“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.”

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

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Eric Trist29

British scientist 1909–1993

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“The way in which a society organizes the life of its members … is one “project” of realization among others. But once the project has become operative in the basic institutions and relations, it tends to become exclusive and to determine the development of the society as a whole.”

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“# 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.”

Eric Trist (1909–1993) British scientist

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

“The project manager’s job is not an easy one. Project managers may have increasing responsibility, but very little authority. This lack of authority can force them to “negotiate” with upper-level management as well as functional management for control of company resources. They may often be treated as outsiders by the formal organization.”

Harold Kerzner (1940) American engineer, management consultant

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“Today, the concept behind project management is being applied in such diverse industries and organizations as defense, construction, pharmaceuticals, chemicals, banking, hospitals, accounting, advertising, law, state and local governments, and the United Nations.”

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“Project management is the planning, organizing, directing, and controlling of company resources for a relatively short-term objective that has been established to complete specific goals and objectives. Furthermore, project management utilises the systems approach to management by having functional personnel (the vertical hierarchy) assigned to a specific project”

Harold Kerzner (1940) American engineer, management consultant

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“Dr. Cleland was among the first to see project management strategically as well as tactically, at the center of organizational competencies… It's hard to believe, but there was a time when it was new and unfamiliar. Dr. Cleland was a driving force behind the adoption of project management as a professional competency, and is a key contributor to the success of all organizations that use professional project management standards and methodologies today.”

Gregory Balestrero (1947) American industrial engineer

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“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.”

Eric Trist (1909–1993) British scientist

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

“Project managers who believe that closing down a project will wreck their careers are tempted to carry on in the hope they will have a slight chance of saving their reputations. Both courses carry the risk of disaster for those responsible for a project, but one—abandonment—is often far better for the company.”

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"New Projects: Beware of False Economies" https://hbr.org/1985/03/new-projects-beware-of-false-economies, published in Harvard Business Review (March 1985) <br class="br">On management of big projects

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