Reconceptualising Social Defences for the Purpose of Organisational Change: Causes, Consequences and the Contribution of Cultural Theory

Chapter 6: The theory of social defences has changed little since Menzies Lyth’s development of Jaques’ initial hypothesis. Yet despite its utility, the problem of bringing about organisation-level change in the contexts in which its use was originally intended has remained. Arguably this is because it prioritises the psychological dimension over the social causation and…

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Creating a culture of ownership

How often have you had these thoughts or heard your colleagues say, ‘No-one seems to want to take responsibility around here’, or ‘There’s not enough accountability for results’, or ‘I’m sick of people passing the buck and finding excuses for not performing their job properly’? We can all imagine how much more effective and easy…

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The value of the ‘experiential learning’ gained in a Group Relations Conference

Leadership requires emotional literacy and the ability to read the situations you are in. This is best learnt experientially. A powerful form of experiential learning for leadership – the Group Relations Model will be discussed. Everyone in business has learnt something about leadership. Yet how is leadership actually learnt and how effective are traditional learning…

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Facilitation Matters

Most of us have attended meetings or training programs during our working lives that have either bored or frustrated us, been far too long or were perceived as simply a waste of our time. Common experiences include unnecessary detail, dominating people, uninvolved participants or an agenda not followed, non-existent or irrelevant – the list goes…

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Getting smart about Emotional Intelligence

Many people, it seems, have heard of the term, emotional intelligence. Books, courses and tests have been available in the area in increasing supply since around 1994. However, if you’re confused, sceptical or even downright ‘turned off’ the whole idea, it’s not surprising as there are some good reasons why this might be the case….

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Putting organisational culture on your radar

The purpose of writing this brief article is threefold: to explain what organisational culture is and why it is becoming increasingly critical to organisational success; to highlight the main tools leaders have for changing culture; and to encourage you to play your part in creating and influencing the culture in your organisation. Why is organisational…

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