Editing Report written by Sir Kingsley Dunham on the completion of his Directorship 1967-1975

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4 Upon appointment, I considered that I had a mandate to make whatever organisational changes were necessary to produce a unified and effective research institute. Stevenson Buchan was my closest counsellor at this time, but I was able to consult widely among staff, and I was already au fait from personal contact with geological survey practice in USA. Canada, Australia and same European countries.
 
4 Upon appointment, I considered that I had a mandate to make whatever organisational changes were necessary to produce a unified and effective research institute. Stevenson Buchan was my closest counsellor at this time, but I was able to consult widely among staff, and I was already au fait from personal contact with geological survey practice in USA. Canada, Australia and same European countries.
  
The re-organisation was carried out against the background of the deaialsa of the Council for Science Policy of PES to give most favoured treatment to the new Research Council; this made it possible to contemplate a growth-rate of 15–20 per cent per annum for IGS for several years. What emerged were four new, potentially strong divisions; Geophysics, Geochemistry and Mineral Resources, each with a field component and a larger base component in its structure; and an Overseas Division designed to meet the needs of the Ministry of Overseas Development for home-based geologists for Technical Aid to developing countries. The GSGB was held static except that Continental Shelf units were introduced at Leeds and Edinburgh. The older specialist departments of palaeontology, petrography and hydrogeology linked with the Survey had a limited expansion. The GSGB has gradually overcome the doubts In high quarters about it, as it had on several times before, so that non it is widely- recognised as central to the organisation. The institute now evolved towards what in modern systems terms is called a matrix organisation in which X is a series of disciplinary divisions in parallel, and Y crosscutting major projects in series, calling upon those parts of X required for their prosecution. The following diagram, simplified from the Main Project Summary, and by no means complete, illustrates the point.
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The re-organisation was carried out against the background of the deaialsa of the Council for Science Policy of PES to give most favoured treatment to the new Research Council; this made it possible to contemplate a growth-rate of 15–20 per cent per annum for IGS for several years. What emerged were four new, potentially strong divisions; Geophysics, Geochemistry and Mineral Resources, each with a field component and a larger base component in its structure; and an Overseas Division designed to meet the needs of the Ministry of Overseas Development for home-based geologists for Technical Aid to developing countries. The GSGB was held static except that Continental Shelf units were introduced at Leeds and Edinburgh. The older specialist departments of palaeontology, petrography and hydrogeology linked with the Survey had a limited expansion. The GSGB has gradually overcome the doubts In high quarters about it, as it had on several times before, so that non it is widely- recognised as central to the organisation. The institute now evolved towards what in modern systems terms is called a matrix organisation in which I is a series of disciplinary divisions in parallel, and I crosscutting major projects in series, calling upon those parts of I required for their prosecution. The following diagram, simplified from the Main Project Summary, and by no means complete, illustrates the point.
  
 
I acknowledge with gratitude the acquiescence in (and in many uses, real enthusiasm for) these changes among the staff, and their acceptance by Council. In the course of making them the equipment (which was not as good in 1966 as in my university department in some important respects) has been brought fully into line with modern requirements.
 
I acknowledge with gratitude the acquiescence in (and in many uses, real enthusiasm for) these changes among the staff, and their acceptance by Council. In the course of making them the equipment (which was not as good in 1966 as in my university department in some important respects) has been brought fully into line with modern requirements.

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