Organisational Psychology

Includes all aspects of Organisational Psychology, and related subjects such as group relations.

Below are digital reports etc that are part of the MBS Portal. For much more digital and print content, please use the search box, right.

Our picks

The dynamics of change: Tavistock approaches to improving social systems

In this article, Dr Mannie Sher, Director, Group Relations Programme, and Principal Researcher-Consultant at the Tavistock Institute of Human Relations in London outlines some of the main theories and methods used by the Tavistock Institute and the Tavistock Clinic, and uses case studies ranging from banks to health organisations to show how these concepts and techniques are used in change management and to improve board effectiveness.

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The dynamics of change: Tavistock approaches to improving social systems

New perspectives from the behavioural sciences for government policy making: note of roundtable event on 13 June 2012

A summary of a meeting between government figures and behavioural scientists is provided, covering lessons from biological science for government policy making.

Introduction to systems thinking

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A report is presented introducing the concept of "systems thinking", an approach to problems based around understanding different perspectives, viewing systems on multiple layers, understanding interactions between systems, and understanding processes.

Innovation and authority in organisations

This is the report of the first-ever 5-day non-residential experiential inductive learning programme in Eastern Europe.

Organisational culture and the police: keeping your head above the water

This article proposes that if the culture is aligned, or the gap small, the relationship between the police force and the community it serves will prosper.

Wellbeing

This evidence briefing highlights the findings, and their relevance in key policy areas, of research which explored the use of longitudinal data in informing and shaping policies relating to health and wellbeing.