"The work organization of the new seam was, to us, a novel phenomenon consisting of relatively autonomous groups interchanging roles and shifts and regulating their affairs with a minimum of supervision. Cooperation between task groups was everywhere in evidence, personal commitment obvious, absenteeism low, accidents infrequent, productivity high. The contrast was large between the atmosphere and arrangements on these faces and those in the conventional areas of the pit, where the negative features characteristic of the industry were glaringly apparent. The men told us that in order to adapt with best advantage to the technical conditions in the new seam, they had evolved a form of work organization based on practices common in the unmechanized days when small groups, who took responsibility for the entire cycle, had worked autonomously."

“This principle valued the discretionary rather than the prescribed part of work roles .”

“Whole organization systems. At one limit these would be plants or equivalent self-standing workplaces. At the other, they would be entire corporations or public agencies. They persist by maintaining a steady state with their environment.”

“A main problem in the study of is that the environmental contexts in which organizations exist are themselves changing, at an increasing rate and towards increasing complexity. This point, in itself, scarcely needs laboring. Nevertheless, characteristics of organizational environments demand consideration for their own sake if there is to be an advancement of understanding in the behavioral sciences of a great deal that is taking place under the impact of technological change, especially at the present time.”

“Internal regulation of the system by the group was thus rendered possible rather than the external regulation of individuals by supervisors.”

“Socio-technical studies needed to be carried out at three broad levels - from micro to macro - all of which are interrelated:”

“Considering enterprises as "open socio-technical systems" helps to provide a more realistic picture of how they are both influenced by and able to act back on their environment. It points in particular to the various ways in which enterprises are enabled by their structural and functional characteristics to cope with the “lacks” and “gluts” in their available environment.”