We kick off our new section on theory to practice with the two most ubiquitous concepts in OST, the concept of the open system itself and OST’s concept of people. These have a wide range of applicability which we will document over time. OST also contains many more specific concepts which can be used in a variety of circumstances. Some of these applications may not be related to OST but are simply very effective ways of doing things which have been established over decades. We hope you find it useful.
The Open System: From Theory to Practice
Merrelyn Emery, 2024
The open system is in the most basic sense the overall conceptual framework of all the work recorded here but its origins are much more specific and still frequently misunderstood. The origins of the open system of course, lie in the famous 1965 paper by Emery & Trist. This paper eventually became a ‘citation classic’ but again, is much more cited than
actually used.
The Open System: Learning about and using the L22
Merrelyn Emery, 2024
Here we see that the L22 is not just an esoteric construct but a highly practical idea which enables people of all descriptions to get a handle on what is happening around the world, how it is affecting their lives and how it is likely to affect their future. Without the L22, people are in the dark about many of the forces impacting their lives, are unable to grapple with them
with full consciousness and ability to manipulate their effects.
The Open Systems View of People
Merrelyn Emery, 2024
This article is one in our new series that spells out the translation of pieces of theory to well established practice. The OST definition of people is a complex one of three main parts and operates through many different applications. In this particular article we review the definition itself and how it is applied through the second design principle (DP2) and from there onto the selection of participants for task oriented work.
Rationalizing Conflict
Merrelyn Emery, 2024
The rationalization of conflict is another way to deal with conflict. Rather than solve the conflict, resolve or dissolve or any one of a handful of ignore, avoid or sweep under carpets, learn to rationalize it. This is a necessity for anyone who is more interested into building a community, or maintaining one as a cohesive entity, rather than producing winner and losers or imposing some ‘solution’ which will only guarantee further conflict in the days ahead. In
essence, it is a simple process, sometimes referred to as ‘agreeing to disagree’ but it is more than this. It is the basis for continuing to work together in a collaborative fashion.