ABSTRACT
This chapter discusses the underlying anxieties and defences that reside in the delivery of health services and that influence the problematic relationships between managerial and clinical levels of the service. It explains the 'top down' organizational change instigated at managerial levels and usually implementing governmental policies dictated by ministers of health. Adopting an interlocking group and anti-group perspective, the author includes the National Health Service (NHS) organization as a whole, but with sub-organizations and groups in which notions of group integrity and functionality are implicit in the effective performance of the primary task. NHS was established in 1948 in post-war Britain, in a spirit of hope about the health and well-being of the entire population. The chapter concerns the level of psychosocial awareness in NHS staff at large. So often staff gets caught up in unproductive and destructive interactions and they would have components in their training that are geared to an enhanced psychosocial awareness of healthcare.
