Transforming Experience in Organisations A Framework for Organisational Research and Consultancy 1st Edition by Susan Long ISBN 1782203486 978-1782203483
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ISBN 10: 1782203486
ISBN 13: 978-1782203483
Author: Susan Long
This book demonstrates how the transforming experience framework (TEF) model can be used in organisational analysis, research, and consulting. It analyses the use of the TEF for examining both theoretical and practical issues in the field of socioanalysis and systems psychodynamics.
Transforming Experience in Organisations A Framework for Organisational Research and Consultancy 1st Table of contents:
Chapter One The transforming experience framework
Introduction
The transforming experience framework
The domains of experience
The framework
Person
System
Context
Source
Role
Using the framework
References
Chapter Two Background to the TEF
Pillars of the Guild’s brand and six principles
The six principles
Development of the Grubb Institute and the Guild
Why is this role about leadership?
References
Chapter Three The transforming experience framework and unconscious processes: a brief journey through the history of the concept of the unconscious as applied to person, system, and context with an exploratory hypothesis of unconscious as source
The unconscious prior to psychoanalysis
The unconscious as applied to persons
Sigmund Freud and the dynamic unconscious
Jung and the collective unconscious
Object relations theory
Jacques Lacan: the unconscious structured as a language is structured
Bion and the unconscious infinite
Creativity and the unconscious
Unconscious processes in groups or organisations and systems
Relational psychoanalysis
Group dynamics
The theory of social defences
Group relations
Perverse social dynamics
The unconscious through a socio-analytic lens
Unconscious process and context
The social unconscious
Political context
The unconscious as source
Peircian philosophy and the associative unconscious
Conclusions and the future of the unconscious as an idea
Note
References
Chapter Four Reframing reality in human experience: the relevance of the Grubb Institute’s contributions as a Christian foundation to group relations in the post-9/11 world
Icons for two succeeding generations
The relevance of group relations
The Grubb Institute and its methodological innovations
Structural developments
Conceptual developments
The context of conferences and the relevance of context to transformative group relations work
Group relations and the twenty-first century
Some remaining dilemmas
References
Chapter Five Daring to desire: ambition, competition, and role transformation in “idealistic” organisations
Introduction
Case study: an executive transforming her role
From a psychoanalytic perspective
From an organisational role analysis perspective
Person
System
Context
Role
Person–context
Drawing on a fourth domain of experience
Competition revisited
References
Chapter Six Working to improve institutional strength: the challenge of taking multiple roles in multiple systems
The loss of confidence in institutions
A working hypothesis
An analytic framework for thinking
Person in context
Learning about role through experience
Applying what one has learnt about role to adult life
The implications for handling oneself in multiple systems, calling for multiple roles
Multiple roles and family business
Implications for practice
Multiple roles in a large services firm
Implications for practice
Purpose enabling multiple roles
Implications for practice
The influence of biographical roles and now
Implications for practice
Multiple team roles and shared purpose
Implications for practice
Multiple systems and interconnectedness
References
Chapter Seven Finding, making, and taking role: a case study from the complexity of inter-agency dynamics
Background
The situation
Roles, boundaries, and systems
Once taken, easier to find
Once found, easier to make
Once made, easier to take
Once taken, easier to find
The lived experience
References
Chapter Eight Transitioning tasks in an impossible context through use of drawings: a case example
The organisation
The roles
The persons
The task
The context
How the meeting started
The drawing
The new task emerges
The source?
Summary
Chapter Nine Connectedness with source: our collective reality
Introduction: searching for a framework for understanding the experience that each can own for themselves
The background of the narrative
Focusing on experience
Demonising the “other”
Death’s ferryman: connectedness with source through context
A CEO initiates a challenge to his leadership team: connectedness with source through system
Meditation and prayer: connectedness with source through person
Linking themes
Working from the heart in the now
Connectedness with source
Inspired by the unity of humankind
Not knowing where they were going
What is “connectedness with source”?
Relevant insights into our psychological processes
Splitting and projection
Boundaries and systems
Illusion and its part in adult and organisational life
Leading for the whole
Illusion revisited
A closing example from organisational analysis
Role and vocation
Notes
References
Chapter Ten The experience of connectedness with source: how does one’s understanding of connectedness with source contribute to thinking about accountability in role?
Introduction
Conclusion
In retrospect
References
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