Chapter 19 The Devil's workshop

Abstract

Those who were students in the Stanford Sociology Department at the time received first, a top-quality grounding in basic methods (using the term broadly), and second, in clear thinking. It took me long to understand how exceptional that was. For years, in academia, I did not realize how many of my colleagues and competitors lacked exactly such a grounding. I was puzzled by the combination of their hard work and low productivity. (I am retired; I can afford to tell the mean, pitiless truth.) How did this happen? First, in this case, people and personalities mattered. I do not think they always do.

Citation

Delacroix, J. (2010), "Chapter 19 The Devil's workshop", Bird Schoonhoven, C. and Dobbin, F. (Ed.) Stanford's Organization Theory Renaissance, 1970–2000 (Research in the Sociology of Organizations, Vol. 28), Emerald Group Publishing Limited, Leeds, pp. 329-337. https://doi.org/10.1108/S0733-558X(2010)0000028023