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Eric Trist cytaty

Eric Trist – brytyjski psycholog zajmujący się teorią systemów, jeden z czołowych przedstawicieli londyńskiego Tavistock Institute of Human Relations.

Sformułował ideę systemu socjotechnicznego . W teorii zarządzania zainicjował odejście od modeli mechanistycznych. Podkreślał znaczenie pracy zespołowej i ogólnie relacji społecznych w zarządzaniu. Przeprowadził pionierskie badania brytyjskiej branży węglowej, które opisał w książce Organisational Choice z 1963. Trist zauważył, że menedżerowie mają skłonność do optymalizowania wyłącznie technicznych czynników pracy, nie uwzględniając przy tym systemu społecznego. Na przykładzie brytyjskich górników wykazał on, że podporządkowanie pracujących razem osób trzem różnym jednostkom utrudnia wzajemną współpracę. Zaś reorganizacja pracy i utworzenie jednej grupy roboczej ułatwia współpracę i podnosi poziom produktywności. Wikipedia  

✵ 11. Wrzesień 1909 – 4. Czerwiec 1993
Eric Trist: 29   Cytatów 0   Polubień

Eric Trist: Cytaty po angielsku

“The longwall method [can be] regarded as a technological system expressive of the prevailing outlook of mass-production engineering and as a social structure consisting of the occupational roles that have been institutionalized in its use.”

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Eric Trist

Źródło: "Some Social and Psychological Consequences of the Long Wall Method of Coal-Getting", 1951, p. 5

“# Macrosocial systems. These include systems in communities and industrial sectors, and institutions operating at the overall level of a society. They constitute what I have called "domains". (Trist, 1976a; 1979a). One may regard media as socio-technical systems. McLuhan (1964) has shown that the technical character of different media has far-reaching effects on users. The same applies to architectural forms and the infrastructure of the built environment. Although these are not organizations, they are socio-technical phenomena. They are media in Heider's (1942) as well as McLuhan's sense.”

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Eric Trist

Źródło: The evolution of socio-technical systems, (1981), p. 11

“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.”

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Eric Trist

Źródło: The evolution of socio-technical systems, (1981), p. 8

“Primary work systems. These are the systems which carry out the set of' activities involved in an identifiable and bounded subsystem of a whole organization - such as a line department or a service unit…”

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Eric Trist

The evolution of socio-technical systems, (1981)

“Correspondingly, the work group became central rather than the individual jobholder.”

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Eric Trist

The evolution of socio-technical systems, (1981)

“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.”

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Eric Trist

The evolution of socio-technical systems, (1981)

“We are moving towards another type of society than that to which we have become accustomed. This is sometimes referred to as a new service society, the society of the second industrial revolution or the post-industrial society. There is no guarantee of our safe arrival. Not only are the interdependencies greater – they are differently structured… The changes in the policy field [housing, health care, urban rehabilitation, education, etc. ] demand a new mobilization of the sciences.”

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Eric Trist

Eric Trist (1969) cited in: Joel Cutcher-Gershenfeld ed. (2011) INNOVATION SUMMIT April 13 & 14, 2011 http://summit.research.illinois.edu/files/posters/CutcherGershenfeldWorkshopPoster.pdf.

“It treated the individual as complementary to the machine rather than as an extension of it”

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Eric Trist

Jordan, 1963
The evolution of socio-technical systems, (1981)

“A design principle based on the redundancy of functions rather than on the redundancy of parts (Emery, 1967) characterized the underlying organizational philosophy which tended to develop multiple skills in the individual and immensely increase the response repertoire of the group.”

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Eric Trist

The evolution of socio-technical systems, (1981)

“Fellows were encouraged to revisit their former industries and make a report on any new perceptions they might have. One of these Fellows, Ken Bamforth, returned with news of an innovation in work practice and organization which had occurred in a new seam in the colliery where he used to work in the South Yorkshire coalfield. The seam, the Haighmoor, had become possible to mine "shortwall" because of improved roof control.”

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Eric Trist

Źródło: The evolution of socio-technical systems, (1981), p. 8

“Every time the cycle is stopped, some 200 tons of coal are lost. So close is the task interdependence that the system becomes vulnerable from its need for 100 percent performance at each step.”

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Eric Trist

Źródło: "Some Social and Psychological Consequences of the Long Wall Method of Coal-Getting", 1951, p. 18

“The work system, which comprised a set of activities that made up a functioning whole, now became the basic unit rather than the single jobs into which it was decomposable.”

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Eric Trist

The evolution of socio-technical systems, (1981)

“[The workmethods had] evolved from the experience of successive generations… Each other, often being members of the same family; supervision was internal, having the quality of 'responsible autonomy.”

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Eric Trist

Źródło: "Some Social and Psychological Consequences of the Long Wall Method of Coal-Getting", 1951, p. 6

“Socio-technical analysis is made at three levels - the primary work system; the whole organization; and macrosocial phenomena.”

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Eric Trist

Źródło: The evolution of socio-technical systems, (1981), p. 6

“Ludwig von Bertalanffy's formulation enables exchange processes between the organism, or organisation, and the elements in its environment to be dealt with in a new perspective, it does not deal at all with those processes in the environment itself which are among the determining conditions of the exchanges. To analyse these an additional concept is needed - the causal texture of the environment.”

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Eric Trist

Źródło: The Causal Texture of Organizational Environments (1963), p. 20, cited in: Academy of International Business, University of Hawaii at Manoa. College of Business Administration (1982) Proceedings of the Academy of International Business: Asia-Pacific Dimensions of International Business, December 18-20, 1982, Honolulu, Hawaii. p. 163

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

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Eric Trist

The evolution of socio-technical systems, (1981)

“This paper introduces a concept of organizational ecology. This refers to the organizational field created by a number of organizations, whose interrelations compose a system at the level of the field as a whole. The overall field becomes the object of inquiry, not the single organization as related to its organization-set. The emergence of organizational ecology from earlier organization theory is traced and illustrated from empirical studies. Its relevance to the task of institution-building, in a world in which the environment has become exceedingly complex and more interdependent, is argued.”

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Eric Trist

Eric Trist, "A concept of organizational ecology." Australian journal of management 2.2 (1977): 161-175. p. 161; abstract

“The advantage of placing responsibility for the complete coal-getting task squarely on the shoulders of a single, small, face-to-face group which experiences the entire cycle of operations within the compass of its membership. [And furthermore], for each participant the task has total significance and dynamic closure.”

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Eric Trist

Źródło: "Some Social and Psychological Consequences of the Long Wall Method of Coal-Getting", 1951, p. 6

“It was variety-increasing for both the individual and the organization rather than variety-decreasing in the bureaucratic mode.”

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Eric Trist

Źródło: The evolution of socio-technical systems, (1981), p. 9

“Faced with low productivity despite improved equipment, and with drift from the pits despite both higher wages and better amenities… a point seems to have been reached where the [coal] industry is in a mood to question a method it has taken for granted.”

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Eric Trist

Źródło: "Some Social and Psychological Consequences of the Long Wall Method of Coal-Getting", 1951, p. 5

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

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Eric Trist

Jaques, 1956
The evolution of socio-technical systems, (1981)

“We know from experience that technology can be changed. We have learned in the quality-of-working-life enterprise not to accept the technological imperative.”

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Eric Trist

Eric Trist cited in: Alternatives. Vol 8 (1980). Trent University, University of Waterloo. Faculty of Environmental Studies, p. 146

“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 (“system constants”) to cope with the “lacks” and “gluts” in their available environment.”

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Eric Trist

Źródło: Organizational choice, (1963), p. 6

“Coal being then the chief source of power, much industrial reconstruction depended on there being a plentiful and cheap supply. But the newly nationalized industry was not doing well. Productivity failed to increase in step with increases in mechanization. Men were leaving the mines in large numbers for more attractive opportunities in the factories. Among those who remained, absenteeism averaged 20 percent. Labor disputes were frequent despite improved conditions of employment. Some time earlier the National Coal Board had asked the Institute to make a comparative study of a high producing, high morale mine and a low producing, low morale, but otherwise equivalent mine.”

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Eric Trist

Źródło: The evolution of socio-technical systems, (1981), p. 7

“A main problem in the study of organizational change 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.”

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Eric Trist

Źródło: The Causal Texture of Organizational Environments (1963), p. 21

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

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Eric Trist

The evolution of socio-technical systems, (1981)

“The outstanding feature of the social pattern with which the pre-mechanized equilibrium was associated is its emphasis on small group organisation at the coal face. [Indeed], under these conditions there is no possibility of continuous supervision, in the factory sense, from any individual external to the primary work group.”

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Eric Trist

Źródło: "Some Social and Psychological Consequences of the Long Wall Method of Coal-Getting", 1951, p. 7

“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 (1949) was that of the postwar reconstruction of industry in relation to which the Institute had two action research projects.(2) One project was concerned with group relations in depth at all levels (including the management/labor interface) 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.”

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Eric Trist

Źródło: The evolution of socio-technical systems, (1981), p. 7

“Occupational roles express the relationship between a production process and the social organization of the group. In one direction, they are related to tasks, which are related to each other; in the other, to people, who are also related to each other.”

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Eric Trist

Źródło: "Some Social and Psychological Consequences of the Long Wall Method of Coal-Getting", 1951, p. 14