The subject of sociotechnology is quite relevant to your current and future business While every producer is well aware of the effect that social context has on the fate of his projects, nothing constructive ever gets done about the high-viscosity “people problems” hampering progress.

Our extensive, large-project experience world-wide motivated us to fix ubiquitous organizational dysfunction (OD) once and for all. Attaining win-win cooperation and collaboration in goal-seeking tasks became an obsession against counterproductive societal norms. The OD plague on humanity originates in our invariant genome, the ideology of business-as-usual we all possess labelled system Plan A. Evolved for species survival in the Stone Age, for the ubiquitous tall hierarchies of today it is lose-lose.

After decades of painful and erratic failure with conventional snake-oil remedies for Plan A social systems, still in vogue today, we engaged the process of elimination to find a practical, effective system “Plan B” fix. In 2013, working in the petroleum-based chemical industry of South Texas, we finally attained the goal: a generic and sustainable Plan B streaming million$ in bottom-line benefits to its hosts.

The results delivered by transposing a Plan A in OD, as-is, to a flourishing Plan B system were astonishing. It took us many months to adequately measure and digest the great multiplicity of causes and cascading effects revealed by having the immediate Plan A/B contrast for quantitative measurements. One of the many pleasant surprises for us was that accident losses were cut in half, automatically, without doing anything in particular in the safety department. Only in hindsight did we see the correlation in documented operational experience. This win-win Plan B got-your-back condition of operations has been a special-forces staple for a century.

Having the Plan B ideology implementations as reference validates the sociotechnical capability to transpose an OD-ridden, lose-lose Plan A organization, as is, into a flourishing win-win Plan B social system. This extraordinary claim, patently ridiculous on its face, is underwritten by extraordinary evidence of two kinds.

• Mathematical physics, natural law engaging invariant human nature, scrutably connected to natural law on our website https://m-i-t-m.com
• Implementations for examination and evaluation, past and present with hundreds of veterans to interview.

“Show me” past

A precedent of the blockbuster Plan B advantage over Plan A was documented by Eric Trist, the famed English sociologist, consultant to the UK Ministry of Mines in 1951:

“What happened in the Haighmoor seam gave me a first glimpse of the ‘emergence of a new paradigm of work’ in which the best match would be sought between the requirements of the social and technical systems. The work organization of the new seam was, to us, a novel phenomenon consisting of relatively autonomous groups interchanging roles and shifts and regulating their affairs with a minimum of supervision. Cooperation between task groups was everywhere in evidence, personal commitment obvious, absenteeism low, accidents infrequent, productivity high. The distinction was large between the atmosphere and arrangements on these faces and those in the conventional areas of the pit, where the negative features characteristic of the mining industry were glaringly apparent.

The men told us they had evolved a form of work organization based on practices common in the unmechanized days when small groups, who took responsibility for the entire cycle, had worked autonomously.”

“Show me” present

The Eastern European (E²) war that commenced in February 2022 has provided independent nation-sized validation of the social system ideology we developed and implemented for industry in 2013.

The E² war between invader Plan A and defender Plan B is providing an exciting lesson about the mechanisms of action of Plan A as encoded in our genome. You know the invading nation is three times as big, has a larger army with an extensive arsenal, deep pockets, and is being led by a supreme commander determined and committed to “winning” at any cost. You also know that instead of a three-day victory, as Plan A prepared for, months after the invasion Plan B nation is clearly winning the war.

The Plan A invading nation is using conventional organizational configurations and practices featuring a top-down chain of command in its traditional military structure. Like all Plan A industrial/military complexes, it is fully corrupt. Its troops can act only on the explicit orders sent down by its generals. In contrast, the Ukraine defense is using bottom-up practice, where the soldiers engaging the enemy are in small mobile teams, trained, equipped, and empowered to battle the invaders when, where, and as they see fit. The significant, distinguishing difference in this war is the great Yin/Yang difference in organizational ideology/strategy.

Our unique contribution to the Plan A/B matter was to put hierarchical social behavior on a scientifiker footing, scrutably connected to natural law as it intersects and mingles with invariant human nature. Such mathematical physics knowledge is vital knowhow for a self-sustaining Plan B.

Documentation on the notion that the realm of engineering is sociotechnical and not limited to its technology dates back to WWII. Everyone knows only too well that the social/administrative environment within which he strives to complete his goal-seeking task actions can make or break his projects. His dignity as a contributor to society hangs in the balance.

Consider the impact of advanced sociotechnical capability on improving productivity and effectiveness, including the health of your roster, top to bottom. Bringing the massive sociotechnical advantage of Ukraine and Haighmoor into project operations is a talent that can be acquired by anyone, anyone. This social context condition is altogether psychological, not material. With nothing to buy and no inertia to overcome, win-win payoffs appear quickly, eliminating the risk in the transposition.

Implementations of the Plan B paradigm are available for onsite examination and evaluation. Demonstrations of Plan B ideology can be provided inhouse to any organization. Method patents are “in process.”

The accumulated, associated knowledge on sociotechnology is organized on our website for workforce producers. If you’re interested in a collaboration, assistance will be provided as requested.

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