[The workmethods had] evolved from the experience of successive generations... Each other, often being members of the same family; supervision was in… - Eric Trist

What happened in the Haighmoor seam gave to Bamforth and myself a first glimpse of the "emergence of a new paradigm of work" (Emery, 1978) in which the best match would be sought between the requirements of the social and technical systems. Some of the principles involved were as follows:

# Whole organization systems. At one limit these would be plants or equivalent self-standing workplaces. At the other, they would be entire corporations or public agencies. They persist by maintaining a steady state with their environment.

Fellows were encouraged to revisit their former industries and make a report on any new perceptions they might have. One of these Fellows, Ken Bamforth, returned with news of an innovation in work practice and organization which had occurred in a new seam in the colliery where he used to work in the South Yorkshire coalfield. The seam, the Haighmoor, had become possible to mine "shortwall" because of improved roof control.