 Why is Caswell so confident that his organizational model will cause the group to grow?
Wilton Caswell, Ph.D., was head of my Sociology Department, and right then he was mad enough to chew nails. He had a book in his hand and I was expecting him to throw it, but he spoke instead: "This department's analysis of institutional accretion, by the use of open system mathematics, has been recognized as an outstanding and valuable contribution to—" The words were impressive, whatever they meant, but this still didn't sound like anything that would pull in money. "Institutions—organizations, that is—" his voice became more resonant; like most professors, when he had to explain something he instinctively slipped into his platform lecture mannerisms, and began to deliver an essay—"have certain tendencies built into the way they happen to have been organized, which cause them to expand or contract without reference to the needs they were founded to serve." Such simple questions as, 'Is there a way a holder of authority in this organization can use the power available to him to increase his power?' provide the key. "By these formulations, it is possible to determine automatically the amount of growth and period of life of any organization. I shook hands and left him standing there, sure of his place in the progress of science and the respect of his colleagues, yet seething inside because I, the president and dean, had boorishly demanded that he produce something tangible.
 Because he is an expert in human social behavior.
 Because he is an expert in pyramid schemes.  Because he is an expert in socialism.  Because he is an expert in organizational strategies.  Because he is an expert in human social behavior.