The Organizational Life of Psychoanalysis is a wide-ranging exploration and examination of the organizational conflicts and dilemmas that have troubled psychoanalysis since its inception. Kenneth Eisold provides a unique, detailed, and closely reasoned account of the systems needed to carry out the tasks of training, quality control, community building, and relationships with the larger professional community. He explores how the freedom to innovate and explore can be sustained in a context where the culture has insisted on certain standards being set and enforced, standards that have little to do with providing effective pathways to cure. Each chapter in this collection addresses a specific dilemma faced by the profession, including: Who is to be in charge of training and who will determine those who succeed the existing leadership? Which theories and practices are to be approved and which proscribed and censored? How is the competition with alternative methods, including psychotherapy informed by psychoanalysis, to be managed? Several chapters are devoted to exploring the reciprocal influence of Freudian psychoanalysis and Jungian Analytical Psychology. Others explore the specific dilemmas and difficulties affecting the field currently, stemming from the massive restructuring of the health care industry and the changes affecting all professions, as they are reshaped into massive organizations no longer marked by personal relationships and individual control. The Organizational Life of Psychoanalysis will be essential reading for psychoanalysts, psychoanalytic psychotherapists, and anyone interested in the future of psychoanalysis as a profession. It will appeal greatly to anyone who has assumed full or partial responsibility for the management of a psychoanalytic institute or association.

The Organizational Life of Psychoanalysis is a wide-ranging exploration and examination of the organizational conflicts and dilemmas that have troubled psychoanalysis since its inception. Kenneth Eisold provides a unique, detailed, and closely reasoned account of the systems needed to carry out the tasks of training, quality control, community building, and relationships with the larger professional community. He explores how the freedom to innovate and explore can be sustained in a context where the culture has insisted on certain standards being set and enforced, standards that have little to do with providing effective pathways to cure. Each chapter in this collection addresses a specific dilemma faced by the profession, including: Who is to be in charge of training and who will determine those who succeed the existing leadership? Which theories and practices are to be approved and which proscribed and censored? How is the competition with alternative methods, including psychotherapy informed by psychoanalysis, to be managed? Several chapters are devoted to exploring the reciprocal influence of Freudian psychoanalysis and Jungian Analytical Psychology. Others explore the specific dilemmas and difficulties affecting the field currently, stemming from the massive restructuring of the health care industry and the changes affecting all professions, as they are reshaped into massive organizations no longer marked by personal relationships and individual control. The Organizational Life of Psychoanalysis will be essential reading for psychoanalysts, psychoanalytic psychotherapists, and anyone interested in the future of psychoanalysis as a profession. It will appeal greatly to anyone who has assumed full or partial responsibility for the management of a psychoanalytic institute or association.

Why do our organizations so often seem to be less than the sum of their parts? What undermines effectiveness and morale, and gets in the way of achieving what we set out to do? The Unconscious at Work, Second Edition draws on a body of thinking and practice which has developed over the past 70 years, often referred to as 'the Tavistock approach' or 'systems-psychodynamics'. All the contributors are practising consultants who draw on this framework, bringing it alive and making it useful to any reader – manager, leader or consultant, regardless of whether they have any prior familiarity with the underlying concepts – who is curious about what might be driving the puzzling or stressful situations they find in their workplace. The First Edition was addressed to people working in 'the human services': health, social care and education. Since it was published in 1994, there has been growing interest in the business world, and in understanding more about the 'irrational' side of organizational life. Therefore, this Second Edition includes an entirely new section where the key ideas are revisited and illustrated with case studies from a wide range of business organizations, from large corporations to start-ups and family businesses. The aim, however remains the same: to enlarge readers' existing sense-making 'tool-kits' so that they can look at themselves and their organizations with fresh eyes, deepening the emotional intelligence they bring to bear on the challenges they face and providing new possibilities for action. The Unconscious at Work, Second Edition is for managers, leaders, consultants, and anyone working in organizations who has been puzzled, disturbed or challenged by their experiences at work.

One of the most pressing needs of modern society is to understand and construct organizations that are not only effective in terms of carrying out work but that also allow and encourage people to develop their full human potential. Psychoanalytic theory describes those primary processes that lie at the heart of human activity and provides new insights for understanding group and organizational behaviour. With a new introduction written by Vega Roberts, this Classic Edition of The Psychoanalysis of Organizations presents the theories of Sigmund Freud, Melanie Klein, Wilfred Bion, Elizabeth Lewin and Eric Menzies in plain language and shows their relevance to normal working life. First published in 1978, Robert De Board takes a wide-ranging overview of the major psychoanalytic theorists and organizational researchers, and analyses how the two groups can work together. Written in a very accessible style, it makes sophisticated psychoanalytic and management concepts comprehensible and usable for anyone.

`The book is a good read. Gabriel has an engaging writing style, liberally interspersed with vignettes, cases, and quotes.... While the reader may not agree with some of what Gabriel is espousing, the author presents his material in a non-judgemental manner.... And who knows ? Maybe Gabriel is foreshadowing some new directions in organizational theory and even new research methodology′ - Journal of Occupational and Organizational Psychology This book is a comprehensive and systematic examination of the insights psychoanalysis can offer to the study of organizations and organizational behaviour. Richly illustrated with examples, Yiannis Gabriel′s exhaustive study provides fresh understandings of the role of creativity, control mechanisms, leadership, culture, and emotions in organizations. Core theories are explained at length and there is a chapter on research strategies. Extensive reference is made to practical cases, and there is a review of the key debates.

Author note: Larry Hirschhorn is Principal of the Center for Applied Research, Inc., a faculty member at the William Alanson White Institute's Program on Organizational Development and Consultation, and the author of several books, including The Workplace Within. Carole K. Barnett is a Ph.D. candidate in the Organizational Psychology Program at the University of Michigan and co-editor of Globalizing Management: Creating and Leading the Competitive Organization.

Freud said that "love and work" are the central therapeutic goals of psychoanalysis; the twin pillars for a sound mind and for living the "good life." While psychoanalysis has masterfully contributed to understanding the experience of love, it has only made a modest contribution to understanding the psychology of work. This book is the first to explore fully the psychoanalysis of work, analysing career choice, job performance and job satisfaction, with an eye toward helping people make wiser choices that bring out the best in themselves, their colleagues and their organization. The book addresses the crucial questions concerning work: how does one choose the right career; what qualities contribute to excellence in performance; how best to implement and cope with organizational change; and what capacity and skills does one need to enjoy every day work? Drawing on psychoanalytic thinking, vocational counseling, organizational psychology and business studies, The Psychoanalysis of Career Choice, Job Performance, and Satisfaction will be invaluable in clinical psychoanalytic work, as well as for mental health professionals, scholars, career counselors and psychologists looking for a deeper understanding of work-based issues.

Working in the human services has always been stressful, and the current massive changes in the organization of these services, together with dwindling resources and ever greater demands for cost effectiveness, add to the stresses inherent in the work. Even in the best run and best resourced organizations there are pockets of irrationality where unconscious institutional processes undermine both effectiveness and morale. The contributors to this book use ideas drawn from psychoanalysis, open systems theory, Bion's work with groups, and group relations training to explore the difficulties experienced by managers and staff in a wide range of care settings. Each concept is illustrated with examples from practice to make it recognizable and useful to the reader. Each chapter develops a theme relating to work with a particular client group or setting (including hospitals, schools, day centres, residential units, community services and many others), or explores aspects of work organization (for example, the supervisory relationship, facing cuts and closure, or intergroup collaboration). By describing both the difficulties and their own feelings and thoughts while consulting to these institutions, the authors offer the reader new ways of looking at their own experiences at work which will be both enlightening and helpful.

This is a rare autobiographical history written from the center of the inner circle of psychoanalysis. Today, only a few psychoanalysts remain who have Dr. Rangell's unique, insider's view of the last half century of psychoanalytic history. His close associations with the major contributors to theory during this time permit him to chronicle the constant marriage of people and ideas that has been the hallmark of the psychoanalytic community over the previous decades. His insights are enhanced by his leadership role across the spectrum of psychoanalytic organizations (local, national, and international) that has allowed him to witness and participate in the great debates of our time. Written as Dr. Rangell approached the age of 90, this chronicle possesses the same clarity and incisiveness that has always characterized Rangell's writing. He is still the tough-minded thinker ready to challenge the fuzzy thinking that threatens to split psychoanalysis into factions. In this work, Dr. Rangell gives us his valuable perspective on the significant individuals in psychoanalysis and their ideas: from the early dissension of the 20s and 30s to the war years, to the "golden years" of the 50s and early 60s where complications in the field manifested in the splitting of Institutes. He goes on to cover the turmoil surrounding the theoretical debates of the 70s, followed by his look at the attempt at pluralism in the 80s, the eclecticism of the 90s, and finishing with a discussion of the discipline as it is now. Then, using his own prodigious contributions to the great debates of our time, Dr. Rangell fuses divisive views into a unitary theory of psychoanalysis. This composite theory offers an amalgamated view that provides coherence in place of the fragmentation, personal warring, and disarray that constitutes the present state of psychoanalysis.

In this revealing study, Larry Hirschhorn examines the rituals, or social defenses, organizations develop to cope with change. Using extended ease studies from offices, factories, and social services, he describes why these often irrational practices that fragment and injure individuals within the workplace exist, how they operate, and how they can be reshaped to enhance people's work experience.