The sociotechnical systems (STS) approach is devoted to the effective blending of both the technical and social systems of an organization. These two aspects must be considered interdependently, because arrangements that are optimal for one may not be optimal for the other and trade-offs are often required. Thus, for effective organization design, there is need for both dual focus and joint optimization. This article traces the development of STS from the presentation of its first principles by Eric Trist, its leading founder, who was guided by earlier systems thinking, research on participation, and the action research work of Kurt Lewin, to the present, including discussion of adaptations and refinements that have enhanced its applicability to nonmanufacturing organizations. The approach has more relevance today than ever before, as organizational personnel seek more fruitful means of empowerment and as their organizations strive for greater productivity and viability in increasingly turbulent environments.
Nominal Group Technique (NGT) minimises many problems associated
with conventional interactive group problem solving; however, its verbal
inputting feature is unnecessarily limiting. By utilising cards, the
Improved Nominal Group Technique (INGT) assures contributor anonymity,
adds productive pre‐meeting activity and removes NGT′s
inputting‐transcribing bottleneck. INGT is appropriate for identifying
and evaluating options, positions or problems, solving a problem, and
for reviewing and refining written proposals or other documents.
William M. Fox interviews Eric Trist, eminent scholar and social scientist, who was a founder and chairman of the Tavistock Institute in London. Trist recounts the foundation of the institute as an outpatient clinic and its evolution into a leading center of action research and applied behavioral science. He discusses his work in the British coal mining industry, from which he developed the concept of the sociotechnical system. Descriptions of his work and experiences with the British Army during World War II and of the various projects he undertook with multinational firms and smaller companies illustrate the resistance, suspicion, and other obstacles that he and his colleagues often encountered while working to implement new systems. Finally, Trist describes his sociotechnical systems work in the ailing industrial town of Jamestown, New York, and on the Ten recommendations.
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