De vuelta a los Estados Unidos, en 1980, Deming protagonizó un programa emitido por la NBC con el título de "Si Japón puede… ¿Por qué no podemos nosotros?" Así, la demanda de sus servicios creció espectacularmente.

En 1982, el MIT publicó un libro donde Deming sintetizaba su teoría de gestión basada en sus famosos "14 puntos" para impulsar la calidad y en las "siete enfermedades" que lo impiden (reeditado posteriormente en 1986).

Según Deming, para orientar a una empresa hacia la calidad total, es necesario un cambio cultural, que sólo es posible con el compromiso a largo plazo de los directivos de primer nivel. En el fondo, un fiel reflejo de su propia vida y, probablemente, es por ello por lo que su impacto en el mundo empresarial ha sido tan importante, profundo y duradero.

En el transcurso de su carrera, Deming recibió docenas de reconocimientos académicos. Entre ellos, se destacan diversos doctorados "honoris causa" y el premio a toda su carrera otorgado por la Academia Nacional de las Ciencias Americanas en 1988.

En 1993, Dr. Deming publicó su último libro, en el que introdujo su también famoso "sistema de gestión basado en los conocimientos profundos". En diciembre de ese mismo año, murió en su casa de Washington rodeado de su familia.

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8o年代 戴明博士經常說起 :"我點燃過許多處的火苗 可它們都熄滅了" (Dr. Deming often said, "I lit many fires, but they all went out.")

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經濟新潮社即將搬家，自2009年11月30日（星期一）起，會在新地址上班：

Please notice we'll move to new office and new phone number after Nov. 30, 2009:

新地址：104台北市中山區民生東路二段141號5樓

New Address: 5F, No. 141, Sec.2, Minsheng E. Rd., Taipei City 104, Taiwan

New Tel：( 02 )2500-7696 ext 2765.

New Fax：(02) 2500-1955

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Dear HC,,

在此書的Forword內提到 此書經過 Deming Expert: William Scherkenbach and Heero
Hacquebord等之背書 我掃瞄ㄧ下 似乎可以做為入門讀本

Best rgds

David Hsu
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很不錯的正規入門作 應可翻譯

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Dear HC,,
豐田方式與本田兵法

書已收到 且容我看個幾天再寄給你

若有急用請告知

Best rgds

David Hsu

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Formosa Groug knew it.
立法院決議要求經濟部應立即停止推動「DRAM 產業再造計畫」，經濟部長施顏祥率工業局長杜紫軍今 (23) 日到立院專案報告 DRAM 產業再造，希望尋求翻案。不過，成效仍不理想，多位立委在質詢時都不願支持翻案，並表示立院已決議，經濟部硬闖是不智之舉。

立法院經濟委員會今天審查國營事業漢翔 99 年度營業預算，但政府公布 DRAM 產業再造方案，立院決議，要求經濟部應立即停止推動「DRAM 產業再造計畫」，並停止國發基金對台灣創新記憶體公司 (TIMC) 的資金挹注。為此，經濟部長施顏祥率工業局長杜紫軍今天到立院專案報告 DRAM 產業再造，希望尋求立委的支持，並讓「DRAM 產業再造計畫」「應即停止推動」決議有「翻案」的機會。經濟部長施顏祥在報告中指出，透過 TIMC 與爾必達 (Elpida) 的策略聯盟，取得爾必達 9.5% 的股權，建立策略聯盟，再透過技術入股的策略聯盟方式，TIMC 可取得爾必達的 IP 與產品使用權，無需支付權利金或技術移轉金。

報告進一步指出，透過入股得策略聯盟，可取得爾必達的 DRAM 智財權、製程技術、產品設計及產品的使用授權，並藉此 TIMC 可快速拉近與國際母廠間的技術差距，並研發自有先進技術，有助台灣 DRAM 產業技術扎根。不過，多位藍綠立委在質詢時都明白表示，不願支持「DRAM 產業再造計畫」翻案，還指出，施顏祥一定是受了高層壓力才會來立院尋求翻案。但施顏祥不願回應只表示，一定會跟委員溝通，讓計畫通過。

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David Hsu 說:

"這裡抄錄一段Deming對CPK的批評

This simple illustration should put to rest forever use of measures of dispersion like Cpk, as it has no meaning in terms of loss. Moreover, it can be decreased to any value merely by widening the specifications.

不過他是強調吾人應持續改善 使結果持續接近中心值(或目標值)

不應以改善CPK為滿足

因為你只要放寬規格就可以改善CPK了

所以要如何持續改善呢？....."

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中美關係與國際法/杜蘅之著.--二版.--台灣商務.--民71[1982] .
中美實質外交與其他國際法問題, 578.252/8476, 杜蘅之, 商務
遊美小品/杜蘅之著 .--再版 .--臺北市：大林, 1981[民70]
美國與美國人/杜蘅之撰 .--臺北市：大林, 1980[民69]


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Liu Kuo-sung (b. 1932)
Sun/Moon Symmetry, 2008
Ink and colour on paper
62 x 29 1/2 inches (158 x 75 cm)

‘Beyond China’ is an ambitious exhibition of ten contemporary artists from Taiwan, all of whom represent the best of the New Ink Painting—the contemporary expression of the classical brush and ink style developed over the centuries. This exhibition highlights some of the most significant work being done by the most distinguished practitioners of the New Ink Painting beyond the Chinese mainland.

The works of these artists range from the neo-classical to the avant-garde and from those who have long been internationally established (Liu Kuo-sung, Tong Yangtze, Yuan Jai, Lo Ch’ing, Yu Peng, and Ho Huai-shuo) to the emerging younger generation of brilliant exponants (Fay Ku, Pan Hsin-hua, Yao Jui-Chung, and Chun-yi Lee). Each with their own distinct style, these artists represent different trends in the development of contemporary Chinese ink painting.

Ink painting, as expressed in calligraphy and monumental landscape painting, is the foundation stone of Chinese culture. While this tradition was interrupted in Mainland China because of the Cultural Revolution, Taiwan has benefited from an unbroken link with China’s cultural past.

In the past three decades, Taiwan has experienced enormous technological and economic development, which has in turn prompted its artists to search for ways to convert their culture’s traditional aesthetic into work that is relevant to the contemporary world. While all of these artists have benefited from a rigorous foundation in the brush and ink tradition, they have evolved in different adventurous ways to express the reality of modern Asia with a new pictorial language.

Opening Reception Friday, 30 October 2009, 6 – 8 PM

Michael Goedhuis, London
16 Bloomfield Terrace
London SW1W 8PG
Phone: +44 (0) 20 7823 1395
Web: www.michaelgoedhuis.com

十位來自台灣的現代藝術家在倫敦舉行聯展「中國之外：來自台灣的新水墨畫」（Beyond China:The New Ink Painting from Taiwan ），被譽為二○○九年倫敦亞洲藝術畫廊展出中，策畫精緻，最具宏觀性的展覽之一。

　「中國之外：來自台灣的新水墨畫」結集了劉國松、何懷碩、于彭、羅青、袁旃、李君毅、潘信華、董陽孜、姚瑞中、顧詠德、李真等具國際知名 度或獨樹一幟的台灣藝術家。這項從優雅新古典到風格前衛的水墨創作展，反應了台灣過去三十年在中國傳統水墨技巧和現代藝術創作間的巧思與創意。

　展覽策展人古德赫斯（Michael Goedhuis）表示，書法和水墨山水是中國文化的基礎。相較於受到文化大革命干擾的中國，台灣在這一方面比中國大陸幸運。

　從紐約大都會博物館、波士頓現代美術館，以及其他相關機構均準備於未來兩年內，陸續推出大型中國現代水墨展的趨勢觀察，古德赫斯預言，「現代水墨作品將是下一波國際藝術市場的新潮流。」

Charles West Churchman

C. West Churchman, ca. 1970

Charles West Churchman (29 August 1913 – 21 March 2004 Bolinas, California.) was an American philosopher and systems scientist, who was Professor at the School of Business Administration and Professor of Peace and Conflict Studies at the University of California, Berkeley. He is internationally known for his pioneering work in operations research, system analysis and ethics.^[1]

Contents [hide] 1 Biography 2 Work 3 See also 4 Publications 5 References 6 External links

Biography

Churchman was born in Philadelphia in 1913, Pennsylvania, to Clark Wharton Churchman and Helen Norah Fassitt, descendents of old line Philadelphia families. His first intellectual love was for philosophy and this far-ranging love for wisdom captivated him to the end of his life.^[2] He studied philosophy at the University of Pennsylvania, where he was admitted to the Zeta Psi fraternity. He earned a bachelor's degree in 1935, a master's in 1936, and a PhD in 1938, all in philosophy. One of his teachers was Edgar A. Singer, who had been a student at Harvard of the philosopher and psychologist William James.

Before completing his dissertation, in 1937, he became Instructor of Philosophy, also at the University of Pennsylvania. Upon finishing his degree, he was appointed Assistant Professor at the University. During World War II, Churchman headed the mathematical section of the U.S. Ordnance Laboratory at the Frankford Arsenal in Philadelphia and devised a way to test small arms ammunition and detonators based on the statistical methods of bioassay.^[1] He also investigated the theory of detonation, applying high-speed photography. In 1945, back in Pennsylvania he was elected Chairman of the Department of Philosophy. In 1951, Churchman moved to the Case Institute of Technology in Cleveland, Ohio, and until 1957 he was Professor of Engineering Administration at Case. In 1957, he joined the faculty of the University of California, Berkeley and remained there until his retirement.

During 1946-1954, he served as the secretary and program chairman of the American Philosophy of Science Association. He is a fellow of the American Association for the Advancement of Science. Churchman was a founding member of TIMS, now INFORMS, and served as its ninth president in 1962. In 1989, Churchman was elected president of the International Society for the Systems Sciences.

Churchman edited the journal Philosophy of Science for a long period beginning in 1948. He also served as the first editor-in-chief of the journal Management Science in 1954.

Churchman’s honors include the Academy of Management’s Best Book in Management Award and the McKinsey Book Award, both in 1968.^[3] His work was further honored through three honorary doctorates given to him by the Washington University in St. Louis in 1975, the University of Lund, Sweden in 1984, and the Umeå University, Sweden in 1986. In 1983, Churchman received the Berkeley Citation, one of the campus's highest awards. In 1999 he received the LEO Award for Lifetime Exceptional Achievement in Information Systems.

Churchman has been cited by Noam Chomsky as the only professor from whom he learned anything as an undergraduate. European students of C. West Churchman are Werner Ulrich and Kristo Ivanov who developed his work in related fields^[4] and contributed to its diffusion in Europe.

Work

Churchman made significant contributions in the fields of management science, operations research and systems theory. During a career spanning six decades, Churchman investigated a vast range of topics such as accounting, research and development management, city planning, education, mental health, space exploration, education, and peace and conflict studies.^[1]

See also

Systems science portal

• Boundary critique
• Noam Chomsky
• Co-Design
• Formal science
• Debora Hammond
• Werner Ulrich
• Kristo Ivanov
• Umeå University
• Ludwig von Bertalanffy

Publications

Churchman wrote some 15 books and edited another 9 books:^[5]

• 1938, Towards a General Logic of Propositions, Ph.D. Dissertation.
• 1940, Elements of Logic and Formal Science, J.B. Lippincott Co., New York.
• 1940, Euclid Vindicated of Every Blemish, Translator, Saccheri's.
• 1946, Psychologistics, with Russell L. Ackoff.
• 1948, Theory of Experimental Inference, Macmillan Publishers, New York.
• 1950, Methods of Inquiry: Introduction to Philosophy and Scientific Method, with Russell L. Ackoff, Educational Publications, St. Louis, Missouri, Missouri.
• 1956, Costs, Utilities, and Values, Sections I and II.
• 1957, Introduction to Operations Research, with Russell L. Ackoff & E.L. Arnoff, J. Wiley and Sons, New York.
• 1960, Prediction and Optimal Decision, Prentice Hall, Englewood Cliffs, New Jersey.
• 1968, Challenge to Reason, McGraw-Hill, New York.
• 1968, The Systems Approach, Delacorte Press, New York.
• 1971, The Design of Inquiring Systems, Basic Concepts of Systems and Organizations, Basic Books, New York.
• 1975, Thinking for Decisions: Deductive Quantitative Methods, Science Research Associates, Chicago, Illinois.
• 1979, The Systems Approach and Its Enemies, Basic Books, New York.
• 1982, Thought and Wisdom; The Gaither Lectures, Intersystems Publications, Seaside, California.

Books edited by C.West Churchman.

• 1947, Measurement of Consumer Interest, ed. with Russell L. AcKoff , and M. Wax.
• 1959, Measurement: Definitions and Theories, ed. with P. Ratoosh.
• 1959, Experience and Reflection by Edgar A. Singer, Jr., ed.
• 1960, Management Sciences, ed. with M. Verhulst.
• 1975, Systems and Management Annual 1975, ed.
• 1976, Design Methods and Theories, ed.
• 1976, World Modelling: A Dialogue, ed. with R.O. Mason.
• 1984, Natural Resources Administration: Introducing a New Methodology for Management Development, ed. with A.H. Rosenthal, and S.H. Smith.
• 1989, The Well-Being of Organizations, ed.

References

1. ^ ^{a b c} Kathleen Maclay (2004). "C. West Churchman dies", UC Berkeley Press Release, 31 March 2004. Retrieved 8 May 2008.
2. ^ Richard O. Mason (2004), "IFORS’ Operational Research Hall of Fame : C. West Churchman" in: Intl. Trans. in Op. Res. Vol 11 pp 585–588
3. ^ C. West Churchman, Ninth President of TIMS 1962, retrieved 22 October 2007.
4. ^ For an extension of Churchman's concepts to philosophy of science in general and informatics or computer science in particular, see Kristo Ivanov (2002), Index to The Design of Inquiring Systems. Retrieved 9 April 2009.
5. ^ An overview of his articles is given in: Werner Ulrich (2006), A Bibliography of C.W. Churchman's Writings from 1938 to 2001. Werner Ulrich's Home Page: C.W. Churchman. Retrieved 10 May 2008.

External links

• Ethics and Sustainability Forum
• Appreciation of Churchman by Werner Ulrich.
• C. West Churchman -- groundbreaking philosopher Obituary Notice Extract, by Peter Fimrite, Chronicle Staff Writer, Thursday, March 25, 2004.

An Appreciation of C. West Churchman

(With a Bibliography from 1938 to 2001 and a Postscript of 5 March 2006)

Contributed by Werner Ulrich, 29 August 1999 (last updated 4 Nov 2009)

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Page history: This contribution was first published in the “Luminaries” section of the ISSS web site on 29 August 1999 (original URL: http://www.isss.org/lumCWC.htm). The page was reformatted and relocated to the present URL in January 2005. The main text has remained unchanged since the original publication, except for minor editorial corrections, biographic updates, etc. An Author's Postscript was added on 5 March 2006. References and links are regularly checked and, where necessary, updated; the last such update is of 04 November 2009.

Suggested form of citation: “Ulrich, W. (1999), An appreciation of C. West Churchman (with a bibliography from 1938 to 2001 and a postscript of 5 March 2006). Luminaries of the Systems Approach, Web site of the International Society for the Systems Sciences, http://projects.isss.org/c_west_churchman (last updated 4 November 2009).”

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Contact: Werner Ulrich

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C. West Churchman (born on 29 August 1913 in Philadelphia, Pennsylvania; deceased on 21 March 2004 in Bolinas, California) is probably the most influential philosopher of the systems movement thus far. A founding father of the systems approach as well as the fields of operations research and management science, he represents a rare case of a pioneer who never allowed himself to become absorbed by the mainstream of his colleagues.

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Intellectual Honesty

The systems idea, provided we take it seriously, urges us to recognize our constant failure to think and act rationally in a comprehensive sense. Mainstream systems literature somehow always manages to have us forget the fact that a lack of comprehensive rationality is inevitably part of the conditio humana; most authors seek to demonstrate how and why their systems approaches extend the bounds of rational explanation or design accepted in their fields. West Churchman never does. To him, the systems idea poses a challenge to critical self-reflection. It compels him to raise fundamental epistemological and ethical issues concerning the systems planner's claim to rationality. He never pretends to have the answers; instead, he asks himself and his readers a lot of thoroughly puzzling questions.

I think West has well described the challenge posed by the systems idea in a passage of his book Challenge to Reason (1968a, p. 2):

“How can we design improvement in large systems without understanding the whole system, and if we the answer is that we cannot, how is it possible to understand the whole system?”

I remember very well the intellectual excitement I felt when I first read this question. Finally I found a key to an adequate understanding of the systems idea! It was then, in 1972, that I began to capture the real challenge posed by the systems idea: its message is not that in order to be rational we need to be omniscient but, rather, that we must learn to deal critically with the fact that we never are. What matters is not “knowing everything” about the system in question but understanding the reasons and possible implications of our inevitable lack of comprehensive knowledge. It is because we never know enough that understanding, i.e., critical judgment, becomes essential – not only from an intellectual but also from a moral point of view. Uncertainty about the whole systems implications of our actions does not dispense us from moral responsibility; hence, “the problem of systems improvement is the problem of the 'ethics of the whole system'.” (Churchman 1968a, p. 4)

West's question was an incisive event in my academic life. Never again the systems approach would be the same as before. As Immanuel Kant (1783, p. A190) noted in a famous remark, “he who has once tasted critique will for ever loathe all the dogmatic twaddle with which he was hitherto contented. . . .” Very much in the same way, once I had sensed the intellectual fascination and moral spirit of West's fundamental question, it never again let me return to my previous, “precritical,” understanding of the systems idea. Soon after, I was to meet West – along with Erich Jantsch and Sir Geoffrey Vickers – at the 1972 International Management Symposium in St. Gallen, Switzerland. From then on, I had a new project for the time after my doctoral dissertation: I wanted to work with West Churchman! In 1976, a research scholarship of the Swiss National Science Foundation enabled me to move to the University of California at Berkeley and to become West's disciple.

One of the excitements in working with West during almost five years was to discover the man behind the systems philosopher: an academic teacher of rare intellectual honesty and modesty, a man of deep moral concern, and a friend of great personal warmth. West's spirit comes across well in the H. Rowan Gaither Lectures in systems science he presented to the University of California at Berkeley in May 1981. There he summarized his life-long philosophical quest in a way that everybody who knows him will recognize as an accurate description:

“The design of my philosophical life is based on an examination of the following question: is it possible to secure improvement in the human condition by means of the human intellect? The verb 'to secure' is (for me) terribly important, because problem solving often appears to produce improvement, but the so-called 'solution' often makes matters worse in the larger system (e.g., the many food programs of the last quarter century may well have made world-wide starvation even worse than no food programs would have done.) The verb 'to secure' means that in the larger system over time the improvement persists. I have to admit that the philosophical question is much more difficult than my very limited intellect can handle. I don't know what 'human condition' and 'human intellect' mean, though I've done my best to tap the wisdom of such diverse fields as depth psychology, economics, sociology, anthropology, public health, management science, education, literature, and history. But to me the essence of philosophy is to pose serious and meaningful questions that are too difficult for any of us to answer in our lifetimes. Wisdom, or the love of wisdom, is just that: thought likes solutions, wisdom abhors them.” (Churchman 1982b, p. 19f)

Moral Outrage

I suspect that the ultimate impetus for Churchman's relentless quest for comprehensiveness is of a moral rather than of a scholarly nature. “It would be a good thing,” West avows in Thought and Wisdom, “if the systems planner's germination was moral outrage and not just a mild felt need. In other words, I do not think we should view the major problems of the world today with calm objectivity. We shouldn't first ask ourselves for a precise and operational definition of malnutrition. We should begin with 'kids are starving in great numbers, damn it all!'” (Churchman 1982b, p. 17)

Indeed, must we not regard it as a scandal of systems philosophy that planning under the guise of “systems design,” just as any other use of the human intellect to improve the human condition, appears to create ever more new problems – the ecological crisis, the threat of nuclear self-destruction, the dangers of genetic engineering, etc. – while failing to solve the old ones, e.g., poverty, malnutrition, overpopulation, war, etc.? It is true, thought can demonstrate why this is so (as West has done so often with the example of the inventory problem): namely, because “in any specific problem one finds the connectedness to all the other problems” (Churchman, 1982b, p. 13). This overwhelming connectedness of problems forces systems designers, no less than any other planners, to content themselves with partial solutions that consider only a limited number of whole systems implications – usually those of interest to the involved decision makers. But thought cannot turn that which is normal into an ethically justified norm. It cannot, for instance, excuse our morally outrageous indifference to worldwide starvation, our very prevalent lack of concern for future generations, or our tolerance of war. As West would insist, we cannot, by complaining about the overwhelming connectedness of the world, escape our responsibility for the poor and hungry whom we let suffer, or for the future generations whose options we confine today. Whether we want it or not, the connectedness of the world makes us responsible for the whole-systems implications of our bounded systems rationality.

Churchman accepts this moral consequence of the systems idea, despite the difficulties it causes him as a philosopher of planning. Thus it is only natural that he would like to see many more systems scientists and planners feeling moral outrage at the common acceptance of bounded systems thinking – not because he thinks moral outrage can or should replace intellectual effort, but because it is apt to help us break through the commonly accepted bounds of systems rationality.

For West Churchman, such moral outrage renders systems thinking – the attempt to understand the world we live in in terms of whole systems – an inescapable obligation to every planner or manager, if not to every active subject. The systems idea is thus not a merely theoretical idea; rather, it embodies an unavoidable moral challenge to all people of good faith.

Professional Career

If Professor Churchman had written his intellectual autobiography, its title might be Against the Stream. And its subtitle might read: Untimely Reflections of a Systems Philosopher. His many writings are almost all an expression and result of his lifelong struggle to swim against the stream of the prevailing methodological and epistemological tendencies in the applied disciplines, e.g., their ever-growing specialization and fragmentation in spite of the common lip service paid to the ideas of interdisciplinarity and comprehensiveness; their inherent positivism and reductionism; incrementalism; a merely functionalistic and instrumental understanding of rationality that leaves no room for ethical considerations; and perhaps worst, the uncritical stance of most disciplines with respect to these tendencies and their repercussions on the social practice that they claim to improve.

I say “most” because, happily, there are exceptions. It is certainly not by chance that the two fields of inquiry that Churchman has helped to shape, operations research/ management science and the systems approach, today belong to those applied disciplines which are most aware of the limitations and shortcomings of their underlying paradigms and which hence seek to open themselves up to new horizons. Although a pioneer of both fields, Churchman has also been one of their most thorough critics, never ceasing to work at the limits of their established paradigms.

If it was his moral outrage at the failure of the applied sciences to secure improvement which made him be so critical, it was his training in logic and in philosophical pragmatism which made him a critic of rare clear-sightedness and consequence. Churchman originally studied philosophy at the University of Pennsylvania in Philadelphia (BA in Philosophy, 1935; MA in Philosophy, 1936). His doctoral thesis of 1938 was Toward a General Logic of Propositions. At Pennsylvania University he also began his career of half a century of academic teaching and writing. Already before completing his dissertation, in 1937, he became Instructor of Philosophy; in 1939, he was appointed Assistant Professor; in 1945, the young Assistant Professor was elected Chairman of the Department of Philosophy.

His two chief philosophical teachers and mentors at the University of Pennsylvania were Edgar A. Singer, Jr., who had been a student of the well-known exponent of American pragmatism, William James, and Henry Bradford Smith, who himself had been a student of Singer. Singer's pragmatic stance never allowed him to understand philosophy as a merely theoretical enterprise; rather, philosophy to him was an intellectual effort to improve social practice.

We can recognize the same pragmatic stance in Churchman's earlier-quoted basic question, which he often used to begin his courses, “How can we secure improvement of the human condition by means of the intellect?” I think this is indeed the fundamental question of all practical philosophy. Most practical philosophers manage to theorize on this question without ever trying to practice practical philosophy. For them, practical philosophy appears to mean just another ecological niche of philosophical speculation. Not so for West Churchman. A pragmatic understanding of philosophy means for him that the philosopher must leave the ivory tower and practice philosophy as applied philosophy. His goal must be to bring philosophical reflection into the world of practice.

Hence, it becomes understandable why a philosophically minded spirit such as Churchman was to spend most of his career outside of philosophy departments. During World War II he was a mathematical statistician at the Frankford Arsenal of the U.S. Army in Philadelphia, working on experimental methods of testing small arms ammunition. Back at the University of Pennsylvania, he and Russell L. Ackoff, his first doctoral student, tried to establish the “Institute of Experimental Method,” in an effort to apply E.A. Singer's “experimentalist” philosophy to societal issues such as problems of city planning, management, education, and others. However, the Philosophy Department did not appreciate this effort to practice philosophy as an applied discipline. The Institute could not be founded formally. Ackoff's teaching appointment was not renewed. In 1948, Churchman resigned his chairmanship of the department and accepted an appointment as Associate Professor of Philosophy at Wayne University (now Wayne State University) in Detroit, where Ackoff had gone the year before as an assistant professor. Again the Institute could not be founded, despite earlier promises of support. Churchman and Ackoff had to realize that they could not do what they wanted to do within philosophy departments. (For personal accounts of these years, see Ackoff, 1988, and Churchman, 1990.)

Thus, these early efforts to practice philosophy as an applied discipline within philosophy departments were soon to be followed by academic appointments and mandates in other fields. In 1951, Churchman and Ackoff moved to the Department of Engineering Administration at Case Institute of Technology in Cleveland, Ohio. From 1951 to 1957, Churchman was Professor of Engineering Administration at Case. Finally, he and Ackoff could do what they wanted to do. They organized the first multi-disciplinary faculty group in operations research, the Case O.R. Group; they designed the first graduate program in operations research offering Master of Science and Ph.D. degrees, a curriculum that was later adopted by many other universities; they introduced regular short courses in O.R. for industry; and they started a series of annual O.R. conferences. (For a report on the Case years by a former member of the Case O.R. Group, see Dean, 1994.)

In 1958, Churchman was offered the position of Professor of Business Administration in the Graduate School of Business Administration of the University of California at Berkeley, where he had previously spent a visiting year. He remained there until his retirement in 1981. During that time he founded Berkeley's graduate program in operations research and helped establish the Center for Research in Management Science (now Center for Research in Management). Many additional appointments outside of the Business School made sure the field he had chosen for practicing applied philosophy did not become a new ivory tower. Just to mention a few, from 1962 to 1963 he served as a research director of System Development Corporation. In 1963, he was appointed Research Philosopher and Associate Director at the Space Sciences Laboratory of the University of California at Berkeley, where he directed the Social Sciences Program. Other engagements included teaching mandates in the Interdisciplinary Ph.D. Program of the Graduate Division of UCB and in other Universities as well as consulting mandates with commercial corporations, non-profit organizations, and government agencies, among them the National Aeronautical and Space Administration (NASA), the U.S. Department of Energy, the Texas Energy Council, the Office of Education, the U.S. Fish and Wildlife Service, World Malnutrition (USAID), and others. After his retirement, he continued to teach at UCB as a Professor of Peace and Conflict Studies until 1996.

Professor Churchman's immense contribution – the extraordinary scope and impact of his work – was honored, among other distinctions, through three honorary doctorates given to him by the Washington University of St. Louis (1975), the University of Lund, Sweden (1984), and Umeå University, Sweden (1986).

Publications

Let us now turn to some of Churchman's major academic publications during these years. The first work to be mentioned, apart from the earlier-mentioned dissertation (Churchman 1938), is probably Psychologistics, a manuscript he co-authored with his then doctoral student R.L. Ackoff (Churchman and Ackoff 1946). It aimed to provide a general framework for the social sciences based on E.A. Singer's theory of purposive behavior. A summary of this early effort can be found in Churchman's (1961) book, Prediction and Optimal Decision (Ch. 7); an extensive revision was later published by Ackoff and F.E. Emery (1972) as On Purposeful Systems. For an introduction to this theoretical framework and its philosophical root, Singer's “experimentalism” or nonrelativistic pragmatism, see, e.g., Singer (1959), Churchman (1971, Ch. 9; 1982a), and Britton and Mc Callion (1994); a short review of the philosophical core concepts can be found in Ulrich (2004a, 204-207, and 2004b, 1125-1127).

During these early years in the Philosophy Departments of Pennsylvania and Wayne Universities, Churchman also wrote his early masterpiece, Theory of Experimental Inference (1948), and another book authored jointly with Russ Ackoff, Methods of Inquiry (1950). Especially Theory brought the young philosopher wide recognition in the philosophical community. It provided the philosophical foundation for the later pioneering work in operations research. The book provided a new framework for a theory of applied science based on the philosophy of pragmatism; it also offered essential reflections on the experimental method, particularly concerning the importance and problems of metrology (theory of measurement) and of statistical inference. It showed that there could be no single “best” model of science – an insight to which the analytical philosophers and critical rationalists of that time had hardly advanced.

Although acclaimed by the philosophical community, the book stood alone against the mainstream tendency toward analytical philosophy. The American philosophical community honored it not by taking up its argument but by entrusting its author with the editorship of its prestigious journal, Philosophy of Science. From 1948 to 1958, Churchman served as it editor-in-chief.

After moving to Case together with Ackoff, Churchman began his pioneering work in operations research. The earlier-mentioned activities led to the publication of the field's first textbook, Introduction to Operations Research, together with Ackoff and E.L. Arnoff (1957). The book introduced O.R. as an interdisciplinary, team based, “application of scientific methods, techniques, and tools to problems involving the operations of a system” (p. 8f and 18). It strongly emphasized the necessity of avoiding any one-sided reliance on specific techniques or tools (e.g., of modeling), so as to maintain “an openness of mind about techniques, together with a broad knowledge of their usefulness and an appreciation of the over-all problem” (p. 12). Furthermore, as the programmatic title of the second chapter proposed, O.R. should be “the study of a system as a whole” (p. 20). At least one third of the text deals with philosophical and methodological aspects of such an interdisciplinary approach to real-world problem solving. But the book's success in promoting operations research as a new academic field had paradoxical consequences. The field rapidly developed into a highly technical discipline; the majority of its practitioners no longer thought of it in terms of interdisciplinary social science or even applied philosophy but, rather, of mathematical modeling.

Events somehow repeated themselves: the OR/MS community, as the field was now generally called (operations research/ management science), acknowledged and honored its pioneer but did not really hear him. In 1954, Churchman became the first editor (from 1955, editor-in-chief) of the field's leading journal (which he had helped to establish), Management Science; a post that he held until 1960. In 1962, he served as President of TIMS, the Institute of Management Science; in 1963, as its Council Chairman.

During these years he began, for the second time in his career, to swim against the stream of his colleagues. Turning back to his original intentions and hopes as a pragmatic philosopher, he sought to open the field up to the ethical dimension. In his difficult book of 1961, Prediction and Optimal Decision: Philosophical Issues of a Science of Values, he struggled to gain a basis for the scientific (I would today rather say: rational) consideration of value judgments in applied science. This effort produced more questions than the book could possibly have answered, but I think it, nonetheless, provided a necessary bridge to his later work.

In the sixties, Churchman took the step from operations research to the “systems approach.” As with operations research before, he wanted the systems approach to be understood as an effort of applied philosophy. There he was out again swimming against the stream of the day, against those true believers in The New Science of Management Decision (Herbert A. Simon, 1960; cf. Churchman, 1970, and Ulrich, 1980) who thought that the new tools of systems engineering, RAND systems analysis, PPBS (project planning and budgeting system), etc., would finally turn the art of decision making, whether in the private and in the public sector, into a question of technique.

In 1968, Churchman presented two important books: Challenge to Reason (1968a) and The Systems Approach (1968b). The first book offers a philosophical discussion of the question quoted at the beginning of this appreciation, “How can we design improvement in large systems without understanding the whole system . . . ?” In spite of its philosophical nature, this book was distinguished by the American Academy of Management as one of the “best books in management of the year 1968” – truly a distinction for an author who seeks to practice philosophy as an applied discipline! The second book was to become the most popular of Churchman's books; over 200,000 copies have been sold. It, too, received a prestigious award, namely, the Mc Kinsey Book Award as one of the best management books of the year.

The year 1971 was to see the publication of yet another important book, The Design of Inquiring Systems. It is one of the more difficult books by Churchman, but perhaps it is also his most original one. In my understanding, the book represents another approach of Churchman's to his fundamental question of how it is possible to secure improvement by means of the intellect. Improvement implies learning; can systems design secure learning? Churchman's idea was to look at different epistemologies that the history of philosophy has brought forth as designs for inquiring systems, i.e., systems that would be capable of learning. What can we learn from Leibniz, Locke, Kant, Hegel, and Edgar A. Singer about the possibilities and limitations of designing systems that could secure improvement?

As a stepping stone to discovering the inherent limitations of design, Churchman employed the question of “whether it is possible to tell a computer how to design an inquiring system” – not because he was eager to contribute to the development of artificial intelligence, but, rather, because this question helps “to discover what in the research process is truly the 'lonely' part, the part that cannot be designed, at least relative to a standard computer” (p. 6). I can mention only one basic finding of this very rich book: each design is bound to remain incomplete in respect of at least one crucial aspect. None can validate by itself all the conditions that would secure learning. Hence, it is always a relevant question for systems designers to ask what is a design's supposed “guarantor of design,” i.e., Where are its built-in sources of deception? (For a more extensive discussion, see Ulrich, 1985.)

The theme of a “theory of deception” appears essential to me for a critical understanding of the systems idea. It was originally advanced in The Systems Approach:

“The ultimate meaning of the systems approach, therefore, lies in the creation of a theory of deception and in a fuller understanding of the ways in which the human being can be deceived about his world. . . .” (p. 229f)

In his next major book, The Systems Approach and Its Enemies (1979), Churchman again took up this theme, though in quite a different way. Since no single viewpoint, no particular design for improvement can ever claim to be able to secure improvement, systems designers must not misunderstand the systems idea as a guarantor of comprehensive rationality. This is not to say that the quest for comprehensive rationality is irrelevant, as scholars such as Karl R. Popper, Friedrich A. Hayek, Herbert A. Simon, Robert A. Dahl, and Charles E. Lindblom have argued. It means, rather, that the systems approach is not well advised if it treats as “irrational” those citizens who, because they may be affected by its results, contest its rationality. Their kind of rationality may be the “private,” subjective rationality of politics, morality, religion, or aesthetics, but they share with the whole-systems rationality of the systems approach a common failure to be comprehensive. Hence, what the systems designer needs beyond ever new analytical techniques is a dialectical framework that would enable him to enter into a discourse with these other rationalities and to learn to understand them as what they are: mirrors of his failure to live up to the systems idea (Ulrich, 1994, p. 34). In the Enemies, the systems approach for the first time has become truly self-reflective with respect to the value content of its seemingly value-neutral quest for systems rationality.

Churchman's latest single-authored book is Thought and Wisdom (1982b). This is probably his most personal book. It offers a self-reflective account of his thinking and his never-ending concern for issues such as poverty and malnutrition, environmental protection, future generations, and peace. I recommend the book to everyone who wishes to gain a fuller picture than I can provide here of this grand old man of the systems movement.

I also recommend consulting the two special issues of systems journals that have appeared in West Churchman's honor:

• C. West Churchman – 75 Years. Systems Practice, Vol. 1, No. 4, December 1988 (edited by Werner Ulrich).
• In Celebration of C. West Churchman's 80 Years. Special Section in Interfaces, Vol. 24, No. 4, July-August 1994 (edited by Ernest Koenigsberg and John P. van Gigch).

Finally, readers may like to see the “Tribute to C. West Churchman” section of the author's home page, visit: http://www.wulrich.com/cwc.html (open access).

References mentioned in the essay

Ackoff, R.L., and Emery, F.E. (1972). On Purposeful Systems. Tavistock Publications, London.

Ackoff, R.L. (1988). C. West Churchman. Systems Practice, 1, 351-355.

Britton, G.A., and Mc Callion, H. (1994). An overview of the Singer/ Churchman/ Ackoff school of thought. Systems Practice, 7, 487-521.

Dean, B.V. (1994). West Churchman and operations research: Case Institute of Technology, 1951-1957. Interfaces, 24, 5-15.

Churchman, C. W. (1938). Towards a General Logic of Propositions, Ph.D. Dissertation, Dept. of Philosophy, University of Pennsylvania, Philadelphia, Penn.

Churchman, C. W. (1948). Theory of Experimental Inference, Macmillan, New York.

Churchman, C. W. (1961). Prediction and Optimal Decision: Philosophical Issues of a Science of Values, Prentice-Hall, Englewood Cliffs, New Jersey.

Churchman, C. W. (1968a). Challenge to Reason, Mc Graw-Hill, New York.

Churchman, C. W. (1968b). The Systems Approach, Delacorte Press, New York. Paperback edition Dell Publishing, New York, 1969, second, revised ed. 1979.

Churchman, C. W. (1970). The artificiality of science, review of Herbert A. Simon's book “The Sciences of the Artificial.” Contemporary Psychology, A Journal of Reviews, 15, 385-386.

Churchman, C. W. (1971). The Design of Inquiring Systems: Basic Concepts of Systems and Organization, Basic Books, New York.

Churchman, C.W. (1979). The Systems Approach and Its Enemies, Basic Books, New York.

Churchman, C.W. (1982). An appreciation of Edgar Arthur Singer, Jr. In C.W. Churchman, Thought and Wisdom, Intersystems Publications, Seaside, Calif., Ch. 10, 116-135.

Churchman, C.W. (1982b). Thought and Wisdom, Intersystems Publications, Seaside, Calif.

Churchman, C.W. (1990). Ackoff comes of age. Systems Practice, 3, 125-130.

Churchman, C.W., and Ackoff, R.L. (1946). Psychologistics, mimeographed, University of Pennsylvania Press, Philadelphia, Penn. Revised ed., mimeographed, University of Pennsylvania Faculty Research Fund, Philadelphia, Penn., 1947.

Churchman, C.W., and Ackoff, R.L. (1950). Methods of Inquiry: An Introduction to Philosophy and Scientific Method, Educational Publishers, St. Louis, Missouri.

Churchman, C.W., Ackoff, R.L., and Arnoff, L.E. (1957). Introduction to Operations Research, Wiley, New York.

Kant, I. (1783). Prolegomena to Any Future Metaphysics, first ed. (A), transl. by P. Carus, rev. by L.W. Beck, Liberal Arts Press, New York, 1951.

Simon, H.A. (1960). The New Science of Management Decision, Harper & Row, New York.

Singer, E.A., Jr. (1959). Experience and Reflection, ed. by C.W. Churchman, University of Pennsylvania Press, Philadelphia, Penn.

Ulrich, W. (1980). The metaphysics of design: a Simon-Churchman “debate.” Interfaces, 10, No. 2, 35-40.

Ulrich, W. (1985). The way of inquiring systems, review of The Design of Inquiring Systems by C.W. Churchman. Journal of the Operational Research Society, 36, 873-876.

Ulrich, W. (1994). Critical Heuristics of Social Planning: A New Approach to Practical Philosophy. Wiley, New York. (Original edition Haupt Academic Publishers, Bern, Switzerland, 1983.)

Ulrich, W. (2004a). In memory of C. West Churchman (1913-2004): reminiscences, retrospectives, and reflections. Organisational Transformation and Social Change, 1, No. 2/3, 2004, 199-219.

Ulrich, W. (2004b). Obituary: C. West Churchman, 1913-2004. Journal of the Operational Research Society, 55, No. 11 (Nov.), 2004, 1123-1129.

Bibliography of C. West Churchman's Writings From 1938 to 2001

a) Selected Books

Towards a General Logic of Propositions, Ph.D. Dissertation, Dept. of Philosophy, University of Pennsylvania, Philadelphia, 1938.

Elements of Logic and Formal Science, Lippincott, New York, 1940.

Psychologistics. Mimeographed, University of Pennsylvania Press, Philadelphia, 1946 (with R.L. Ackoff). Revised ed., mimeographed, University of Pennsylvania Faculty Research Fund, Philadelphia, 1947.

Measurement of Consumer Interest, ed. by C.W. Churchman, R.L. Ackoff, and M. Wax, University of Pennsylvania Press, Philadelphia, 1947.

Theory of Experimental Inference, Macmillan, New York, 1948.

Methods of Inquiry: An Introduction to Philosophy and Scientific Method, Educational Publishers, St. Louis, Missouri, 1950 (with R.L. Ackoff).

Introduction to Operations Research, Wiley, New York, 1957 (with R.L. Ackoff and E.L. Arnoff).

Experience and Reflection by Edgar A. Singer, Jr., ed. by C.W Churchman, University of Pennsylvania Press, Philadelphia, 1959.

Measurement: Definitions and Theories, ed. by C.W. Churchman and P. Ratoosh, Wiley, New York, 1959.

Management Sciences: Models and Techniques, ed. by C.W. Churchman and M. Verhulst, Pergamon, New York, 1960.

Prediction and Optimal Decision: Philosophical Issues of a Science of Values, Prentice-Hall, Englewood Cliffs, New Jersey, 1961.

Challenge to Reason, Mc Graw-Hill, New York, 1968.

The Systems Approach, Delacorte Press, New York, 1968. Paperback edition Dell Publishing, New York, 1969, second, revised ed. 1979.

The Design of Inquiring Systems: Basic Concepts of Systems and Organization, Basic Books, New York, 1971. Systems and Management Annual 1975, ed. by C.W. Churchman, Petrocelli/ Charter, New York, 1975.

Thinking for Decisions: Deductive Quantitative Methods, ed. by C.W. Churchman, L. Auerbach, and S. Sadan, Science Research Associates, Chicago, Ill., 1975.

The Systems Approach and Its Enemies, Basic Books, New York, 1979.

Thought and Wisdom, Intersystems Publications, Seaside, Calif., 1982.

Natural Resources Administration: Introducing a New Methodology for Management Development, ed. by C.W. Churchman, A.H. Rosenthal, and S.H. Smith, Westview Press, Boulder, Colorado, 1984.

The Well-Being of Organizations, ed. by C.W. Churchman, Intersystems Publications, Salinas, Calif., 1989.

Philosophical Reasoning in Information Systems Research, Special Issue, Informations Systems Frontiers, ed. by C.W. Churchman, J.F. Courtney, and G.L. Sanders, Kluwer Academic Publications, Dordrecht, The Netherlands, 2000 (forthcoming).

b) Selected Papers

On finite and infinite modal systems. Journal of Symbolic Logic, 3, No. 2, 1938, 77-82.

Philosophy. The American Yearbook 1940, Thomas Nelson & Sons, New York, 1941, 867-872. Also in the Yearbooks 1941 (833-840), 1942 (823-826), and 1943 (829-832).

Towards a general logic of propositions. In F.P. Clarke and M.C. Nahm (eds.), Philosophical Essays in Honor of Edgar Arthur Singer, Jr., University of Pennsylvania Press, Philadelphia, 1942, 46-68.

Statistics of sensitivity data. Annals of Mathematical Statistics, 15, 1944 (with B. Epstein).

On the meaningfulness of questions. Philosophy of Science, 13, 1946, 20-24 (with T.A.Cowan).

Philosophical aspects of statistical theory. The Philosophical Review, 55, No. 1, 1946, 81-86.

The dialectic of modern philosophy. The Journal of Philosophy, 18, 1946, 113-124.

A discussion of Dewey and Berkeley's 'postulations'. The Journal of Philosophy, 18, 1946, 217-219 (with T.A. Cowan).

Varieties of unification. Philosophy of Science, 13, 1946, 287-300.

Carnap's 'On Inductive Logic' (discussion). Philosophy of Science, 13, 1946, 339-342.

Tests of increased severity. Journal of the American Statistical Association, 41, Dec. 1946, 567-590 (with B. Epstein).

Much ado about probability. Philosophy of Science, 14, 1947, 176-178.

Ethics and science. Philosophy of Science, 14, 1947, 269-271 (with R.L. Ackoff).

Towards an experimental measure of personality. Psychological Review, 54, 1, 1947, 41-51 (with R.L. Ackoff).

An experimentalist definition of personality. Philosophy of Science, 14, 1947, 304-332 (with R.L. Ackoff).

The consumer and his interests. In C.W. Churchman, R.L. Ackoff, and M. Wax (eds.), Measurement of Consumer Interest, University of Pennsylvania Press, Philadelphia, 1947, 122-132.

Statistics, pragmatics and induction. Philosophy of Science, 15, 1948, 249-268.

The democratization of philosophy. Science and Society, 13, 1949, 329-339.

A materialist theory of measurement. In R.W. Sellars et al. (eds.), Philosophy for the Future, Macmillan, New York, 1949, 476-494.

Purposive behavior and cybernetics. Social Forces, 29, 1950, 32-39 (with R.L. Ackoff).

When do we start value research? Journal of Social Issues, 6, 1950, No. 4, 61-63.

Logical reconstructionism. Philosophy of Science, 17, 1950, 164-166.

Basic research in marketing. In R. Cox and W. Anderson (eds.), Theory in Marketing, R.D. Irwin, Chicago, 1950, 3-17.

Some methods of operations research. In W.H. Voorhis (ed.). Conference Proceedings, Operations Research in Business and Industry, November 8-10, 1951, ed. by W.H. Van Voorhis, Case Institute of Technology, Cleveland, Ohio, 1951, 31-38.

Ethics, ideals, and dissatisfaction. Ethics, 18, 1952, 64-65.

Can scientific sampling techniques be used in railroad accounting? Railway Age, June 9, 1952, 61-64

Operations research and market research. In W.H. Voorhis (ed.). Conference Proceedings, Operations Research in Marketing, January 29-31, 1953, Case Institute of Technology, Cleveland, Ohio, 1953, 7-9.

Critique of scientific critiques. The Review of Metaphysics, 8, 1953, 89-97.

Concepts without primitives. Philosophy of Science, 20, 1953, 257-265.

Research and responsibility. Industrial Laboratories, 4, No. 4, April 1953, 1-4. Also as Case Institute of Technology Reprint O.R.-1004, Case Institute of Technology, Cleveland, Ohio, 1953.

Phases of operations research. In Research Operations in Industry, Proceedings of the Third Annual Conference on Industrial Research, Columbia University, June 1953, King's Crown Press, New York, 1953, 337-341.

Introduction. In W.H. Voorhis (ed.). Conference Proceedings, Operations Research in Production and Inventory Control, January 20-22, 1954, Case Institute of Technology, Cleveland, Ohio, 1954, 7-9.

Summary. In W.H. Voorhis (ed.). Conference Proceedings, Operations Research in Production and Inventory Control, January 20-22, 1954, Case Institute of Technology, Cleveland, Ohio, 1954, 99-102.

Notes on a pragmatic theory of induction. Scientific Monthly, 79, 1954, 149-151.

An approximate measure of value. Journal of the Operations Research Society of America, 2, 1954, 172-187 (with R.L. Ackoff).

Operations research: an evaluation. Advanced Management, 19, No. 4, 1954, 15-18.

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Management science – fact or theory. Management Science, 2, 1956, No. 2, 185. Also in M.K. Starr (ed.), Executive Readings in Management Science, Macmillan, New York, 1965, 185.

Organizing operations research in the company. In W.H. Voorhis (ed.). Conference Proceedings, Case Studies in Operations Research, February 1-3, 1956, Case Institute of Technology, Ohio, Cleveland, 1956, 66-62.

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The status of the systems approach: a reply to R.A. Bryer. Omega, The International Journal of Management Science, 8, No. 3, 1980, 277-279 (with W. Ulrich).

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On dictionaries. Synthese, 46, 1981, 449-454 [D. Reidel, Dordrecht, Holland; orig. title: The definition of psychological and social concepts (Psychologistics revisited), Paper presented to the Symposium in Memory of Richard Rudner, Washington University, St. Louis, Missouri, April 1980.]

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Acknowledgments

The essay “An appreciation of C. West Curchman” is a revised, updated and extended version of the author's guest editorial, entitled “C. West Churchman – 75 years,” in the Festschrift issue of Systems Practice, 1, 1988, 341-350.

The bibliography of C. West Churchman's writings was compiled by the author in August 1999; he is obliged to Kristo Ivanov, Umeå, Sweden, and Harold G. Nelson, Seattle, Washington, for their help.

About the Author

Werner Ulrich is a social scientist and practical philosopher born in 1948 in Bern, Switzerland. He obtained doctorates in Economics and Social Science (Dr.rer.pol., 1975) from the University of Fribourg, Switzerland, and in Philosophy of Social Systems Design (Ph.D., 1980) from the University of California at Berkeley. At Berkeley he studied and worked for five years with C. West Churchman; he also translated Churchman's book The Systems Approach and Its Enemies into German. Ulrich has since become known as one of the originators of Critical Systems Thinking (CST), which he understands as systemic thinking in the service of reflective practice and research. He has many years of experience as chief evaluator and policy analyst in government and as a professor of social planning, program evaluation, poverty research, and critical systems thinking at the University of Fribourg and other universities. He is currently (2005-2010) Honorary Visiting Professor in the Technology Faculty of The Open University, Milton Keynes, United Kingdom. Previously he has held Visiting professorships at the University of Hull, UK (1985-86), at the University of Humberside & Lincolnshire (now University of Lincoln), UK (1997-2000), and at Canterbury University in Christchurch, New Zealand (1999). Among over 175 publications, his major book thus far is Critical Heuristics of Social Planning: A New Approach to Practical Philosophy (Wiley paperback reprint edition, New York, 1994). His current research program “CST for Professionals and Citizens” explores the ways critical systems thinking can contribute to responsible professional practice and to preparing citizens for their role in a living civil society.

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Author's Postscript (5 March 2006)

C. West Churchman died on 21 March 2004 in Bolinas, California. He was 90 years old.

An Obituary published in the San Francisco Chronicle on 25 March can be found at http://wulrich.com/cwc_obituarynotice.html.

An Obituary published in my home page on 2 April 2004 can be found at http://wulrich.com/picture_april2004.html.

Subsequent to West's passing, I have written these two new tribute essays:

In memory of C. West Churchman (1913-2004): reminiscences, retrospectives, and reflections. Organisational Transformation and Social Change, 1, No. 2/3, 2004, 199-219. Available on-line at http://www.atypon-link.com/INT/doi/abs/10.1386/jots.1.2.199/0 (restricted access) or http://wulrich.com/downloads/ulrich_2004d.pdf (open access, prepublication version) .

Obituary: C. West Churchman, 1913-2004. Journal of the Operational Research Society, 55, No. 11 (Nov.), 2004, 1123-1129. Available on-line at http://www.palgrave-journals.com/jors/journal/v55/n11/ (restricted access).

Finally, the reader may like to know that an extensively revised, more complete version of the above bibliography is now available as a separate resource that is continually being updated as omissions or errors become known to the author. It can be found at http://www.wulrich.com/cwc_bibliography.html. The bibliography is part of the materials offered in a tribute section of my home page dedicated to C. West Churchman, see http://www.wulrich.com/cwc.html (open access). PDF versions of both the bibliography and the present essay are also available there.

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Update of 4 Nov 2009: C. West's Churchman's alter ego, Russell L. Ackoff, died on 29 October 2009 in Philadelphia, Pennsylvania, aged 90.

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Churchman, C. West. (Charles West), 1913-

1 Save 系統方法 [邱吉曼](C. West Churchman)著 溫肇東編譯 陳譚協譯 Hsi t'ung fang fa 邱吉曼 (Churchman, C. West (Charles West), 1913-) 1978 初版 5,200面 圖 21公分 完整記錄 1978

2 Save オペレーシヨンズ.リサーチ入門 邱吉曼(Churchman, C. West)等撰 宮澤光一等譯 邱吉曼 (Churchman, C. West (Charles West), 1913- ) 1968 2册 圖 22公分 完整記錄 1968

3 Save The design of inquiring systems: basic concepts of systems and organization / by C. West Churchman Churchman, C. West (Charles West), 1913- New York, Basic Books [c1971] ix, 288 p. 25 cm 完整記錄 c1971

4 Save Introduction to operations research / C. West Churchman, Russell L. Ackoff [and] E. Leonard Arnoff, in collaboration with Leslie C. Edie [and others] Churchman, C. West (Charles West), 1913- New York : Wiley, 1957 x, 645 p. : ill. ; 24 cm 完整記錄 1957

5 Save Measurement : definitions and theories / edited by C. West Churchman and Philburn Ratoosh New York : Wiley, 1959 274 p. : ill. ; 24 cm 完整記錄 1959

6 Save Natural resource administration : introducing a new methodology for management development / edited by C. West Churchman, Albert H. Rosenthal and Spencer H. Smith Boulder ; London : Westview, 1984 xii, 228 p. ; 22 cm 完整記錄 1984

7 Save Prediction and optimal decision; philosophical issues of a science of values Churchman, C. West (Charles West), 1913- Englewood Cliffs, N.J., Prentice-Hall, 1961 xiv, 394 p. 24 cm 完整記錄 1961

8 Save The systems approach / by C. West Churchman Churchman, C. West (Charles West), 1913- New York : Delacorte Press, 1968 xi, 243 p. ; 22 cm 1. What is a system? 2.Applications of systems thinking 3.Systems approach to the future 4. The systems approach and the human being supplement I . Some excercises in system thinking II. Suggested readings Here are some principles of a deception-perception approach to systems: 1. The systems approach begins when first you see the world through the eyes of another. 2.The systems approach goes on to discovering that every world view is terribly restricted. 3. Ther are no experts in the systems approach. 4. The system approach is not a bad idea. 完整記錄 1968

9 Save The systems approach / C. West Churchman Churchman, C. West (Charles West), 1913- New York, N.Y. : Dell Pub. Co., c1979 Rev. and updated xi, 243 p. : ill. ; 21 cm 完整記錄 c1979

10 Save The systems approach and its enemies / by C. West Churchman Churchman, C. West (Charles West), 1913- New York : Basic Books, 1979 xii, 221 p. ; 24 cm 完整記錄 1979

11 Save Theory of experimental inference / by C.West Churchman Churchman, C. West (Charles West), 1913- New York : Macmillan, 1948 xi,292p. : ill. ; 21cm 完整記錄 1948

12 Save The Well-being of organizations / edited by C. West Churchman ; contributions by R.L. Ackoff ... [et al.] Salinas, Calif. : Intersystems Publications, c1989 vi, 375 p. : ill. ; 23 cm 完整記錄 c1989

13 Save World modeling : a dialogue / editors, C. West Churchman and Richard O. Mason Amsterdam : North-Holland Pub. Co. ; New York : American Elsevier Pub. Co., 1976 xv, 163 p. : ill. ; 24 cm 完整記錄