ABSTRACT
The Art and Science of Working Together: Practising Group Analysis in Teams and Organizations is a primary resource for anyone wishing to learn more about the complex unconscious dynamics of organizations, providing a practical guide for organizational work, a guide to how to improve things, and a strong theoretical foundation in the group analytic concept of the ‘tripartite matrix’.
Group analysis is a highly developed science of group relationships, which allows complexity and systems perspectives to be held in mind alongside organizational psychology, strategic development and business wisdom. Organized into eight sections, the book describes the essence of organizational group analysis, including the art of conversation, leadership, ethical issues in team working, and working with whole organizations. It addresses issues such as ‘us-and-them’ dynamics, the nature of systems boundaries, and the relationship between an organization and its context.
Leaders and leading consultants give case studies, describing their thinking as they work, to illustrate the theory in action. This essential new resource will allow clinically trained practitioners to extend their scope into organizational work, and all coaches and leaders to benefit from knowledge of the group analytic discipline. It is essential reading for consultants and coaches working with teams and organizations, and for leaders within organizations.
TABLE OF CONTENTS
section I|44 pages
Editor’s introduction
section II|19 pages
The art of conversation
chapter 6|11 pages
Complex reflections
section III|19 pages
The wider organizational context
chapter 7|9 pages
Stability or chaos, authoritarianism or dialogue
chapter 8|8 pages
‘Practising disappointment’
section IV|34 pages
Leadership, authority, and power
chapter 10|11 pages
Another fine mess you’ve gotten me into
section V|29 pages
Inside the practitioner’s mind
chapter 14|11 pages
Context and the interpretive act
section VI|32 pages
Praxis, power, and ethical issues in team working
chapter 16|10 pages
Turning a blind eye
chapter 18|11 pages
Working with multicultural groups in organizations
section VII|56 pages
Working with whole organizations
chapter 20|11 pages
Creating thinking spaces in organizations
chapter 22|9 pages
Whole organizations, mergers, and the matrix
chapter 23|13 pages
Translucent boundaries, leaders, and consultants
section VIII|15 pages
The ending
section IX|1 pages
Further leads