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This article discusses the codetermination and worker participation in management decision-making in Great Britain. Codetermination can come about by two different methods. One is the organic method through which codetermination grows naturally from the grass roots situation in any undertaking in response to the needs and wishes of all parties. The other method is the imposed legalistic approach which brings about codetermination through the setting up of legally-required statutory bodies designed to promote it. Of these statutory management organs the two most important are the supervisory board and the works council. Moreover, the other minor codetermination organs are the various committees of the works councils and the supervisory boards. This being the case, it becomes an important matter to develop the capacity within companies to achieve joint decision-making and worker participation objectives by non-statutory means. These internal means can be described as organic, signifying that they grow from the grass roots by a gradual and natural process of evolution. The word organic also implies that this growth has to be cultivated. The view is that it is quite inappropriate to impose the form of joint decision-making from outside by law or even by national agreements. Part of the joint decision-making should be the original and basic decision on what form joint decision-making should take and the areas it should choose to tackle. The objective is the most important thing and the training material is important only so far as it promotes the attainment of the objective.