The Unconscious at Work A Tavistock Approach to Making Sense of Organizational Life

Why do our organizations so often seem to be less than the sum of their parts? What undermines effectiveness and morale, and gets in the way of achieving what we set out to do? The Unconscious at Work, Second Edition draws on a body of thinking and practice which has developed over the past 70 years, often referred to as 'the Tavistock approach' or 'systems-psychodynamics'. All the contributors are practising consultants who draw on this framework, bringing it alive and making it useful to any reader – manager, leader or consultant, regardless of whether they have any prior familiarity with the underlying concepts – who is curious about what might be driving the puzzling or stressful situations they find in their workplace. The First Edition was addressed to people working in 'the human services': health, social care and education. Since it was published in 1994, there has been growing interest in the business world, andin understanding more about the 'irrational' side of organizational life. Therefore, this Second Edition includes an entirely new section where the key ideas are revisited and illustrated with case studies from a wide range of business organizations, from large corporations to start-ups and family businesses. The aim, however remains the same: to enlarge readers' existing sense-making 'tool-kits' so that they can look at themselves and their organizations with fresh eyes, deepening the emotional intelligence they bring to bear on the challenges they face and providing new possibilities for action. The Unconscious at Work, Second Edition is for managers, leaders, consultants, and anyone working in organizations who has been puzzled, disturbed or challenged by their experiences at work.

List of figures About the authors Foreword by Jonathan Gosling Preface to the Second Edition Acknowledgements A note on confidentiality A note about ‘a Tavistock approach’ Introduction: Making sense of organizations – the institutional roots of the Tavistock approach James Mosse PART I Conceptual framework 1 Some unconscious aspects of organizational life: contributions from psychoanalysis William Halton 2 The dangers of contagion Deirdre Moylan 3 The unconscious at work in groups and teams: contributions from the work of Wilfred Bion Jon Stokes 4 The organization of work: contributions from open systems theory Vega Zagier Roberts 5 Authority, power and leadership: contributions from group relations training Anton Obholzer 6 Changing the stories we are ‘in’: power, purpose and organization-in-the-mind Vega Zagier Roberts PART II The unconscious at work in human service organizations Part IIa Working with people in distress 7 Attending to emotional issues on a special care baby unit Nancy Cohn 8 Containing anxiety in work with damaged children Chris Mawson 9 Fragmentation and integration in a school for children with physical disabilities Anton Obholzer 10 Where angels fear to tread: idealism, despondency and inhibition of thought in hospital nursing Anna Dartington 11 Till death us do part: caring and uncaring in work with older people Vega Zagier Roberts 12 Working with dying people: on being good enough Peter Speck Part IIb Challenges, crises and change 13 The self-assigned impossible task Vega Zagier Roberts 14 Institutional chaos and personal stress Jon Stokes 15 The troublesome individual and the troubled institution Anton Obholzer and Vega Zagier Roberts 16 Finding a voice: differentiation, representation and empowerment in organizations under threat James Mosse and Vega Zagier Roberts 17 Confl ict and collaboration: managing intergroup relations Vega Zagier Roberts 18 Managing social anxieties in public sector organizations Anton Obholzer PART III The unconscious at work in business organizations Kay Trainor (guest editor) 19 Family patterns at work: how casting light on the shadows of the past can enhance leadership in the present Francesca Cardona and Sheila Damon 20 Feelings as data Kay Trainor 21 The myth of rationality: why change efforts so often fail James Krantz and Kay Trainor 22 Navigating roles in complex systems Vega Zagier Roberts 23 Beyond the individual: reframing blame and responsibility for ‘rogue’ behaviour in the fi nancial services industry Ajit Menon 24 From managing to leading organizations in their contexts Matthieu Daum Afterword: Consulting to oneself Appendix: The genealogy of systems psychodynamics Bibliography Index

Anton Obholzer, BSc, MB, ChB, DPM, FRCPsych is a psychoanalyst, organizational consultant, and former CEO of the Tavistock and Portman NHS Foundation Trust. He is a senior member of faculty of the Advanced Management Programme of the INSEAD Global Leadership Centre in Paris. Vega Zagier Roberts, MD is an independent consultant and coach, an associate consultant at Tavistock Consulting, and a faculty member on the Tavistock and Portman NHS Trust master’s programme Consulting and Leading in Organisations and doctoral programme Consultation and the Organisation.