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Written as a Memorial Lecture in honour of Eric Miller, this paper traces the evolution of the Tavistock enterprise from its origins in the Second World War and its aftermath. Drawing from the author's own experience, it explores the significance of the idea of ‘social engagement’ as a unifying principle underlying the Tavistock's practice, its terms and costs; considers its relevance to the new organisational and societal challenges of the twenty-first century; and argues for a recovery of the social and political radicalism implicit in the founding years.