## THE TAVISTOCK INSTITUTE OF HUMAN RELATIONS
**Company registration number** 442517 **Charity registration number** 209706
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**TRUSTEES’ ANNUAL REPORT**
**FOR YEAR ENDED 30 SEPTEMBER 2021**
**Reference and Administrative Information ............................................................................................ 3 Structure, Governance and Management ............................................................................................... 4 Objectives ............................................................................................................................................. 4 Chair’s Message .................................................................................................................................... 5 CEO’s Message ...................................................................................................................................... 6** _**Human Relations**_ **– Editor’s message ...................................................................................................... 7 Highlights .............................................................................................................................................. 8** Moving home ................................................................................................................................................ 8 Complexity-informed thinking in Evaluation ................................................................................................. 9 Visiting Artist-in-Residence ........................................................................................................................... 9 **Selected Projects ................................................................................................................................... 9** DesignScapes ................................................................................................................................................. 9 Edge of Care ................................................................................................................................................ 10 Coronavirus Community Support Fund ....................................................................................................... 11 Multiple Ways of Working: NHS and Social Care ........................................................................................ 13 Working in depth - Institute of Group Analysis ........................................................................................... 13 **Tradition and Innovation ..................................................................................................................... 14 Professional Development ................................................................................................................... 14 Group Relations Programme ................................................................................................................ 15 Digital Engagement ............................................................................................................................. 16 Arts & Organisation ............................................................................................................................. 17 Food for Thought: Lunchtime Talks ...................................................................................................... 18 Tavistock Community .......................................................................................................................... 18 Environmental work ........................................................................................................................... 19 Financial Summary .............................................................................................................................. 20 Risk Management ............................................................................................................................... 21 Calendar of the Year to Come .............................................................................................................. 40**
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**TRUSTEES’ ANNUAL REPORT**
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## **Council of Trustees**
Lucian J Hudson ( _Chair_ ) Dr Eliat Aram ( _ex officio_ ) Joel Featherman _(Honorary Treasurer & Chair of the Pensions Committee)_ Steve Hearsum Phil James Katharina Müller Stella Okeahialam MBE Martin Powell Viktorija Šmatko-Abaza Grant Taylor Ruth Yeoman _(Chair of HRMC November 2020)_ **CEO** Dr Eliat Aram, PhD, MSc Occup Psych, MSc G Psych, CBAM, Dip IoD **Company Secretary** Dr Leslie Brissett JP, PhD MSc (Econ) BSc (Hons) FHM-SA
## **Registered Office**
63 Gee Street, London EC1V 3RS
T: 020 7417 0407
E: hello@tavinstitute.org
W: www.tavinstitute.org
**Company registration number** 442517 **Charity registration number** 209706
## **Auditor**
Goldwins Limited, 75 Maygrove Road, London NW6 2EG
## **Bank**
NatWest, 440 Strand, London WC2R 0QS
## **Solicitor**
Wedlake Bell LLP, 71 Queen Victoria St, London EC4V 4AY
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The Tavistock Institute of Human Relations was established as a not-for-profit organisation with charitable purpose in 1947. The Institute is governed by its Articles of Association dated 20 September 1947 as amended on 25 June 1963, 20 March 1991 and 22 July 2010. Ultimately accountable to the Association members, a Council of Management act as the board of trustees and work with the CEO and Management team to deliver against the mission and objectives.
The Tavistock Institute is dedicated to the study of human relations for the purpose of bettering working life and conditions for all humans within their organisations, communities and broader societies and to the influence of environment in all its aspects on the formation or development of human character or capacity; to conduct research and provide opportunities for learning through experience for this purpose; to publish the results of such study and research; to further the learning of people in their organisations, to offer educational opportunities for individuals in or for any branches of the said study.
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**TRUSTEES’ ANNUAL REPORT FOR YEAR ENDED 30 SEPTEMBER 2021**
This has been another extraordinary year for the Tavistock Institute. We have not just survived Covid-19 but are thriving, especially because of the leadership and teamwork demonstrated by our staff, our connecting with concerns and aspirations of the markets in which we operate and being open to new ideas on how we can build on our success to date.
We have challenges and opportunities yet the issues that we see the world is having to grapple with all point to a need for a better understanding of what is really going on within and between organisations and groups. Never has the approach we offer - and methodologies we use - been more pertinent: we work with clients to enable them to find solutions they can own and will prove sustainable in its fullest sense.
We live during a time of VUCA, working in environments that are volatile, uncertain, complex and ambiguous. We surf those waves and make it possible for others to harness the forces of VUCA to learn and grow.
I was not Chair for the year reported here. However, I have been close enough to the Tavistock Institute for the past twenty years to recognise as a friend, course participant, Tavistock trained consultant and executive coach, and now as Chair of Council again, that we are rekindling an ambition to make an even more impactful contribution, globally, nationally and locally, in the year and years ahead.
**Lucian J Hudson** Current Chair of Council
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It is difficult to review the year (October 2020 to September 2021) without speaking to the period from March 2020 - October 2020, marking the first year of the Covid-19 pandemic. Back in October 2020, I wrote about the need to have a less binary, more nuanced leadership approach to the management of the global pandemic. At the time, I focussed on the requirement to move beyond the binary approach of health vs economy, to add the third - mental health and wellbeing.
Since then, we have endured many more months of lockdowns, where the dynamics of splitting and polarisation have sadly increased and become more commonplace. This was seen even through the vaccination implementation process which - on the one hand - has been hugely successful in moving us forward, yet has also highlighted socio-economic gaps globally, resulting in us not quite being where we hoped to be by 2022, in an endemic living.
The impact of lockdown on mental and physical health has been huge - you can find out more about it in later sections of this report, where we highlight some of the findings from our work in this period. Young people’s calls for mental health support are exponential at the moment – I can see that as a mental health professional myself and through many of my colleagues whose waiting lists are growing. In addition, the elders and vulnerable, whom we have supposedly been protecting, have been emotionally traumatised by the lack of contact and the isolation and many are now suffering PTSD and other forms of depression and anxiety. The Institute has also contributed to a study of the impact of teleworking on wellbeing and mental health of people in the workplace, exacerbated by the requirement to work from home in these covid times. Adults have not remained unscarred by this period of – sometimes – profound isolation.
The Tavistock Institute was re-opened on 20 July 2020 and has remained flexibly open to date. We maintain a covid-secure, safe and healthy environment to all of our employees and clients who need and want to come in. As we enter our 75[th] birthday year, we continue to do what we have done best - supporting work and wellbeing of people at work. Institute staff have been the founders of many theories and applications to practice which are at the heart of work, management, leadership and organisational life and wellbeing to date – and continue to disseminate and promote learning through our research, consultancy and continued professional development programmes.
We have had a remarkable year – we moved to a new office space, are busy developing new ways of working – implementing lessons learnt and taking stock from the two-year pandemic; as always, we take challenge seriously and continuously reflect and make opportunities for sense-making during these turbulent and interesting times.
In addition to the highlighted work described in the report, we moved our Lunchtime Talks to the online space, where, with various experts, we continued to offer spaces for relevant topics to be explored as well as for people to connect globally across the different time-zones. We have had >1,000 people either joining talks online-live or listening to them later. You can find more data in the body of the report.
**Eliat Aram** , CEO
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_Human Relations_ is a highly ranked international peer-reviewed journal. The journal’s articles have significant impact on academic debates on a wide variety of topics that affect people at work, for example:
- the changing nature of managerial work
- leadership
- politics at work
- economic inequality and management
- job quality
- careers
- employee well-being; and much more…
I took over as Editor-in-Chief in January 2020. My first year in post was quite an unusual one for us all – and submissions to the journal were no exception – numbers of submissions became much harder-to-call than usual. Indeed, once it was clear there was to be an almost worldwide lockdown, I expected submissions to drop significantly. After all, moves to teach online only, the need to home school etc. clearly created significant extra work for many academics.
And yet the lockdown seems to have created more time for writing research papers overall – at least if the big rise in submissions to the journal which we actually saw is anything to go by. My suspicion is that while certain groups of academics were disadvantaged by the lockdown (most likely eg, women with young families) others were positively advantaged. In any case, the increase in submissions seems set to continue – total numbers for 2021 are going to be very similar to the total in 2020.
Another disruption for the journal that Covid brought in its wake was a change of plans for an academic conference to celebrate the 75[th] anniversary. We had initially hoped to hold the conference in London during April 2022. Uncertainty about travel – and many people’s ambivalence about online-only conferences – forced us to postpone the event until April 2023 (our 76[th] anniversary of course). As I write (in early December 2021), we still must keep our fingers crossed that a conference in April 2023 will be able to happen face-to-face. However, we won’t postpone again – even if an online-only event becomes the best option.
## **Mark Learmonth**
Editor-in-Chief _Human Relations_
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The Institute moved offices earlier this year – we took stock of the Tavistock space which meant letting go, acknowledging loss, re-finding and redefining to grow – a process we are still in. Thinking about the context - in the midst of the trauma of Covid-19 - we decided to move, with all the potentialities of space, place and price, and most importantly, the future of office working for organisations (during and postpandemic), and how this might influence the way our new office manifested.
The move was about creating an inclusive, intimate, **Social** / **Science Hub** around several considerations:
- Multi-modality
- Promoting reflection, thinking and collaboration
- Working with the physical, psyche & the digital, and all kinds of hybrids
- The funky, homey office
- Fostering creativity and health, through movement – the liminal spaces and fractals
- Learning spaces: eg the kitchen - echoing _Food for Thought_
- And most importantly, how we welcome people, our community, and make connections – the office as a place where staff; Council; partners; associates, clients, communities, networks and guests love to spend time….
We reflected on what was needed, space, light and air, and found a building that felt solid, had history. We designed the space around form and function where multi-functionality / flexibility were paramount. Where things might be placed, the feel of the space, the spaces in between and the flow around in order to create a beautiful / functional / adaptable home for the Institute to be proud of.
All this within a very tight timescale of 3 months from finding the property until move day and managing long C-19/Brexit lead-times for fittings, furniture and accessories, all within a small budget. We now live happily on the 3[rd] floor, 63 Gee Street, Clerkenwell, London, between Old Street, Barbican and Farringdon tubes. Please come and visit us in person and online!
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In memory of Dione Hills, whose contribution to the field of evaluation has been invaluable over her 35 years at the Tavistock Institute of Human Relations, we were delighted to sponsor a joint prize with the UK Evaluation Society (UKES). The _Dione Hills Tavistock Institute and UK Evaluation Society Prize_ , launched at this year’s UKES conference on 25 May, and is awarded for the best short paper on the application of complexity-informed thinking in evaluation, an area of work that Dione had a special interest in and was deeply committed to. The prize was awarded to Cathy Sharp, of Research for Real, for her paper: _Be a participant, not a spectator – new territories for evaluation_ .
Simone Kennedy joined us physically in August 2021 for 3 months as our first Visiting Artist-in-Residence funded by Arts, South Australia as part of the UK Australia season, a collaboration between the British Council and the Australian government. Simone was drawn to the Institute through her practice which personally explores the mother/child relationship. The Institute’s archive at the Wellcome Library and John Bowlby’s papers made her realise that “ _I needed to site the work; it was imperative that the work become integrated through the layers of the Tavistock Institute_ .” Simone, in conversation with Maria Markiewicz, about her work and research at the Institute.
In 2021 we completed the Designscapes project funded by Horizon 2020. During the last four years, we were part of a group of 12 organisations funded to encourage the take-up and scaling of design enabled innovations in urban environments. Among others, Designscapes provided small amounts of grant funding to 101 pilot projects in 60 cities across the EU and UK to carry out feasibility studies, develop prototypes and scale design led innovations that address some of the most complex social, economic and environmental challenges Europe faces today. It produced a White Paper which calls for the use of designenabled innovation to trigger systemic change in support of addressing today’s global challenges.
We were responsible for evaluating Designscapes as well as contributing to the capacity building of funded pilots by running training sessions on theory of change, replication and impact evaluation. - We carried out an integrated set of evaluation activities to support continuous improvement of the project, understand implementation and assess outcomes by focusing on the relationship between citizen involvement, cocreation of innovation, design thinking and competitiveness in urban environments. Some key findings from the evaluation were that:
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- Design thinking and tools, when used skilfully and responsively to people’s needs, enable the active participation of diverse groups of people in the development of social innovations because they often work visually and offer a structure that guides people through an open creative process;
- Co-creation that sees end users as co-developers of an innovation and values the expertise that comes from people’s lived experience enables people to take ownership of the innovation and makes it more likely that it is used;
- By implementing their Designscapes funded projects, funded teams gained new skills, developed new ways of working, developed new relationships with people and organisations new to design thinking and learned how to adapt their innovations to new customers and markets;
- Participation had financial benefits: funded teams were able to access higher amounts of follow-on funding than non-funded teams and rated the financial value of their participation at a level 81% higher than unsuccessful applicants.
More information about Designscapes and the funded initiatives and resources.
In August 2021, we were approached by East Sussex County Council (ESCC) to support them in their development of their Edge of Care – Redesign Project. They had seen our evaluation report of the Inside Out programme, which had shown how a coaching programme aimed at young people in care helped to stabilise their placement in a cost-effective way.
ESCC is investing funding from 2021 - 2023 to develop a new system-wide model to help better support young people who are on the edge of entering the care system, together with their families who may be experiencing a range of complex challenges. This model aims to meet local needs, build on existing effective strengths-based and participatory provision locally and elsewhere and involve young people and families in co-designing support. ESCC have asked us to support them in:
- developing a project Theory of Change via the involvement of a multiple stakeholder group
- designing an evaluation framework
- providing some evaluation capacity building
- helping to support learning throughout project implementation via the involvement of children, families and other key stakeholders
- providing some ongoing support, including input into the final evaluation report.
After some initial discussions with Council representatives, including the Senior Management Team, we helped organise a Theory of Change workshop in Eastbourne. It was attended by over 30 local stakeholders, including representatives from children’s services and adult social care teams, including the Head of Children Services, schools, CAMHS, third-sector organisations, and other ESCC staff. The workshop was a useful opportunity to clarify the aims of the project, what problems it was hoping to address, what outcomes it should bring about, and how it would do so. The next step is to finalise the first iteration of the Theory of Change and start work on developing an evaluation framework for the project implementation.
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As Covid-19 took hold in 2020, the Coronavirus Community Support Fund (CCSF) and National Lottery emergency funding provided grants for over 11,000 charities and voluntary and community sector (VCS) organisations in England. The CCSF was funded by the Department for Digital, Culture, Media and Sport and distributed by The National Lottery Community Fund (The Fund), with National Lottery emergency funding distributed by The Fund. We partnered with Ipsos MORI and New Philanthropy Capital on the process and impact evaluation, which showed that CCSF helped organisations survive and continue supporting vulnerable people in their communities.
A key aspect of the project was the creation of a Grantholder Learning Strand, providing a new way for The Fund to share and facilitate learning from a major programme of funding for VCS organisations during an emergency, to be delivered remotely and at speed. The Learning Strand was led by us and managed in collaboration with Ipsos MORI. Through an online Learning Hub, we offered opportunities for grantholders to build new connections and share their experience of working through the pandemic. Between October
2020 and July 2021, we designed and delivered activities of different formats to meet the diverse needs and learning preferences of a diverse audience. In total, we delivered 31 online events and sessions to over 750 participants as well as over 30 Learning Hub activities to the 3,244 registered Learning Hub members. Participants enjoyed the online events and the opportunities they provided for networking, sharing of experiences and learning from each other and from speakers. They gained new knowledge, planned to implement learning in their organisations and felt part of something bigger.
_“The discussions and presentations at the live events offered new ideas that triggered different actions to improve our understanding of the situation we are in and how to adapt”_
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Learning from the **activities** contributed to **outputs** with the aim of sharing learning in real-time to support grantholders’ in challenging circumstances and sharing more widely. For example, one event saw grantholders collectively explore issues about building trust in communities and developing visual depictions of their key messages.
Core outputs include the final Learning Strand report, thematic learning reports and animations eg on organisation resilience:
- Creating a culture of wellbeing to support staff and volunteers
- Building connections and trust in a crisis
- How the pandemic shaped volunteering
- Building organisational resilience for the future.
With an animation:
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This year has seen us working in multiple ways with the NHS and Social Care. Clinicians, practitioners, frontline workers, managers, senior leaders, patients, service users and carers have been grappling with the impact of Covid-19 for themselves, colleagues their services and their communities; always in the political limelight and the public gaze.
We have created spaces where people have come together to share and reflect on their experiences; recharge their batteries; make sense of what is happening and take actions; think about and plan for integrated care systems; develop and implement recovery plans; redesign services and pathways; pay attention to staff morale and exhaustion all while continuing to provide services.
What people have said about our work with them:
- “ _The wonderful side effect of this learning package has been team building and healing, vital in a Covid world.”_
- _“Made me look at the Directorate and myself with fresh eyes. Especially the intense emotions which have an impact on every part of the healthcare system that we work within (including staff, patients, stakeholders).”_
- _“Having talked around lots of things, theories, ideas, how we are; we always come away with something really practical to do.”_
We are often asked to design and deliver interventions around leadership & team development, system change, equality diversity & inclusion and working with conflict in teams. So far, we have worked with the NHS Leadership Academy; Southwest Leadership Academy; South West Yorkshire Partnership Trust; North East London Foundation Trust; East London Foundation Trust; Sandwell and West Birmingham NHS Trust and currently with Hertfordshire Adult Care Services.
“ _Reflecting on the sessions we have had with you so far, let me say again that they have been immensely helpful to me and the board as a whole. Working in depth is providing myself and other Board members with plenty of material to reflect on as part of understanding the IGA’s current, past and future journey.”_ Angela Douglas, Chair, IGA
The Institute of Group Analysis (IGA) was founded in 1971 by Dr S H Foulkes and a group of colleagues to provide clinical training in Group Analytic Psychotherapy. Headquartered in London, the IGA has 10 regional locations delivering training and development across the UK.
The approach to the Institute was to assist the Board of the IGA to host a strategy day. The initial focus was to explore how the board can better develop as a work group, given the difficulties experienced at this point in the organisation’s journey, with a further wish to clarify and possibly re-design the organisational structure in light of IGA history, core business & values, in order to support and develop the strategy for the organisation in the future.
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Building on previous work, regular meetings were held with the IGA Chair in preparation for working with the whole board. Then, using Tavistock methods of social dreaming, small group work and action learning, regular 5 x ½-day development sessions took place with the board.
The board subsequently formed a number of action groups to take forward issues of policy and practice, engaging with the membership and reporting back on work done in between development sessions. It considered its make-up and in particular, issues of representation and role clarity. Role descriptions, terms of office and shared understandings of the requirements of the board to meet the current financial and operational realities were addressed at each stage.
Our consultant worked as ‘Sherpa to the Board’: planning, guiding, and challenging the members to find, make and take up their board roles as a work group, and to create possibilities for the membership to be held better in mind and worked with in a collaborative way.
Tavistock staff shared insights and findings from their current work at two symposia for Bowling Green State University’s doctoral program in Organization Development and Change.
One talk was about using evaluation to understand better how design thinking is being used to address major challenges, from dealing with the Covid-19 pandemic to the even bigger question of climate change and its various environmental, social and economic consequences on everyone’s lives. The other talk sparked interest and discussion about using arts and poetry in developing pathos for a change system. And in the idea of simultaneously integrating different identities at the same time and how this embodies working with paradox.
Prof Steve H Cady, Director of the program says " _collaborating with the Tavistock Institute's faculty and students is a pillar of the learning experience we are designing. I'm grateful and excited to connect our students to the important historical roots of the field with an eye toward the future._ "
The two talks speak to the Institute’s tradition of rigorous, action oriented, applied research and consultancy and illustrate the ways in which our practitioners are innovating in the present day.
Prof Cadey and his students are planning a 3-day visit to the Institute and our archive at the Wellcome Library in the summer of 2022. Our archive continues to be one of the most visited at the Wellcome, even in these times of pandemic.
Throughout 2020 - 2021 our Professional Development programmes have been swirled and buffeted with the vagaries of the pandemic with much deep and powerful learning for all. Most programmes have been delivered online with new hybrid delivery approaches emerging as the year came to an end and we were able to meet with each other in 3 dimensions again. We have continued to experiment with and deliver across international time zones.
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The move to our new office has provided a flexible and creative space for the delivery of our programmes, this is much appreciated by participants who love the bright, airy, ‘green’ environment. The investment in new technology has enabled an enhanced experience for all participating in our hybrid programmes. In these programmes some participants are in the room and others are online, all working together in live time. We are learning much about the dynamics of this new reality for organisational life, what works well for both ‘zoomies’ and ‘roomies’. Plans for the year ahead include developing and sharing our learning and insights - building a new knowledge base.
**Deepening Creative Practice in Organisations** : weaving together the arts, organisational development and change is into its second cohort with participants really making the most of our new technology and office space. The output from the first cohort is exhibited in our office as artwork and a representation of time on the programme throughout a pandemic.
**Supervision for Coaching and Consultancy:** One of the first groups to experiment with our hybrid model, this lively and committed group flourished as they came together to take their practice to the next level.
**Coaching for Leadership: Psychodynamic approaches:** Again, attracted a full cohort of online participants from across the world: “ _I was amazed how strongly we connected as a group – I didn’t think we would when it was all online, but we have really gone deep with each other_ ”.
**Practitioner Certificate in Consulting and Change:** Another group surprised by the power and possibility of learning online about the human and organisational dynamics and change: “ _The dynamics still happen, I have felt and experienced so much; frustration, delight, zoning in and out, and experimented with new and different ways of making change happen in this strange new world_ ”.
**Organisational Consultancy: Working with the dynamics:** Throughout the year this has continued to provide much needed reflective space for our community of experienced OD practitioners. For many it has been an intellectual, psychological and social haven to counter the isolation experienced.
**Dynamics @ Board Level:** The opportunity to explore the dynamics of boards as they move into the online space has been invaluable. Experiencing, observing and experimenting with intervening in real virtual time has produced powerful learning immediately applicable to their own Board experiences.
**Digital Surgeries:** With renewed urgency about understanding how to work remotely, **t** hese have successfully been providing a regular online space for leaders and change agents to come together and think about working in a digital world.
The Leicester Conference: Task Authority Organisation: Birthing, Learning, Leading in a time of (post) Pandemic, directed by Dr Eliat Aram, took place in August 2021 in a new location, Lane End Conference Centre in High Wycombe, Buckinghamshire. It once again ran as an entirely in person event - 11 members and 5 staff attended, representing nationalities from Australia, Belgium, Germany, Israel, Italy, Trinidad, UK and the USA. It began with 4 people joining online from their room quarantine - bringing differing international border regulations, quarantine and testing requirements into the mix of dynamics to be experienced and explored throughout the conference.
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The Global Group Relations Forum continued to meet throughout the year, representing sponsoring organisations from over a dozen countries globally. The forum has a rotating chair arrangement and was chaired by Australia and Taiwan in this year. As it worked on issues of authorisation and representation and how the organisations work collectively, testing the hypothesis that “We are Better Together”. The group has developed and published 3 _patchworks_ on the pandemic from the Group Relations perspective.
The impact of online conferences continued to expand across the year in all locations. The institute held a conference in the Caribbean in November 2020 and a pioneering conference for staff at Canterbury Christ Church University directed by Dr Mannie Sher. The first Institute online conference in Latin America took place in March 2021, co-directed by Dr Monica Velarde and Dr Leslie Brissett. The TIHR’s partnership with Group Relations Russia has seen three online GRCs in this year, including a training workshop for current and aspiring GRC consultants.
Other Group Relations Conferences sponsored, directed and staffed by the Institute included: IL NODO in Italy, Group Relations Australia, OFEK, Israel and Teachers College, Columbia University.
During the year, we invested energy and resources in preparation for two conferences targeted at professions. The first conference specifically for those graduate psychoanalysts, co-sponsored by GREX, the AK Rice affiliate center for the West coast of the USA, and “Fully Human: soul, psyche, skin, exploring race in psychology” for the UK British Psychological Society, both to be delivered in and reported on in financial year 21/22, along with the successful online delivery of the Belgirate Conference in late October 2021.
Who are we talking with, how are we doing this, and what difference does it make? These are some of the critical questions we ask in our bi-weekly engagement team meetings at the Institute. Digital engagement is core to how the Institute communicates with current and new clients, colleagues, national and international partners, and friends.
The strategies we use include our main website: www.tavinstitute.org and satellite websites, such as www.tavinstitut.eu and www.humanrelationsjournal.org. We also use other platforms eg Basecamp, Qiqo and Padlet, to support learning on our projects and professional development programmes. These and social media continue to be key channels for our communications. We have also produced several animations, films and podcasts, eg: for the Medici project and the Learning Strand of the Coronavirus Community Support Fund (CCSF).
In 2020-2021, over 106,000 people visited our main website. These visitors engaged with news items, reports, professional development offers, thought pieces, and listened to or watched digital content over 137,000 times, equating to over 314,000 page views. The website continues to attract an international audience: with 31% of visitors from the UK, 19% from the USA, and the remainder split across a broad range of locations, including Germany, India, and Australia, and the Netherlands. Audiences are directed to our website through numerous channels: by far the most popular route is via search engine results (58%); typing our URL into the browser (19%); and being referred through other website links (10%); with social media links and email campaigns accounting for the remainder of our visitors (13%).
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Across various social media channels, we have 22,292 followers and connections (LinkedIn: 8,880; Facebook: 7,212; Twitter: 6,200; Instagram: 505). Our content reaches a broad audience and is engaging. We have posted over 460 messages on LinkedIn this year; with 1,600 links, shares and comments in response, driving traffic to our website. On Facebook and Twitter, we post between 50-80 messages a month, which are seen and engaged with numerous times a day. Our Instagram account focuses on our arts & organisation work, with followers and interaction increasing dramatically. Our digital impact continues through email campaigns and newsletters, sharing professional development offers and bringing targeted news directly to our subscriber’s inboxes.
2021 marked the two-year anniversary of the partnership with the Visual Cultures department at Goldsmiths, University of London, when we recruited our second Engagement Assistant. This is a valuable and exciting partnership, which offers recent graduates the opportunity to apply for the 2-year role at the Institute, supporting the Institute’s creative endeavours.
The Institute’s Arts & Organisation work continued to develop this year with Spring 2021 marking the fifth and final exhibiting season of the (DCP) professional development course. This course involved a number of ‘out loud’ experimentations eg the Two Worlds collaborative performance and improvisation with Ambient Jam members, artists and the DCP community, reaching right into the space of vulnerability and isolation of Covid-19. The exhibiting season included:
- A Social Dreaming series as part of Civic Square’s Department of Dreams initiative;
- The launch of _Open_ – a newspaper disseminating the radical openness explored through the first four seasons;
- A curated Lunchtime Space with artists and participants.
The Arts & Organisation work is also influencing the Institute’s wider programmes of work with artists and arts-based interventions becoming more integrated into evaluation and consultancy practice in our projects, eg the poet Dreadlock Alien performed at the final learning event of the CCSF evaluation for the National Lottery.
There were invitations to reflect with other organisations in public on the developing work:
- _Collaboration to Bring Into View_ : a conversation between Juliet Scott and Rebecca Swift of Entelechy Arts at The Collaboration Symposium, The Social Capital and Loughborough University London.
- _Organisational Care and Curation; the arts supporting new knowledge and practice_ - Juliet was visiting speaker at Bowling Green State University’s Organisational and Development and Change Symposia;
- Max Communications Archiving and Archivists Podcast Series: about how we promote our archive through the arts;
- _Becoming Situated, Becoming Sensitised, Becoming Image_ : a workshop with Sam Nightingale using cyanotype exploring Letting Go and Transformation, for the Alumni Association of Coaching and Consulting in Context programme at Utrecht University, Netherlands;
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- An art workshop and _Mother-Child-Fly_ : a Lunchtime Talk with Simone Kennedy, our visiting Artistin-Residence.
We have continued to be innovators in contemporary archival practice by making the first fully Born Digital deposit to the Wellcome Library.
Our popular Food for Thought series are informal sessions that take place each third Wednesday of the month. Providing a space for productive discussion and thoughtful reflection about our work between Tavistock staff, our collaborators, and other interested researchers and practitioners, Lunchtime Talks have proven to be especially successful during the lockdown, attracting hundreds of participants.
Connecting people who otherwise would never met, they have taken place since 2008 and continue to engage new audiences, as well as our regular attendees. We frequently record talks and podcasts of previous sessions are available on our website.
From 2020-2021, the talks included:
- _AK Rice: A Forgotten Giant at The Tavistock Institute_ with Jean Neumann and Antonio Sama
- _The Medical Self: why doctors make bad patients_ with Professor Dame Clare Gerada
- _The Art of Not Knowing_ with Marian Timmermans
- _Consultants: are our ethics for real or just skindeep?_ with Steve Hearsum…
- … and many more!
The Tavistock Community originated from the Institute’s 70th anniversary Festival in 2017. It is a selforganising multicultural community network for Tavistock thinking, a place to connect with others, a forum to exchange ideas, to develop practice, expand learning and think & create together, all underpinned by Tavistock methodologies. It is open to the Institute’s PD programme and conference alumni and friends of the Tavistock who want to stay connected and build working partnerships and groups.
The Community's principal task has been to find ways of working together - it is a place where initiatives are self-led and freely launched from different parts of the world. A number of them are occurring regularly like the Annual Gatherings and monthly meetings, plus other initiatives in 2020-21 have been led spontaneously like Social Dreaming, _Still Together_ , discussions on _The Tavistock Touch_ , Thoughts from India, leadership and how to use boundaries, the arts and nonverbal communication, and many other topics. The Community has a Cultivator and Deputy-Cultivator in leadership roles.
**18**
**TRUSTEES’ ANNUAL REPORT**
**FOR YEAR ENDED 30 SEPTEMBER 2021**
We have been working with environment-focused projects for some years now and over the last year, significant examples include Designscapes and Heat Networks Investment Project, a £330m UK government funded programme aimed at stimulating the de-carbonised district heating market. In the face of the growing climate emergency, we want to increase our engagement. Damaging and potentially irreversible climate change is already significant in individual, organisational, political and community consciousness and the manifold impact of Covid-19 has propelled it to the forefront.
To achieve this, we have agreed an environmental policy for the Institute, in collaboration with staff and stakeholders, setting out:
- How we will manage our resources, our work, and ourselves, to minimise our carbon footprint and impact on the environment.
- How we will make environmental work a core part of what we do with the result that reducing climate change features in the way that we plan, shape, and deliver our work.
Reducing environmental impact is complex as there are no simple remedies, and it generates change that can sometime be challenging, so our approach is incremental. This means balancing the environmental policy implementation against other priorities and the demands placed on us as an organisation to evolve an achievable approach.
Four pieces of work have flowed directly from this policy in the last few months:
1. **Getting work:** Establishing an Environmental Group which, among other things, seeks out opportunities for expanding the application of the Institute’s approach, skills, and knowledge to environmental work.
2. **Meeting the standard** : Working towards achieving the international organisational environmental standard (ISO 14001). This includes assessing, and reducing, our carbon footprint.
3. **Everyone’s job:** Using internal meetings and events that enable everyone to incorporate environmental awareness into our ways of working.
4. **Evaluation:** A framework for evaluating, and continuously improving, the implementation of our policy.
**19**
**TRUSTEES’ ANNUAL REPORT**
**FOR YEAR ENDED 30 SEPTEMBER 2021**
The Council holds bi-monthly meetings. The CEO provides an update to the trustees at each of the Council meetings. This includes a status update on the key projects and other significant events. An update of the financial status of the Institute is also reviewed at each meeting. Further, the Council has a rolling programme which covers the key activities of the Institute over the course of twelve months.
In addition, the following sub-committees are in operation:
- The Pension trustees meet 2-3 times a year and are responsible to the pension fund.
- The _Human Relations_ Management Committee (HRMC) meets twice a year to discuss and review the activities of the HR journal.
Internally, the CEO holds bi-weekly management meetings.
Salary progression reviews are carried out annually and are normally based on the performance of staff members and business context. All staff are positioned organisationally in a range of salary bands which are directly related to their roles and grade. The bands are as follows: R – Researcher, S – Senior Researcher and P – Principal. The difference in grade reflects seniority of knowledge, experience and workload. The majority of the principal grade employees are line managed by the CEO who makes a recommendation of any increase in salary within the same percentage range as other staff member (14%). This is confirmed as both reasonable and affordable by the Head of Finance.
## **Financial Results for the year 2020-21**
The Institute managed to generate a surplus of £251k inclusive of FRS102 related pension costs (2020: £128k) despite continued uncertainties of the Covid-19 pandemic in 2021. It represents a very robust performance in the unprecedented circumstances which has impacted national and global economies. The accounts for 2020-21 include the consolidation of the Institute’s subsidiary, Tavistock Institut gGmbH, which achieved a small operating surplus in the financial year and continues to grow.
The Institute’s research, evaluation and consultancy activities saw an increase in income for the year which helped offset lower than anticipated Professional Development income. Furthermore, Royalties income from Human Relations following the contract renewal negotiations with SAGE were lower reflecting changes in the academic journal market which has been impacted by COVID and Open Access.
The Institute continues to hold a provision of £117,585 at the end of September 2021 for potential costs related to its membership of the Menon Network EEIG following the bankruptcy of a fellow member of the EEIG and which will impact the EEIG and its members. The Institute is retaining the provision to cover any further payment settlements related to other EEIG projects.
**20**
**TRUSTEES’ ANNUAL REPORT**
**FOR YEAR ENDED 30 SEPTEMBER 2021**
## **Reserves policy**
The Trustees recognise the need to hold reserves both to enable the Institute to progress its long-term projects and to protect its current activities. The Institute believes that a reserves level of three months’ income is appropriate for the ongoing operations of the organisation. Of the accumulated reserves on 30 September 2021 of £652,012 (excluding the pension fund liability), an amount of £49,136 is invested in operational assets and this amount is not available to meet ongoing expenditure. The unrestricted free reserves are £602,576 which represents over 3 months of future expenditures.
The Institute continues to fulfil its obligation as per the revised pension recovery plan with the pension trustees (approved by the pensions regulator) whereby the deficit will be paid within 15 years. During the year ended 30 September 2021 the Institute paid £307,237 in accordance with this plan. The actuarial valuation of the Tavistock Institute of Human Relations Retirements Benefit Scheme at 30 September 2021 for the purposes of FRS102 showed a decreased funding deficit of £4,069,000 (2020: £5,763,000).
## **Risk management and internal control**
The Trustees have a duty to identify and review the strategic, business and operational risks that the Institute is exposed to, and to ensure that appropriate controls are in place to provide reasonable assurance against fraud and error.
In order to achieve this, the Trustees and management team have undertaken an assessment of the risks that the organisation is exposed to and have produced a risk register which assigns management of these risks to specific individuals and recommends actions to be taken, where necessary, in order to manage the likelihood and impact of these risks. The risk assessment and resulting risk register are reviewed and updated on a regular basis.
The most up to date review, in March 2020, confirmed the current primary risks to be the ongoing Covid-19 pandemic situation along with Brexit which combined creating economic uncertainty and volatility impacting work opportunities in the UK and Europe. We continue to monitor the risk of losing staff for various reasons although we think this has now subsided with the latest wave of recruitment and we continue to develop new streams of funding whilst keeping focused on saving costs wherever prudent.
## **Appointment of Auditor**
Goldwins Limited, Chartered Accountants, have agreed to continue their appointment as external auditor.
## **Audit Information**
Each of the directors has confirmed that so far as they are aware, there is no relevant audit information of which the company's auditor is unaware, and that they have taken all the steps that they ought to have taken as a director in order to make themselves aware of any relevant audit information and to establish that the company's auditor is aware of that information.
## **Statement of trustees’ responsibilities for an incorporated Charity**
The trustees (who are also directors of the Tavistock Institute of Human Relations for the purposes of company law) are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102
**21**
**TRUSTEES’ ANNUAL REPORT FOR YEAR ENDED 30 SEPTEMBER 2021**
The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the income and expenditure of the charitable company for that period. In preparing these financial statements, the trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgments and accounting estimates that are reasonable and prudent;
- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements, and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.
The trustees are responsible for maintaining proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company [and the group] and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
In so far as the trustees are aware:
- there is no relevant audit information of which the charitable company's auditors are unaware; and
- the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.
The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
## **BY ORDER OF THE COUNCIL**
**Lucian J Hudson** Chair of Council 27[th] January 2022
**22**
**OF HUMAN RELATIONS**
**INDEPENDENT AUDITORʼS REPORT TO THE MEMBERS OF THE ASSOCIATION OF THE TAVISTOCK INSTITUTE FOR YEAR ENDED 30 SEPTEMBER 2021**
## **Opinion**
We have audited the financial statements of The Tavistock Institute of Human Relations (the ‘Charity’) for the year ended 30 September 2021 which comprise the consolidated Statement of Financial Activities, the group and parent Charity’s Balance Sheets, group’s statement of cash flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
## **Opinion on financial statements**
In our opinion the financial statements:
- give a true and fair view of the state of the group’s and Charity’s affairs as at 30 September 2021 and of its income and expenditure for the year then ended:
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditorʼs responsibilities for the audit of the financial statements section of our report. We are independent of the Charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRCʼs Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report.
## **Other information**
The trustees are responsible for the other information. The other information comprises the information included in the annual report other than the financial statements and our auditorʼs report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated.
**23**
**OF HUMAN RELATIONS**
**INDEPENDENT AUDITORʼS REPORT TO THE MEMBERS OF THE ASSOCIATION OF THE TAVISTOCK INSTITUTE FOR YEAR ENDED 30 SEPTEMBER 2021**
If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.
## **Opinion on other matter prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of the audit:
- the information given in the trustees’ report (incorporating the directors’ report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the trustees’ report (incorporating the directors’ report) has been prepared in accordance with applicable legal requirements.
## **Matters on which we are required to report by exception**
In the light of the knowledge and understanding of the Charity and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Annual Report.
We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:
- adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees’ remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit.
## **Responsibilities of the trustees**
As explained more fully in the Trustees’ Responsibilities Statement, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view and for such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the Charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the Charity or to cease operations, or have no realistic alternative but to do so.
## **Our responsibilities for the audit of the financial statements**
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditorʼs report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in
**24**
**OF HUMAN RELATIONS**
**INDEPENDENT AUDITORʼS REPORT TO THE MEMBERS OF THE ASSOCIATION OF THE TAVISTOCK INSTITUTE FOR YEAR ENDED 30 SEPTEMBER 2021**
respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud are set out below.
In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:
- We enquired of management, which included obtaining and reviewing supporting documentation, concerning the charity's policies and procedures relating to:
- identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of non-compliance;
- Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud;
- The internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations.
- We inspected the minutes of meetings of those charged with governance.
- We obtained an understanding of the legal and regulatory framework that the charity operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the charity from our professional and sector experience.
- We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations.
- We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud.
- In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Councilʼs website. This description forms part of our auditor’s report.
## **Use of our report**
This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charity’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s members as a body, for our audit work, for this report, or for the opinions we have formed.
28 January 2022
……………………….
**Anthony Epton (Senior Statutory Auditor) for and on behalf of Goldwins Limited Statutory Auditor Chartered Accountants 75 Maygrove Road West Hampstead London NW6 2EG**
**25**
## **OF HUMAN RELATIONS**
## **CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES** (INCORPORATING INCOME AND EXPENDITURE) **FOR THE YEAR ENDED 30 SEPTEMBER 2021**
**26**
## **OF HUMAN RELATIONS**
## **BALANCE SHEET**
## **As at 30 SEPTEMBER 2021**
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27/01/2022
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**OF HUMAN RELATIONS CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 30 SEPTEMBER 2021**
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## **OF HUMAN RELATIONS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2021**
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## **OF HUMAN RELATIONS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2021**
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**OF HUMAN RELATIONS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2021**
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## **OF HUMAN RELATIONS**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 30 SEPTEMBER 2021**
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## **OF HUMAN RELATIONS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2021**
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**OF HUMAN RELATIONS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2021**
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## **OF HUMAN RELATIONS**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 30 SEPTEMBER 2021**
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## **OF HUMAN RELATIONS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2021**
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## **OF HUMAN RELATIONS NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 30 SEPTEMBER 2021**
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## **OF HUMAN RELATIONS**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 30 SEPTEMBER 2021**
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## **OF HUMAN RELATIONS**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 30 SEPTEMBER 2021**
**39**
**OF HUMAN RELATIONS TRUSTEES’ ANNUAL REPORT FOR YEAR ENDED 30 SEPTEMBER 2021**
Looking into the year ahead _up to September 2022_
- 8 March Institute Strategy Day - hybrid
- tba Book Launch: _An Introduction to Systems Psychodynamics_ by Dr Mannie Sher & Dr David Lawlor - online
- 3 April Opus _Eric Miller Memorial Lecture_ by Dr Eliat Aram - hybrid
- 25 May tbc AGM - hybrid
- 27 June tbc _Human Relations_ journal 75[th] anniversary
- 18 - 21 July BGSU Doctoral Student visit – in person
- 22 July Graduation Ceremony – Professional Development - hybrid
- 24/25 July tbc Tavistock Community Annual Gathering - hybrid
- An Ancient Greek Philosophy of Management Consulting with David Shaw
- BHC21 research dissemination with Kamakshi Rajagopal and the Interreg project team
- Client Conversations with Anne Benson
- Arts and Organisation with Juliet Scott and Heather Stradling
- Group Relations with Leslie B Brissett…
…and more!
30 July - 12 August 2022 **The Leicester Conference: Task Authority Organisation:** _Studying the capillary, tentacular and rhizomatic in organisations –_ in person 17 January **Digital Surgery** - online
26 May **Launching Young Leaders** 1-day workshop - in person
**Certificate in Coaching for Leadership:** Psychodynamic Approaches 2022 in 4 modules - hybrid 3 - 4 February 24 - 25 March 5 - 6 May 9 - 10 June
**Practitioner Certificate in Consultancy and Change (P3C)** 2022 in 4 modules - in person 15 - 18 February 27 - 28 April 18 - 20 May 6 - 8 July
**Certificate in Dynamics @ Board Level** 2022 in 4 modules: tbc
**Certificate for Supervision for Coaching and Consultancy** 2022 in 3 modules: tbc
**Deepening Creative Practice with organisations** from Spring 2023 in 5 seasons: tbc
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