Eric Trist: An American/North American View (The Second Coming)

Paul D. Tolchinsky (), Bert Painter () and Stu Winby ()
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Paul D. Tolchinsky: Performance Development Associates
Bert Painter: Consulting Social Scientist and Filmmaker
Stu Winby: SPRING Network LLC

Chapter 79 in The Palgrave Handbook of Organizational Change Thinkers, 2017, pp 1341-1354 from Springer

Abstract: Abstract Eric Lansdown Trist was born in 1909 and died in June 1993 in Carmel, California. Eric lived in a golden age of organization thinking and experimentation. While small in physical stature, Eric was a giant in his thinking and influenced many of the most prominent practitioners and theoreticians in his generation and the next in organization theory and organization design. The list of his protégé’s reads a little like the subjects of this book. Those who knew him and learned from him were forever changed by his presence and thinking. This chapter reflects on Eric’s second trip to the USA and North America, from the middle 1960s until his death. After experiencing America during the Great Depression, Eric returned to the UK, to carve out his career and explore the world of work and the social psychology of people at work. He loved America and often found himself defending her to his colleagues. When the opportunity came in the mid-1960s, invited by Lou Davis at UCLA, Eric returned and left an indelible imprint on his generation and the one to follow. Those of us who view organization design as our calling owe it mostly to Eric and his inspiration. Terms like “industrial democracy,” “open systems,” and most importantly “sociotechnical systems” became mainstream notions because of Eric. He pioneered the notion of organization ecosystems and predicted the turbulence of the last half of the twentieth century, with his colleague Fred Emery. Eric lived and breathed “action research” and “action learning. He fervently believed that the wisdom in the organization could solve most anything (a theme you might hear in other chapters, as well). Each person had a voice, and each voice had to be heard.

Keywords: Action learning; Action research; Sociotechnical systems; Open systems thinking; Industrial democracy; Jamestown; Rushton coal mine; Labour Canada; Quality of worklife; Turbulent environment; Self-managing work systems; Principle of redundancy; Adaptive work systems; Adaptive ecologies; Time to market; Ecosystems; Organization environments (search for similar items in EconPapers)
Date: 2017
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DOI: 10.1007/978-3-319-52878-6_27

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