ABSTRACT
This chapter describes the emergence of systems psychodynamics theories of organisation and management out of biology, mathematics, physics and chemistry and how the Tavistock Institute's engagement with contemporary organisational life combines industrial social systems that shaped the 20th-century workplace with virtual, remote, distributed, volatile work realities of the 21st century. A case example is presented of extending Tavistock systems psychodynamics philosophy and practice into new environments to the Far East through methods of worker participation, autonomous work groups and socio-technical systems. First-generation computers and automation influenced the Tavistock Institute to wrestle with the social consequences of mass redundancy. ‘Human relations’ has accelerated exponentially, driven by social media; this chapter shows how systems psychodynamics – socio-technical analysis, action research and group relations conference learning – benefits contemporary organisations and the digitalised world. Tavistock thinking illuminates contemporary but culturally different, western and eastern organisations. The Tavistock Institute's deep engagement with public sector organisations and in developmental work with globalised economies and the virtual digital worlds leads to an understanding of the impact of unconscious processes, increased velocity of algorithms and machine learning. The traditions of the Tavistock Institute's methodologies enable organisations, sectors and societies to be better informed of the futures they are creating.
