ABSTRACT
This chapter utilizes the metaphor of maieutics, which is to give birth to a new dialogue about how the experiential and relational expertise of professionals needs to be privileged, rather than ignored, within the National Health Service. It explores how experiential dynamic therapy (EDT) and neuropsychological insights deepen our understanding of how “emotionally detached” organisational cultures in public services are sustained. Osimo and Leigh McCullough propose that in EDT the real relationship, rather than the transferential one, is arguably more important to personality change. EDT continues to diverge from other psychodynamic and psychoanalytical practices in being more explicit about the use of active relational strategies. Organisational learning that sustains improvement over time is enhanced by collaboration between managers and clinicians. EDT makes explicit the Triangle of Conflict, the Triangle of Others, and the technical interventions employed by the therapist that are intellectually and emotionally informed by the real relationship.
