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Harold L. Wilensky - Organizational Intelligence: Knowledge and Policy in Government and Industry

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Harold L. Wilensky Organizational Intelligence: Knowledge and Policy in Government and Industry
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This prize-winning, foundational book now in a new edition featuring a 2015 Foreword by Neil Smelser focuses on the structural and ideological roots of intelligence failures (both informational and analytical) found in government, industry, and other institutions. It provides groundbreaking theory and structure to the analysis of decision-making processes and their breakdowns, as well as the interactions among experts and the organizations they inform. Smelser writes that the book remains one of the classics in organizational studies, and it is still directly relevant to current and future problems of organizational life. What makes this book a classic? It is a disciplined, intelligent, and elegant model of applied social science. The text itself, richly documented empirically, yields an informed and balanced account of the decision-making process as this is shaped by the quality of information available (and unavailable) to and used (and not used) by organizational leaders. Reviews of the book at the time it was written similarly attest to the originality and breadth of its interdisciplinary analysis. Amitai Etzioni wrote in the American Sociological Review: This book opens a whole new field the macrosociology of knowledge. It is as different from the traditional sociology of knowledge as the study of interaction is from that of the structure of total societies. He added, The power of Wilenskys contribution is further magnified by his historical perspective. He studies structures and processes, but not in a vacuum. Gordon Craig wrote in The Reporter that the books examples from organizations show a similar tendency to believe what they want to believe, to become the victims of their own slogans and propaganda, and to resist or to silence warning voices that challenge their assumptions. In his fascinating analysis of intelligence failures and their causes in the public and private sectors, Wilensky finds that the most disastrous miscalculations are those which have occurred in the field of governmental operations, especially foreign policy and national security. The book explains how such highly institutionalized actors are vulnerable to informational pathologies. A compelling new addition to the Classics of the Social Sciences Series from Quid Pro Books.

Harold L. Wilensky: author's other books


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About the Author

Harold L. Wilensky (19232011) was a professor of sociology and political science for more than fifty years at the University of California, Berkeley. Wilensky made major contributions to understanding the impact of industrial transformation on the structure, culture, and politics of modern society. He was a pioneer in the study of the welfare state and social policy, the intellectual life of labor unions, and the structural and ideological roots of intelligence failures in government and industry.

He was educated at Antioch College and received his Ph.D. in sociology from the University of Chicago. He served in the United States military in various capacities, including service in the European Theater in World War II, and worked with unions and in voting rights before joining the faculties of the University of Michigan and the University of California, Berkeley (the latter in the departments of sociology and, later, political science).

Wilensky produced 75 articles and 13 books that are regarded as interdisciplinary, innovative, rigorous, substantively rich, and focused on important real-world issues. Among his books are American Political Economy in Global Perspective (2012), Rich Democracies (2002), Industrial Society and Social Welfare (1958), The Welfare State and Equality (1975), and Intellectuals in Labor Unions (1956). The prize-winning book Organizational Intelligence (1967) focused on the structural and ideological roots of intelligence failures in government and industry.

Wilensky was a fellow of the American Academy of Arts and Sciences and was twice a fellow at the Center for Advanced Study in the Behavioral Sciences. At Berkeley, he was a research project director at the Institute for International Studies. He served on the executive committees of the Institute of Industrial Relations and the Survey Research Center. He was on the editorial boards of the American Sociological Review, Industrial Relations, the Journal of Human Resources, and Social Problems.

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