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An overview is presented of some basic psychoanalytic insights into organisations that collectively reinforce the reasons why management studies should concern itself with psychoanalysis. The paper highlights the different psychoanalytically informed approaches that have been adopted thus far in the organisation literature and then raises some issues related to those who seek to use psychoanalytically informed insight to make interventions and manage organisation dynamics.

Aspects of the psychodynamics of organisation change are explored and in particular how emotion and emotionality should be conceived. A case is made to go beyond the dichotomous world of “rational” versus “emotional” and develop a greater appreciation of how the rational and the emotional can be “fused” or act in a co‐existent and co‐dependent fashion where one cannot be understood in the absence of the other. Read through the optic of identity, acts of so called rationality may simply be an expression of a deeper, albeit unconscious realm – psychodynamics in which emotion and emotionality are significant. It is through the optic of identity that the individual’s attachment to the organisation is described and the meaning of behaviour in the midst of change is canvassed. It is noted that, depending upon the degree of identification with the organisation, one encounters behaviours that reflect dislodgement of identity and those more commonly associated with the processes of grieving. Some tentative strategies are advanced in managing these behaviours.

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