The real story behind the Tavistock Institute and its network, from an intriguing best-selling author The Tavistock Institute, in Sussex, England, describes itself as a nonprofit charity that applies social science to contemporary issues and problems. But this book posits that it is the world's center for mass brainwashing and social engineering activities. It grew from a somewhat crude beginning at Wellington House into a sophisticated organization that was to shape the destiny of the entire planet, and in the process, change the paradigm of modern society. In this eye-opening work, both the Tavistock network and the methods of brainwashing and psychological warfare are uncovered. With connections to U.S. research institutes, think tanks, and the drug industry, the Tavistock has a large reach, and Tavistock Institute attempts to show that the conspiracy is real, who is behind it, what its final long term objectives are, and how we the people can stop them.

How can boards and members of boards reach their full potential? The Tavistock Institute of Human Relations (TIHR) has been at the forefront of thinking about organizations since its inception in 1947. Today, as then, the corporate world is undergoing increasing pressure to demonstrate a sustainable, generative and meaningful impact on society and employees whilst delivering improved services and products. These tensions and others are explored in this important new book, Dynamics at Boardroom Level: A Tavistock Primer for Leaders, Coaches and Consultants. In this book, the reader gets a useful framework of theory and practice that broadens vision and deepens thinking about what is happening in boardrooms. The book opens the door to the reader to a new world of board dynamics, edited by those who really understand the deeper workings of the complex human system and its work at board level. This edited volume brings together the insights and contemporary case studies from participants on the Tavistock Institute Dynamics @ Board Level programme that draws on the thinking of Tavistock scholars and practitioners and their work on the dynamics of task, role, authority and power. Edited by programme co-directors Dr Mannie Sher and Dr Leslie Brissett and their fellow Tavistock Associate Tazi Lorraine Smith, and with contributions from senior leadership practitioners and board evaluators from the government, international consultancy firms, FTSE 100 and global UN institutions, this book speaks directly to issues of our time. It represents essential reading for leaders of organizations and businesses, as well as leadership coaches and mental health professionals.

This book provides an introduction to systems psychodynamic theory and its application to organisational consultancy, research and training, outlining systems dynamics methods and their historical and theoretical developments. Systems Psychodynamics is an emerging field of social science, the boundaries of which are continually being refined and re-defined. The ‘systems’ designation refers to open systems concepts that provide the framing perspective for understanding the structural aspects of organisational systems. These include its design, division of labour, levels of authority, and reporting relationships; the nature of work tasks, processes and activities; its mission and primary task; and the nature and patterning of the organisation’s task and sentient boundaries and the transactions across them. This book presents a critical appraisal of the systems psychodynamics paradigm and its application to present-day social and organisational difficulties, showing how a holistic approach to organisational and social problems can offer a fresh perspective on difficult issues. Bringing together the theory and practice of systems psychodynamics for the first time, this book provides an examination of the systems psychodynamics paradigm in action. This book gives an accessible and thorough guide to understanding and using systems psychodynamic ideas for analysts, managers, policy makers, consultants and researchers in a wide range of professional and clinical settings.

The idea of social dreaming argues that dreams are relevant to the wider social sphere and have a collective resonance that goes beyond the personal narrative. In this fascinating collection, the principles of social dreaming are explored to uncover shared anxieties and prejudices, suggest likely responses, enhance cultural surveys, inform managerial policies and embody community affiliation. Including, for the first time, a coherent epistemology to support the theoretical principles of the field, the book reflects upon and extends the theory and philosophy behind the method, as well as discussing new research in the area, and how social dreaming practice is conducted in a range of localities, situations and circumstances. The book will appeal to anyone interested in the idea that social dreaming can help us to delve deeper into the question of what it means to be human, from psychoanalysts to sociologists and beyond.

Originally published in 1970 this title commemorates the men and ideas that started, inspired and established a pioneer institution in British psychiatry. Based on the impetus of Freudian and related innovations after the First World War, the Tavistock Clinic offered treatment, training and research facilities in the field of neurosis, child guidance and later on group relations. Dr Dicks, who had been associated for nearly forty years with the work and personalities that helped to develop the Tavistock venture, describes the struggles and capacity for survival of the clinic. He shows how, belonging neither to the older classical psychiatry nor to orthodox psychoanalysis, and suspect to both, the Clinic nevertheless became increasingly used by the rest of the profession as a psychotherapeutic resource. Dr Dicks describes the influence of the Tavistock on the medical, psychological and social work scene both before and after the Second World War, and assesses its achievements as a centre of psycho- and socio-dynamic thinking. The Tavistock is shown as a pioneer sui generis, launching psychosomatic research and initiating the exciting ventures in social psychiatry associated with the Army in the Second World War. As the Tavistock was the outcome of work with shell-shock victims in the first war, so its offspring, the Institute of Human Relations, was the natural continuation of the military effort in man-management, morale and group dynamic studies. The book includes an account of the inter-relationship between the Clinic, now part of the National Health Service, and the Institute, a private corporation. Still going strong as part of the Tavistock and Portman NHS Foundation Trust today this is an opportunity to revisit its early history.

This book focuses on the hallmark or approaches of the Tavistock Institute—combining research in the social sciences with professional practice in organisational and social change. It shows how consultant and client system are partners in the process of organisational analysis and design.

Please note: This is a companion version & not the original book. Sample Book Insights: #1 The conversion of the mind science into the craft of mind destruction was shaped by war. The essential premise of the work of Tavistock is that certain kinds of democratic institutions are more efficient instruments for fascist dictatorship than traditional, straightforward authoritarian models. #2 The construction of a cabal of psychiatrists to rule over society was Rees’s lifelong mission. He understood the power structures of society, and he used that to influence key individuals who would spread his ideas. #3 The psychologist Kurt Lewin was one of the first to study psychological warfare, and he was the father of group dynamics. He came to the United States in 1933. He was a refugee from Nazi Germany, and his work was used to change food preferences away from meat toward whole-wheat bread as substitutes. #4 The idea that fascism is a world desired in the paranoid dreams of the Id is not an exaggeration. Rees and Tavistock were seriously organizing a cabal to take over the councils of those who were attempting to re-establish the world after the war.

Eric Trist was a psychologist, social scientist, and a leading figure in the field of organizational development. He was a founding member of the Tavistock Institute of Human Relations in London and spent many years in United States academia. This book delves into Trist’s life to examine the evolution of his work and how he applied social science theory, knowledge, and methods to the organization of working life and its management. Richard Trahair outlines Trist’s socio-technical theory of organization and how it applies to the turbulent environment that modern managers face. Trahair begins with Trist’s educational career in England and his attitude toward American and English education. He also describes Trist’s work to improve the United Kingdom’s Army’s method of selecting men for officer training in wartime, and his role in the establishment of the Civil Resettlement Units in England. In place of the traditional technology-driven bureaucracy of industry, Trist recommended that social science researchers help reorganize industries on socio-technical lines. Trist provided convincing evidence that organizations dominated by traditional attitudes were inefficient and unsatisfactory. He made it clear that seeing workers as little more than costly extensions of machines and the industrial environment as nothing but a set of competitive market forces seriously limited potential for growth.

Vol. 3 edited by Eric Trist, Fred Emery, and Hugh Murray.