Action Research at the Tavistock Institute is grounded in the work of pioneers such as Kurt Lewin, who first coined the term “action research” in the 1940s. Lewin’s model of change emphasized the importance of involving participants in the research process and fostering an iterative cycle of planning, acting, observing, and reflecting. 

The Tavistock Institute adopted and expanded upon these ideas, through the work of Eric Trist, Fred Emery, Ken Rice and others, incorporating insights from psychoanalysis, group relations, and open systems theory to address the technical and the unconscious dimensions of organisational life. 

Action research, as practiced at Tavistock, is characterised by its participatory and iterative nature. Researchers engage with participants—not as distant observers, but as co-investigators—exploring the practical and deeper, often unconscious processes that influence behaviour and decision-making in organisations. 

This approach allows for a more comprehensive understanding of the social, emotional, and psychological dynamics at play in complex systems. 

Supporting theories of Action Research in Organisations 

In Action Research, psychoanalytic theory provides the lens for understanding the unconscious processes that shape human behaviour; group relations theory focuses on how individuals interact within other groups and how groups themselves behave as entities. 

Open systems theory examines the interaction between organisations and their broader environments. Action research is a way of surfacing and addressing group and organisational dynamics, allowing the “shadow side” to emerge and be confronted to allow the organisation to function more effectively. 

Isabel Menzies Lyth

Lyth’s seminal work on anxiety and defense mechanisms in institutions is a cornerstone of the Tavistock approach to action research. In her influential study of the nursing profession, Lyth demonstrated how institutional structures and practices can serve as defenses against anxiety. 

By examining how nurses in hospitals developed rigid, depersonalized routines to manage the emotional strain of dealing with ill and dying patients, Lyth showed how organisations unconsciously create systems that protect individuals from anxiety, but often at the cost of flexibility and adaptability. By involving participants, the research process encourages them to reflect on their own experiences, and thus helping organisations confront the structures and dynamics that impede change and growth. 

Read more

Aram, E. & Sher, M. (2010). ‘Isabel Menzies Lyth: Traditions and Innovations’,  British Journal of Psychotherapy, Vol. 26. No.2., pp 167-–172

Susan Long

Long, a contemporary theorist in the Tavistock tradition, has expanded on Lyth’s work by exploring how unconscious processes influence leadership, decision-making, and organisational change. 

The role of leadership lies in managing the boundary between the organisation and its environment. Long demonstrates how effective leadership requires an understanding of both conscious and unconscious processes and the ability to manage anxieties that arise from organisational change and complexity. Action Research employs reflection and learning activities to develop greater self-awareness and resilience in the face of change. 

Gordon Lawrence and Social Dreaming

Another innovative activity in Action Research is Social Dreaming, invented by Gordon Lawrence, for exploring the collective unconscious of groups. 

In a social dreaming matrix, participants share their dreams in a group setting, allowing the group to explore the symbolic meanings and associations that emerge. This process enables participants to access unconscious material that might otherwise remain hidden, offering new insights into organisational dynamics. 

Lawrence’s work on social dreaming illustrates how action research at the Tavistock Institute extends beyond traditional methods of inquiry. By incorporating creative, non-rational approaches to understanding human behaviour, Tavistock action researchers can explore the deeper, often irrational forces that shape organisational life. 

Eric Miller

Eric Miller was another pioneering thinker of the practical application of Action Research at the Tavistock Institute. 

Miller emphasized the importance of understanding the relationship between the individual, the group, and the wider organisational system. He argued that effective organisational change requires an awareness of the hidden influences that shape group dynamics, as well as the ability to work with these processes to promote learning and development. 

Miller’s approach reflects the participatory nature of action research, where the researcher works collaboratively with the organisation to explore underlying issues and co-create solutions. His work demonstrated how action research can be a powerful tool for fostering organisational change and development. 

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Action research at the Tavistock Institute of Human Relations represents a unique blend of inquiry and intervention, grounded in organisational learning and practical application. Action Research enables the surfacing and addressing the hidden dynamics that often hinder change. 

The contributions of theorists like Susan Long, Isabel Menzies Lyth, Gordon Lawrence, and Eric Miller have further enriched the field, offering innovative methods for understanding and transforming organisations. 

Through its emphasis on participation, reflection, and learning, action research at the Tavistock Institute continues to offer a powerful framework for addressing the complex challenges of organisational life.