Anton Obholzer, Vega Zagier Roberts
March 5, 2019 Forthcoming
Reference - 296 Pages - 18 B/W Illustrations
ISBN 9780815361350 - CAT# K347253
March 5, 2019 Forthcoming
Reference - 296 Pages - 18 B/W Illustrations
ISBN 9780815361343 - CAT# K346966
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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, 2nd Edition draws on a body of thinking and practice which has developed over the past 60 years, often referred to as 'the Tavistock approach' or 'systems-psychodynamics'. All the contributors are practicing 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 in 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, 2nd Edition is for managers, leaders, consultants, and anyone working in organizations who has been puzzled, disturbed or challenged by their experiences at work.
Foreword Jonathan Gosling Preface; 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: projective identification processes in institutions 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 organisation-in-the-mind Vega Zagier Roberts 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 the elderly 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 Conflict 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 Guest editor Kay Trainor 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 financial 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
"We have used this classic and exceptional text to inform the design and delivery of our programmes with managers and leaders in health and social care. It is essential that public service leaders recognise powerful emotional states and work with them. A 2ndedition of this book is timely as organisations struggle to cope, adapt and thrive in complex, ambiguous and uncertain contexts. I recommend this book to anyone who is curious about unconscious processes at work and how understanding these can enhance awareness, effectiveness and performance."Ann Mahon, Professor of Health Leadership, Alliance Manchester Business School, University of Manchester, UK
"Setting out the basis for the understanding of work in human service organizations, the publication of the original ‘Unconscious at Work’ in 1994 was a landmark event in the field. In this excellent, updated volume, Anton Obholzer and Vega Zagier Roberts have extended the scope of the book to the corporate sector, and have produced a volume of outstanding quality. Drawing on a range of experts who take a psychoanalytic view, this volume comprises a series of superb chapters on a wide range of topics. I cannot recommend it too highly."-Mark Stein, Chair in Leadership and Management, School of Business, University of Leicester, UK"An invaluable book in developing my leadership of complex organisations and systems. The book really helped me to build my understanding of the impact of the nature of work and context on people’s performance. The book also enhanced my understanding of how basic human experience outside of work define people and teams’ reactions to leaders and each other. The research and examples across a range of settings and sector really help you build change and performance improvement programmes which will have a lasting positive impact."-Fiona Edwards, CEO Surrey and Borders NHS Foundation Trust, UK
Reviews for the first editon of The Unconscious at Work:
"What makes this book excellent? ...the writing is direct and clear, presenting complex subjects effectively. The abundance of examples is accompanied by intellectual rigour... highly recommended to workers, managers, students and teachers in the human services."-Professional Social Work
"As a reminder of the processes that can bring individual work, teams and corporate planning to a grinding halt this book is invaluable."-Probation Journal