Analysis of a successful consultative effort from four psychoanalytic perspectives

Czander, William M.; Jacobsberg, Lawrence B.; Mersky, Rose Redding; Nunberg, Henry

doi:10.1108/02683940210432619

Cited by 4 publications

(4 citation statements)

References 5 publications

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“…By following Czander et al (2002) lead to reread a case study for its deeper and alternative implications, we apply a different analytic lens to data from a wider qualitative study on shared authority and control or degrees to which “middles” were allowed to be self‐directed in the initiation and use of organisational and personal development processes (Boychuk‐Lapp, 1999). The organisation studied was one, for‐profit company (partners)[1] that provided education programs to adult students who had lost or who were about to lose their jobs.…”

Section: Methodsmentioning

confidence: 99%

To have to halve to have: “Being” in the middle in changing time's space

Lapp¹,

Carr

2006

Journal of Organizational Change Management

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PurposeThe aim of this paper is explore consequences of ambivalence and ambiguity on self‐concept, decision‐making, and quality of interrelationships between management and employees in one for‐profit organisation.Design/methodology/approachData were re‐read to reveal that organisational members were constantly engaged in the process of changing their perceptions of “who” and “what” were “good” and “bad” in reaction to environmental change impacts.FindingsThe paper finds that philosophically, “splitting” is an age‐old form of decision‐making; psychodynamically, “splitting” is not necessarily a signal to a pathology but instead is merely an initiator of ambiguity and ambivalence that leverages change; from a change management perspective, “splitting” can reinforce polarisation that can impede the desire to engage in continual change; and predictions and perceptions of change consequences underscore both the quality and quantity of “splitting” in regard to polarisation. “Splitting” is an integral defense and offense change mechanism that occurs in all decision‐making, so practical implications are that its affects on self and other concepts need to be understood. To establish equalising and non‐polarised interrelationships between “employer” and “worker” and to negate the line between management and employee, exercises in recognition of mutual causation such as servant leadership practises can be introduced.Originality/valueUnparalleled synthesis of seemingly divergent theoretical and practical studies, this paper is a valuable ontological and epistemological tool for ongoing investigation into complexity theory, including self and other organisation.

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Section: Methodsmentioning

confidence: 99%

To have to halve to have: “Being” in the middle in changing time's space

Lapp¹,

Carr

2006

Journal of Organizational Change Management

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“…In certain studies, the psychoanalytic approach will thus function as another way of apprehending phenomenal reality, simply enriching traditional interpretative schemes already employed in organizational behaviour (Czander, Jakobsberg, Mersky & Nunberg, 2002), while in other instances, where unconscious mechanisms appear to be pre-eminent in the companies under investigation, psychoanalysis will be able to serve as the organizing principle (Prins, 2006).…”

Section: New Conceptual Tools For Understanding the Complexity Of Organizations And Management Situationsmentioning

confidence: 99%

The Contribution of Psychoanalysis to Organization Studies and Management: An Overview

Arnaud

2012

Organization Studies

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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.

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“…Here, the client suffers and aims for a solution via the professional, just as a patient expects to find a solution via the analyst (Arnaud, 1998;Gilmore & Krantz, 1985). From a psychoanalytic point of view, such an expectation opens up the possibility that the client/patient reflects on warded-off representations and desires that have had a disruptive effect on their functioning (Boxer & Palmer, 1994;Czander, Jacobsberg, Mersky, & Nunberg, 2002;Hunt & McCollom, 1994;Werr & Styhre, 2003). Similar to clinical contexts, in individual coaching in organizations psychoanalysis is not only a very useful interpretative framework but a practice that can catalyze change (Brown & Starkey, 2000;Czander, 1993;Gould, 1991;Kets de Vries, Kotorov, & Florent-Treacy, 2007;Krantz, 1999).…”

mentioning

confidence: 99%

Working With Symbolic Transference

Vanheule

Arnaud²

2016

The Journal of Applied Behavioral Science

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The present study explores how aspects of Jacques Lacan's psychoanalytic theory can be applied to coaching, focusing on corporate dysfunction. Conceptually, the article starts from Lacan's distinction between the registers of the Imaginary and the Symbolic, as outlined in his L-schema, and the concept of transference. It is argued that by focusing on symbolic transference, and by exploring signifiers that insistently return in a patient's speech, Lacanian-oriented coaching can bring clients to the point of recognizing the unconscious determinants of their daily interactions and behavior, and make a step toward dealing differently with their desire, such that it no longer has a disrupting effect on their performance. Principles for individual coaching are outlined and two case studies are presented. The case discussions reveal that desire and conflict can be clarified by mapping and addressing core signifiers of the client's speech.This study explores how aspects of Jacques Lacan's psychoanalytic theory can inform the practice of individual coaching in organizations. Our main point is that this theory provides an important tool for studying and addressing unconscious determinants of

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Analysis of a successful consultative effort from four psychoanalytic perspectives

Cited by 4 publications

References 5 publications

To have to halve to have: “Being” in the middle in changing time's space

To have to halve to have: “Being” in the middle in changing time's space

The Contribution of Psychoanalysis to Organization Studies and Management: An Overview

Working With Symbolic Transference

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