"The socio-technical concept arose in conjunction with the first of several field projects undertaken by the Tavistock Institute in the coal-mining industry in Britain. The time was that of the postwar reconstruction of industry in relation to which the Institute had two action research projects. One project was concerned with group relations in depth at all levels in a single organization - an engineering company in the private sector. The other project focused on the diffusion of innovative work practices and organizational arrangements that did not require major capital expenditure but which gave promise of raising productivity. The former project represented the first comprehensive application in an industrial setting of the socio-clinical ideas concerning groups being developed at the Tavistock."

“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.”