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.
The OST View of People: Ecological Learning
Merrelyn Emery, 2025
Here we have another dimension of OST’s complex, multidimensional view of the human. This one details a more up to date survey of the evidence re direct perception or ecological learning than found in the original paper 1980 by Fred Emery. As is the normal pattern, we present the theory and follow it with the practice. Once again we see how OST’s theory benefits people today with ways to improve their efficacy in whatever tasks they face and their confidence in their ability to be effective.
Personality: From Theory to Practice
Merrelyn Emery, 2026
This paper describes the theory, derivation and results of using the Emery personality test. Here personality is conceptualized as an objective, measurable function, not some ephemeral or mystical attribute. The test has excellent validity and reliability figures and has provided practical guidance in a range of circumstances. This includes proving that there is no personality component in democratization. Democratization is for everybody. The test continues to be a highly useful component of many studies.
Bion’s Group Dynamics from Theory to Practice
Merrelyn Emery, 2026
Here we look at how our understanding and ultimately clarification of Bion’s group dynamics developed and what they now mean in the practice of OST, (and other), methods. These dynamics, positive and negative, are an exceedingly powerful little set of concepts which can make or break a meeting or conference and the smart practitioner will learn not only to recognize and understand them but also to avoid them. Structurally, they are the product of the design principles and so are easily avoided or brought under control by restoring conditions to those governed by DP2. They have also been translated into survey form so we can more accurately measure what is going on inside an organization. This little paper deals with both the face to face forms and questionnaire forms.
Cultural Change from Theory to Practice
Merrelyn Emery, 2026
The whole of Searching 1999 is about making cultural change but this is a summary paper, a distillation of the main dimensions of the context and the serious problem that forced me to find the solution. In a large book like Searching which is densely packed with conceptual and practical details, the main arguments for and how to make active adaptive cultural change have tended to get lost. Here they regain front and centre stage so the reader or practitioner can quickly grasp our recent broad cultural context, the maladaptive path we must escape from, our desired future and how to get there.