ABSTRACT
This chapter focuses on the work of the Tavistock consultants, especially Miller, Menzies-Lyth and the papers gathered together in The Unconscious at Work edited by Obholzer and Roberts. It provides sufficient material for practitioners to be able to design and implement a management structure that works for their team and facilitates their task. The chapter aims to work through the creation of a model which can be accepted in toto as a basis for adaptation, or rejected as wholly unsuitable providing an acceptable model is substituted. It highlights the complexity and anxiety inherent in the challenges facing leaders in child care field. Good leaders articulate a vision with the utmost clarity and are good managers if they can implement it through a structure which is designed to promote the sharing of anxiety and individual and group effectiveness. In conjunction with his team, the manager decides policy and coordinates relations with agencies and players in the external environment.
