In the third-part of our continuing series addressing selected Lewinian principle, Dr Jean Neumann (TIHR, Sr Fellow in Scholarly Practice) turns her attention to Kurt Lewin’s ‘Contemporaneity’ Rule. Using both theoretical foundations and illustrative examples, Dr Neumann once again demonstrates how the Lewinian principles have continued relevance for scholarly practitioners of organisational development and change.
A Group Relations approach to the socio ecological dilemmas in the Peruvian Amazons: An invitation to learn from the experience of leadership, accountability and love in order to promote a spirit of enquiry for a sustainable transformation in the Amazons’.
We were delighted when Helène Clark was able to join one of our lunchtime talk series while on a brief visit to the UK. Helene is a leader in Theory of Change development and facilitation, founder of ActKnowledge and of Theory of Change Online. Helène’s presentation provided an opportunity to discuss with one of the world’s leading experts how we have been using Theory of Change in our evaluation and consulting work.
As part of the highly successful lunchtime talk series, the contemporary Tavistock Institute of Human Relations (TIHR) food-for-thought programme, Eliat Aram, the Institute’s CEO introduced staff and guests to some key concepts and philosophical underpinning of Complexity theory and its implications to understanding organisational praxis.
Learning about an Eco-Leadership approach – what are the challenges, what are the organisational and societal impacts? Dr Simon Western talks about an Eco-Leadership approach during a TIHR lunchtime talk.
Presented here is part-two in Dr Jean Neumann’s (TIHR Sr Fellow in Scholarly Practice) series of articles summarising selected Lewinian principles. Each article demonstrates Kurt Lewin’s continuing relevance today by using examples from both the archive and from more recent projects. This second instalment in the series addresses Lewin’s ‘field theory rule’.
Olivia Joyner and Joe Cullen from the Tavistock Institute of Human Relations, along with Deborah Davidson from the University of Birmingham, presented emerging findings from the service evaluation on accessing the potential and progress of web-based feedback for quality improvement in the Health Service at the prestigious 7th Biennial Conference in Organisational Behaviour in Health Care in 2010. The theme of the conference, which attracted over 150 academics and practitioners from across the globe, was ‘Mind the Gap: policy and practice in the reform of healthcare.
We are delighted to announce that over the next 12 months the Tavistock Institute’s Sr Fellow in Scholarly Practice, Dr Jean Neumann will be presenting a four-part series summarising selected Lewinian principles that we at the Institute find useful in consulting, research and evaluation. Each article demonstrates Kurt Lewin’s continuing relevance today by using examples from both the archive and from more recent projects. Dr Neumann starts this series by looking at the ‘Dynamic Approach Rule’.
The Institute’s CEO, Eliat Aram, gave a key note address at the AK Rice symposium in Chicago, Illinois in October 2010. The symposium is a bi-yearly event which on this occasion was celebrating 40 years of work of the AK Rice Institute, the USA’s Group Relations organisation offering an annual international conference, a number of shorter conferences and other GR applications across the country and a training course in Group Relations consultancy. Eliat’s paper, entitled: ‘The Aesthetics of Group Relations – Design, leadership and the art of learning in contemporary GR thinking and practice’ can be read and heard here.
A paper by the Institute’s Principal Consultant Mannie Sher, presented at Centre for Parliamentary Studies’ International Regulatory Affairs Symposium.
