INSEAD Library

Includes bibliographical references and index and glossary

Digitized

Psychodynamics for Consultants and Managers From Understanding to Learning Meaningful Change Contents About the Authors Contributors Acknowledgements General Introduction Part One A Psychoanalytic Perspective on Groups and Organisations Introduction Marie-Jeanne Vansina-Cobbaert Chapter 1 Original, Primary Mental Processes Marie-Jeanne Vansina-Cobbaert Illustrations Stepwise transformations References 22 25 27 20 xi xiii xv 1 9 11 Chapter 2 Languages from Another World Marie-Jeanne Vansina-Cobbaert The language of images The language of actions The language of relations Putting the information from `atlantic' to use References Chapter 3 Supportive 'Process Structures' Marie-Jeanne Vansina-Cobbaert Holding and containment Transitional phenomena References Chapter 4 Defensive Processes and Behaviour Marie-Jeanne Vansina-Cobbaert and Leopold Vansina Individual defence mechanisms Defence mechanisms in groups Social defences Social repression Defensive strategies Working with and through defences Conclusions References Chapter 5 The Capacity for Creative Living and Its Importance in Organisational Life Marie-Jeanne Vansina-Cobbaert Origins and functioning of the capacity for creative living Destructiveness in the context of creative living References 28 29 32 38 49 55 57 58 64 67 68 68 71 74 76 77 79 85 86 88 88 95 100 Part Two A Psychodynamic Approach Introduction Leopold Vansina Chapter 6 Psychodynamics: A Field of Study and an Approach Leopold Vansina Some major differences with psychoanalysis An attempt to define psychodynamics Creating supportive process structures Small things that matter: a look at some neglected potential benefits of a psychodynamic approach to organisational issues Finalising comments References Chapter 7 'Me' in the Problem Situation Leopold Vansina The problem with problem definition Building continuation `Me' in terminating a project What about transference and counter-transference in our practice? References Chapter 8 Groups as the Tip of an Iceberg: Locating Issues in Their Context Leopold Vansina Introduction Management teams as the tip of an iceberg The iceberg in project teams Import and export mechanism of problems Summary References 103 105 108 108 113 126 145 148 150 156 157 167 168 172 176 178 178 184 194 197 206 207 Chapter 9 Being in and Working with Experiences in the `Here-and-Now' Leopold Vansina Various mental modes of being present The relevance of working with or without specific frames in the 'here-and-now' From interpretations to sense making Conclusions References Chapter 10 The Art of Reviewing: A Cornerstone in Organisational Learning Leopold Vansina Reviewing What could be reviewed? When to review and with what frequency? Special or institutionalised reviews How to review? Conditions for reviewing The role and stance of the person(s) leading the review Limits to learning from reviewing References Part Three The Psychodynamic Approach in Consulting and Action-Research Projects Introduction Leopold Vansina Chapter 11 Understanding and Working with Organisational Dynamics: Coping with Organisational Growth Leopold Vansina and Gilles Amado Part 1: Creating Awareness and a Base for Action within the Organisation 210 214 220 232 238 239 242 242 246 251 254 255 262 264 265 266 269 271 273 280 The pilot workshop The second workshop The third workshop The relevance of the design Part 2: Working Through the Draft Blueprint The six two-day workshops Understanding and working with organisational dynamics: discussion References Chapter 12 Transformations: Hope, Illusions and Reality. Transformations within a Family-Owned International Corporation Leopold Vansina and Marie-Jeanne Vansina-Cobbaert Part 1: The Consulting Project The actors within the system `Minimal structures' and 'time and space' Part 2: Making Sense of the Work Transformation What can be learned from the consulting experience and conceptual clarifications for advancing the practices of organisation consultants and managers? References Chapter 13 Participative Redesign: Action-Research into the Strategic Restructuring of a Plant Leopold Vansina Part 1: The Project History and context My role, approach and intentions Phase one: exploring the company in its environment Phase two: engaging the employees to redesign the operations to meet the new production strategy Phase three: change in ownership and implementation 280 285 291 298 305 306 313 319 321 323 325 328 346 346 352 356 358 360 360 361 365 368 372 Part 2: Organisational Results and Research Findings Results from the participative redesign The process of successful organisational change Learning from the action-research itself Conclusions References Chapter 14 Working Across Organisational Boundaries: Understanding and Working with Intergroup Dynamics Sandra G.L. Schruijer and Leopold Vansina Introduction Part 1: The Psychological Difficulties of Working Across Organisational Boundaries The meaning of collaboration The yacht club Part 2: Helping Groups and Organisations in Developing Successful Collaboration Shellfisheries: conflicts of interest between nature and economy Collaboration in the building sector Organisational change of a nursing home Medical call centre Part 3: Dynamics, Practices and Principles Working with the whole system Working with the psychodynamics of conflict and collaboration Leading collaboration Exploring the 'why?' Concluding remarks References Glossary Index 375 376 377 378 385 387 390 390 391 391 393 396 396 397 397 398 399 399 402 405 407 408 409 413 427