For many rationalist observers, organizational dysfunctions, such as recurrent failures in the implementation of strategic orientations, the constantly aggressive behaviour of managers, and so on, are nothing other than manifestation of deficiencies in decision-making or in the well thought-out application of decisions. In the light of psychoanalysis, however, such phenomena can be regarded differently, in particular as compulsions to repeat or actings-out. Indeed, in this perspective, it is on a ‘stage’ other than that of ‘reality’ that the game is played out: the stage of the imaginary and unconscious symbolic determinations. The object of this article is to propose a fresh reading of organizational life based on the work of Jacques Lacan. Although Lacanian notions are often seen as posing numerous problems for those brought up in an Anglo-American tradition of intellectual endeavour, this article upholds that such notions suggest rigorous alternative ways of approaching organizations.

Purpose -The purpose of this conceptual paper is to discuss the relevance of Lacanian psychoanalysis for thinking on organizational functioning and organizational change. Design/methodology/approach -First, the authors discuss basic Lacanian ideas with regard to the notion of the unconscious and its discursive status and with respect to the crucial difference between the ego and the subject. Subjectivity is linked to the notion of the lack. The authors then address implications of Lacanian theory for thinking about and intervening in organisations. Findings -It is argued that the non-satisfying nature of work needs to be recognised, that organizational intervention entails an intervention on discourse, and that subjectivity is an issue to be recognized in the context of organizational functioning. Originality/value -In discussing the implications of this point of view, the authors address the possibility of a psychoanalytic ecology of human resources.

At a time when competition in the workplace is becoming more and more individual, ruthless and widespread, managers are in turn being solicited more personally. That is why the market for psychologically oriented executive coaching is exploding nowadays. This article aims at extracting the main teachings of this change in perspective, in order to pave the way for a methodology of psychoanalytic coaching, that is directly inspired by the work of Jacques Lacan. The objective of this exploratory form of mentorship is to satisfy the explicit needs of the clients, along with their relational expectations and unconscious desir

A prolific current of research focusing on the psychodynamics of work, leadership and organizations has taken form over approximately the last 60 years. The richness of this current remains in full evidence today and shows the interest of applying psychoanalysis to research work on management. First, psychoanalysis can aid researchers to develop a more profound comprehension of organizational functioning by taking into account the effects of the unconscious. Second, it can guide them in different fields of intervention by transposing aspects of the analytical treatment and integrating transference. Last, it can allow them to re-question managerial ends from a slightly ‘askew’ point of view informed by psychoanalytic ethics and recognition of the ‘subject’. This review article aims at examining these issues and offering psychoanalytic theory as a paradigm for the study of management.

Questions the circumstances under which consultants should consider the interpretation of unconscious material as part of their mission, and the forms that these interpretations should take. Following the approach taken by Abraham Zaleznik, suggests that it may be necessary to reflect upon the analysis of requests from clients for consultancy or for auditing. Seeks to review the issue of client‐request analysis from a psychoanalytic perspective and, in particular, from the angle of the tripartition of Lacanian analysis: that of need, demand and desire.