ABSTRACT

Workplace Intelligence provides a range of insights into the unconscious processes at play in the workplace and an introduction to a balanced approach to organizations.

The book explores key concepts, showing how our emotions and early experiences inform the roles we play at work, as well as how we react to other people. It encourages close observation and reflection and utilization of this knowledge for managing ourselves and others fruitfully. It also provides managers with the methods to intervene and tackle these issues, elaborating on topics from leadership and group dynamics to meetings and work-life balance.

The book will be a fascinating read for those in leadership roles, organizational consultants, executive coaches, students of occupational psychology, as well as anyone interested in understanding workplace dynamics in general.

part 1|29 pages

The dynamics of human development

chapter |1 pages

Introduction

chapter Chapter 1|1 pages

The terminology used

chapter Chapter 2|2 pages

The structure of this book

chapter Chapter 3|3 pages

On observation

chapter Chapter 5|2 pages

On beginnings

chapter Chapter 6|3 pages

On transference

chapter Chapter 7|5 pages

On joining a ‘new’ organization

chapter Chapter 8|4 pages

On anxiety in the workplace

chapter Chapter 9|2 pages

Personal manifestations of anxiety

chapter Chapter 10|2 pages

Work manifestations of anxiety

part 2|37 pages

The everyday dynamics of organizations

chapter Chapter 11|5 pages

On change and resistance to change

chapter Chapter 12|7 pages

On institutional functioning

chapter Chapter 13|2 pages

The workforce and its make-up

chapter Chapter 14|5 pages

The concept of the primary task of the organization

chapter Chapter 15|4 pages

On the innate dynamics of groups

chapter Chapter 16|10 pages

On leadership and followership

chapter Chapter 17|2 pages

Risks inherent in the leadership role

part 3|25 pages

Self and workplace dynamics

chapter Chapter 18|5 pages

The use of self in one’s work life

chapter Chapter 19|3 pages

On listening

chapter Chapter 20|2 pages

On the use of language

chapter Chapter 21|1 pages

On work–life balance

chapter Chapter 22|7 pages

On stress

chapter Chapter 23|3 pages

Tackling ‘below the surface’ issues

chapter Chapter 24|2 pages

Matters of technique

part 4|16 pages

Practical and technical matters

chapter Chapter 25|2 pages

Institutions and their management

chapter Chapter 26|2 pages

Commerce and its taboos

chapter Chapter 27|2 pages

Some thoughts on business schools

chapter Chapter 28|2 pages

The board, the CEO, and the management

chapter Chapter 29|5 pages

On meetings and their management

chapter Chapter 30|1 pages

Practical issues affecting meetings

part 5|29 pages

Coaching, consultancy, and related matters

chapter Chapter 31|2 pages

On consultancy – benefits and risks

chapter Chapter 32|8 pages

The consultant role

chapter Chapter 33|3 pages

Coaching – ‘sin bin’ or learning opportunity

chapter Chapter 34|2 pages

Mentoring

chapter Chapter 35|1 pages

360-degree feedback

chapter Chapter 36|2 pages

Counselling, therapy, and psychoanalysis

chapter Chapter 37|2 pages

Awaydays

chapter Chapter 38|1 pages

Open space events

chapter Chapter 39|3 pages

In-house staff support systems

chapter Chapter 40|2 pages

Other support structures

chapter |1 pages

Conclusion