The social engagement of social science: a Tavistock anthology, vol. III: the socio-psychological perspective

Table of Contents

Preface
Volume III: The Socio-Psychological Perspective
Introduction to Volume III

Part I: Formulating the Perspective
Chapter 1: The Causal Texture of Organizational Environments
Chapter 2: The Next Thirty Years: Concepts, Methods and Anticipations

Part II: Conceptual Developments
Chapter 3: Passive Maladaptive Strategies
Chapter 4: Active Maladaptive Strategies
Chapter 5: The Extended Social Field and Its Informational Structure
Chapter 6: Active Adaptation: The Emergence of Ideal-Seeking Systems
Chapter 7: Referent Organizations and the Development of Inter-Organizational Domains
Chapter 8: Hyperturbulence and the Emergence of Type V Environments
Chapter 9: The Vortical Environment: The Fifth in the Emery-Trist Levels of Organizational Environments
Chapter 10: Educational Paradigms: An Epistemological Revolution
Chapter 11: Adaptive Systems for Our Future Governance

Part III: Methodological Developments
Chapter 12: Methodological Premises of Social Forecasting
Chapter 13: A Graph Theoretic Approach to the Investigation of System-Environment Relationships
Chapter 14: Causal Path Analysis
Chapter 15: Project Australia: Measuring Ideals in a Nation
Chapter 16: Co-Genetic Logic: A Foundation for Behavior Logic
Chapter 17: On Various Approaches to the Study of Organizations
Chapter 18: The Search Conference: Design and Management of Learning with a Solution to the "Pairing" Puzzle

Part IV: Planning and Policy
Chapter 19: Systems, Messes and Interactive Planning
Chapter 20: Connective Planning: From Practice to Theory and Back
Chapter 21: Planning for Real but Different Worlds
Chapter 22: Policy: Appearance and Reality

Part V: Operational Papers
Chapter 23: The Environment and System Response Capability: A Futures Perspective
Chapter 24: Industrial Democracy and Regional Decentralization
Chapter 25: Quality of Working Life and Community Development: Some Reflections on the Jamestown Experience
Chapter 26: On Participative Democracy
Chapter 27: Design and Change in Ship Organization
Chapter 28: A Position Statement on International Development: The Case of Sub-Saharan Africa

Part VI: Futures-Probable and Possible
Chapter 29: Some Observations on Workplace Reform: The Australian Experience
Chapter 30: Paradigms for Societal Transition
Chapter 31: Epilogue: Orillia, Searching for the Emerging Agenda
Contributors
Subject Index
Name Index

World War II brought together a group of psychiatrists and clinical and social psychologists in the British Army who developed several radical, action-oriented organizational innovations in social psychiatry. They became known as the "Tavistock Group," since the core members had been at the pre-war Tavistock Clinic. At the post-war Tavistock Institute of Human Relations, they developed a pioneering model of relating theory and practice, called in these volumes "The Social Engagement of Social Science." Previous volumes presented two of three interdependent perspectives: the socio-psychological (Volume I, 1990) and the socio-technical (Volume II, 1993). The latest volume, on the socio-ecological perspective, completes the set.
The socio-ecological perspective is concerned with the coevolution of systems and their environments. It considers the broader environment which shapes not only the task environments of socio-technical organizations but the institutional and cultural environment that confronts the individual.
Volume III focuses on non-hierarchical forms of organization facilitating inter-organizational relations in complex and rapidly changing environments. This perspective provides a guide to institution building for the future.

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