“Researchers from the Tavistock Institute, studying the introduction of new technology in British coal mines (and later in the weaving industry in India), discovered that technological innovations alone could not explain the differences in performance. In fact, the certain technological changes that were intended to increase performance resulted, instead, in performance declines.

Research revealed that high performance resulted when he design of the technical system and the design of the ocial system of work were congruent. Building on group ynamics and general systems theory, the Tavistock researchers demonstrated that high performance required that the needs of the organization’s social system and the needs of the technical system be considered equally and simultaneously in the design process".

Nadler, D., et al, Organizational Architecture: Designs for Changing Organizations, Jossey Bass, (1992). 

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