Chester Barnard

It is what we think we know that keeps us from learning.

— Chester Barnard

Executive processes are specialized functions in what we know as organizations. If these functions are to be adequately described, the description must be in terms of the nature of the organization itself.

— Chester Barnard

More than the topography and cartography of organization would be necessary to understand the executive functions; a knowledge of the kinds and qualities of the forces at work and the manner of their operation would also be needed.

— Chester Barnard

Formally this work is divided into four parts, but in a sense it consists of two short treatises. One is an exposition of a theory of cooperation and organization and constitutes the first half of the book. The second is a study of the functions and of the methods of operation of executives in formal organizations.

— Chester Barnard

Although the physical factors are distinguished from the biological they are not separable in specific organisms... Human organisms do not function except in conjunction with other human organisms.

— Chester Barnard

The individual is a single, unique, independent, isolated, whole thing, embodying innumerable forces and materials past and present which are physical, biological, and social factors.

— Chester Barnard

When a specific desired end is attained we shall say that the action is "effective." When the unsought consequences of the action are more important than the attainment of the desired end and are dissatisfactory, effective action, we shall say, is "inefficient." When the unsought consequences are unimportant or trivial, the action is "efficient.

— Chester Barnard

At a crisis in my youth he taught me the wisdom of choice: To try and fail is at least to learn; to fail to try is to suffer the inestimable loss of what might have been.

— Chester Barnard

Effectiveness relates to the accomplishment of the cooperative purpose which is social and non-personal in character. Efficiency relates to the satisfaction of individual motives and is personal in character.

— Chester Barnard

It is important at this point to make clear that every coöperative purpose has in the view of each coöperating person two aspects which we will call (a) the coöperative and (b) the subjective aspect, respectively.

— Chester Barnard

The inculcation of belief in the real existence of a common purpose is an essential executive function.

— Chester Barnard

Planning is one of the many catchwords whose present popularity is roughly proportionate to the obscurity of its definition.

— Chester Barnard

The making of decisions, as everyone knows from personal experience, is a burdensome task. Offsetting the exhilaration that may result from correct and successful decision and the relief that follows the termination of a struggle to determine issues is the depression that comes from failure, or error of decision, and the frustration which ensues from uncertainty.

— Chester Barnard

Organizations endure, however, in proportion to the breadth of the morality by which they are governed. Thus the endurance of organization depends upon the quality of leadership; and that quality derives from the breadth of the morality upon which it rests.

— Chester Barnard

When a condition of honesty and sincerity is recognized to exist, errors of judgment, defects of ability, are sympathetically endured. They are expected. Employees don’t ascribe infallibility to leaders or management. What does disturb them is insincerity and the appearance of insincerity when the facts are not in their possession.

— Chester Barnard

The executive is primarily concerned with decisions which facilitate or hinder other decisions.

— Chester Barnard