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Toronto 1999
Why We Do What We Do: The Use
of Psychoanalytic Theories
as they Apply to Organizational
Research, Consultation and/or Management
ISPSO invited clinicians, researchers, academics,
organizational consultants, managers and students to explore the application
of psychoanalytic theories to the study of organizations. Our inquiry
strove to understand the role of the unconscious in organizations; how
people feel and think about their work, each other and their organization;
what emotional needs the organization and its leaders satisfy or frustrate;
and the relations between leaders and followers.
Plenary Presentation
Thinking
as Refracted in Organizations-the Finite and the Infinite/the Conscious
and the Unconscious, Gordon Lawrence
Cases I
Continuous
Maintenance of Dead Organizational Aspects in a Volunteer Organization
as a Defense Against Annihilation,
Hanna Biran and Gila Ofer
Tensions around Role of Consultant as Container,
Hannah Piterman
Countertransferences
I
The Case of
the Missing Author: From Parapraxis to Poetry and Insight in Organizational
Studies, Howard F. Stein
Falling from Grace:
When Consultants Go Out of Role- Enactment in the Service of the Consultation,
Rose Redding Mersky
Transferences
and Desire in Family Offices, Private Banks and Related Organizations
Serving Wealthy Families,
G. Scott Budge, Ph.D. and Paul McKibbin
Cases
II
Working Across the Tensions: Organizational Role Analysis
With Pairs from the Same Organization, Susan Long, Jon Newton,
and Jane Chapman
Some Factors
Impacting Containment in Organizational Consultation,
Dr. Edward Klein
Analysis
of a Consultative Effort from the Perspective of Three Theories: Classical,
Object Relations and Self Psychology, Henry Nunberg, Jonathan
E. Rosenfeld and William Czander,
Countertransferences II
When Self-Reflection
and Interpretations Become Perverse, Leopold S. Vansina
Anxiety, Greed
and Narcissism: Three Threats to the Consultant's Neutrality, Lou
McIntyre
Transference,
Counter-Transference and Organizational Change: A Study of the Relationship
Between Organization and Consultant,
Mannie Sher
Research
A Clinical
Theory of Psychoanalysis: The Common Ground of Psychoanalytic Practice,
Kenneth Eisold
Principles
and Practice Consulting with Organizations: How and Why We Do What We
Do--or Should!,
Harold Bridger
Issues
in Management Research, and the Value of a Psychoanalytic Perspective:
A Case Study of Organizational Stress in a Japanese Multi-National Company,
Clare Huffington and Kim James
Holding the
Center: Leadership, Depressive Position, Values and the Moral Order,
Laurence J. Gould
Interface I
An Exploration
of Cross-Gender Friendships in Organizations as a Source of Mirroring:
A Pilot Study, Karen E. Lee, M.A.
Where's
Daddy: Integrating the Paternal Metaphor Within the Maternal Tavistock
Tradition of Organizational Thinking, Simon Western
Spurious
Loyalty of Japanese Workers: In Search of Psychodynamics of Substitutive
Mother in the Form of Organization,
Naotaka Watanabe and, Koji Takahashi
Education I
Management
Training Without Social Defenses: A Case Study of Case Studies,
Terry Martin
Learning
for Leadership Through the Shadow of the Valley of Death, Ernest
Fruge
Interface
II
The Social
Induction of Emotional States: The Significance of Projective Identification
in the Application of Social Systems Theory to Organizational Analysis
and Consultation, Solomon Cytrynbaum, Ph.D., Vanessa Ruda, M.A.
Problematic
Moments in Global Groups: Using the Concept of a Dialogic Unconscious
to Help Develop Group Competence,
James E. Cumming
Education II
Leaderly Learning:
Understanding and Improving the Learning Capacity, Joseph F. Albert
Psychoanalytic Perspective
on the Tasks of Formal Leadership Development, James M. Hunt
Plenary Presentation
Our Best
Work Happens When We Don't Know What We're Doing, Robert French
and Peter Simpson
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