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

Table of Contents

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

Part I: Shaping a New Field
Chapter 1: The Stress of Isolated Dependence: The Filling Shift in the Semi-Mechanized Longwall Three-Shift Mining Cycle
Chapter 2: Alternative Work Organizations: An Exact Comparison
Chapter 3: Productivity and Social Organization: An Indian Automated Weaving Shed
Chapter 4: The Ahmedabad Experiment Revisited: Work Organization in an Indian Weaving Shed, 1953–1970
Chapter 5: Characteristics of Socio-Technical Systems

Part II: Conceptual Developments
Chapter 6: Designing Socio-Technical Systems for Greenfield Sites
Chapter 7: The Assembly Line: Its Logic and Our Future
Chapter 8: The Second Design Principle: Participation and the Democratization of Work
Chapter 9: Socio-Technical Foundations for a New Social Order?
Chapter 10: The Historical Validity of the Norwegian Industrial Democracy Project
Chapter 11: Toward a New Philosophy of Management
Chapter 12: Alternatives to Hierarchies
Chapter 13: Designing with Minimal Critical Specifications
Chapter 14: The Coming Crisis for Production Management
Chapter 15: Principles of Socio-Technical Design
Chapter 16: Socio-Technical Ideas at the End of the ’70s
Chapter 17: QWL and the ’80s

Part III: Associated Studies
Chapter 18: Organizational Choice and the New Technology
Chapter 19: On the Collaboration Between Social Scientists and Engineers
Chapter 20: Technology, Territory and Time: The Internal Differentiation of Complex Production Systems

Part IV: Strategic Projects
Chapter 21: A Learning Organization in Practice: M/S Balao
Chapter 22: Action Research in an American Underground Coal Mine
Chapter 23: The Limits of Laissez-Faire as a Socio-Technical Change Strategy
Chapter 24: Socio-Technical Projects in the Canadian Federal Public Service
Chapter 25: The Norskhydro Fertilizer Plant
Chapter 26: Visual Display Technology, Worker Disablement and Work Organization
Chapter 27: A New Type of Labor-Management Contract Involving the Quality of Working Life

Part V: Operational Papers
Chapter 28: A Position Statement on International Development: The Case of Sub-Saharan Africa

Part VI: Collaborative Action Research
Chapter 29: Socio-Technical Unit Operations Analysis
Chapter 30: The Nine-Step Model
Chapter 31: A Socio-Technical Critique of Scientific Management
Chapter 32: The Participative Design Workshop
Chapter 33: Legislating for Quality of Work Life
Chapter 34: Socio-Technical Action Simulations for Engaging with Engineering Designers
Chapter 35: Work Improvement and Organizational Democracy
Chapter 36: Nonroutine Office Work
Chapter 37: Pava’s Extension of Socio-Technical Theory to Advanced Information Technologies
Chapter 38: A Brief Introduction to the Emerys’ “Search Conference”
Contributors
Subject Index
Name Index

World War II brought together a group of psychiatrists and clinical and social psychologists in the British Army where they developed radical, action-oriented innovations in social psychiatry. They became known as the "Tavistock Group" since the core members had been at the pre-war Tavistock Clinic. They created the post-war Tavistock Institute of Human Relations and expanded on their wartime achievements by pioneering a new model of relating theory and practice, called in these volumes, "The Social Engagement of Social Science."
There are three perspectives: the socio-psychological, the socio-technical, and the socio-ecological. These perspectives are interdependent, yet each has its focus and is represented in a separate volume.
The Institute's dynamic social science approach to industrial problems, presented in this second volume, began with Eric Trist's coal-mining program for the development of more productive and personally satisfying self-regulating forms of work organization. The whole "Quality of Life" movement owes its theoretical and empirical basis to this pathfinding endeavor.
Volume III will focus on non-hierarchical forms of organization facilitating inter-organizational relations in complex and rapidly changing environments—the socio-ecological perspective. This perspective is offered as a guide to institution building for the future.

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