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Breadtag Sagas ©: Author Tony, 4 October 2022
Participative Design or Re-design of the Workplace
Main Points
- Purposeful organisational change and participative workplace design are required to make an organisational thermometer meaningful.
- Theory X and Theory Y revisited.
- Formal studies of the quality of work life in the USA 1972 and Australia 1973.
- An anecdotal overview of organisational change in the USA, Australia and other western countries since the 1970s.
- Participative workplace design, a maze of techniques, and what it isn’t.
- Learning from research at the TIHR (Tavistock Institute for Human Relations) and associated organisations.
- What participative workplace reform is.
- The six psychological requirements for a happy and productive workplace.
1 Context
Although not stated overtly it should have become obvious in the two previous articles on Fred Emery’s work 1 Causal Texture and 2 the Search Conference that one needs to strategically and operationally introduce change into those enterprises that want to adapt to a turbulent environment, whose salient characteristic is uncertainty. Part of that process requires new methods of planning as embodied in the Search Conference — for new directions, in new ways for new times.
The third element that is required in this era of change (uncertainty, planning) is to modify or reform the workplace (participative workplace design).
The other article in the series on 3 McQuitty Causal Path Analysis concerns a novel statistical method for analysing social data and social science surveys. The McQuitty statistical analysis is important in developing an organisation thermometer to measure progress in participative workplace re-design and reform.
An organisational thermometer is a tool to measure staff satisfaction in any largish enterprise in an ongoing way.
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