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      Book

      Transforming Experience in Organisations
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      Book

      Transforming Experience in Organisations

      DOI link for Transforming Experience in Organisations

      Transforming Experience in Organisations book

      A Framework for Organisational Research and Consultancy

      Transforming Experience in Organisations

      DOI link for Transforming Experience in Organisations

      Transforming Experience in Organisations book

      A Framework for Organisational Research and Consultancy
      Edited BySusan Long
      Edition 1st Edition
      First Published 2016
      eBook Published 17 June 2019
      Pub. Location London
      Imprint Routledge
      DOI https://doi.org/10.4324/9780429484254
      Pages 272
      eBook ISBN 9780429484254
      Subjects Behavioral Sciences
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      Long, S. (Ed.). (2016). Transforming Experience in Organisations: A Framework for Organisational Research and Consultancy (1st ed.). Routledge. https://doi.org/10.4324/9780429484254

      ABSTRACT

      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.

      TABLE OF CONTENTS

      chapter One|14 pages

      The transforming experience framework

      BySusan Long

      chapter Two|16 pages

      Background to the TEF

      ByBruce Irvine

      chapter Three|76 pages

      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

      BySusan Long

      chapter Four|28 pages

      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*

      ByJohn Bazalgette, Bruce Reed

      chapter Five|19 pages

      Daring to desire: ambition, competition, and role transformation in “idealistic” organisations

      ByVega Zagier Roberts, John Bazalgette

      chapter Six|20 pages

      Working to improve institutional strength: the challenge of taking multiple roles in multiple systems

      ByRebekah O’Rourke, John Bazalgette

      chapter Seven|14 pages

      Finding, making, and taking role: a case study from the complexity of inter-agency dynamics

      ByAarti Kapoor

      chapter Eight|5 pages

      Transitioning tasks in an impossible context through use of drawings: a case example

      ByRose Redding Mersky

      chapter Nine|35 pages

      Connectedness with source: our collective reality

      ByJohn Bazalgette, Bruce Irvine

      chapter Ten|12 pages

      The experience of connectedness with source: how does one’s understanding of connectedness with source contribute to thinking about accountability in role?

      ByMarjoleine Hulshof
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