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This article examines the role of strategic leadership groups in radical organisational change. Previous research has focused on how ‘heroic’ individual leaders guide change. In contrast, we argue that strategic leadership groups are... more
This article examines the role of strategic leadership groups in radical organisational change. Previous research has focused on how ‘heroic’ individual leaders guide change. In contrast, we argue that strategic leadership groups are indispensable to understanding and supporting radical organisational change. Building on a longitudinal study in a global European company, our research identifies four phases of ‘negotiated order’ that shape group and organisational responses to change. Our findings reveal that strategic leadership groups help manage emotions and understand the shifting authority relations that inevitably arise during periods of change. Drawing upon the psychoanalytic concept of ‘projective identification’, we develop a theoretical framework for understanding the tensions of change. The model shows how emotional coalitions that develop in strategic leadership groups afford a source of political and psychological containment against the anxieties of radical organisation...
This chapter discusses the psychoanalytic foundations of organizational paradox. It argues that psychoanalytic theories offer a framework for the study of emotions in organizations and for the paradoxical tensions arising from emotions.... more
This chapter discusses the psychoanalytic foundations of organizational paradox. It argues that psychoanalytic theories offer a framework for the study of emotions in organizations and for the paradoxical tensions arising from emotions. It develops an analytical framework to discuss three core constructs of psychoanalytic thinking: unconscious emotions; defense mechanisms; and “the analytic attitude,” which is used to gain awareness of unconscious emotions, and as the basis of interventions to balance the contradictions (or paradoxical nature) of defense mechanisms. These constructs manifest in three dimensions of the workplace: among leaders, within groups, and in the organization itself. In the leadership dimension a new concept, the paradox of authority, to describe the tension between internal pulls and external roles that both support and undermine leadership, is introduced. It is shown how psychoanalytic theory can help to comprehend the power relationships embedded in implici...
... London: Tavistock Publications. Burnett, D., & James, K.(1994). Using the outdoors to facilitate personal change in managers. ... London: South Bank University Press. Page 120. 98 Kim James, Michael Jarrett & Jean E. Neumann... more
... London: Tavistock Publications. Burnett, D., & James, K.(1994). Using the outdoors to facilitate personal change in managers. ... London: South Bank University Press. Page 120. 98 Kim James, Michael Jarrett & Jean E. Neumann De Board, R.(1978). ...
Research Interests:
Resistance to radical, imposed change has often been seen as maladaptive. However I argue that such notions fail to take into account three factors: how people respond is a group phenomena, that resistance is a rich source of... more
Resistance to radical, imposed change has often been seen as maladaptive. However
I argue that such notions fail to take into account three factors: how people respond is
a group phenomena, that resistance is a rich source of communication that needs to be
encoded and that dominant strategies to change may make things worse. Drawing
upon a psychodynamic perspective, I uncover the complex nature of defense
mechanisms using Bion’s model of groups. With this understanding of defense
mechanisms, organizational groups can be motivated, under the right conditions, to
facilitate adaptive responses to learning and change.􀀃
Research Interests:
... Michael Wright, Univ. of Nottingham, Nottingham, UK. Michael Jarrett, Univ. of Nottingham, Nottingham, UK. ... David Rhodes: colleagues. Michael Wright: colleagues. Michael Jarrett: colleagues. The ACM Portal is published by the... more
... Michael Wright, Univ. of Nottingham, Nottingham, UK. Michael Jarrett, Univ. of Nottingham, Nottingham, UK. ... David Rhodes: colleagues. Michael Wright: colleagues. Michael Jarrett: colleagues. The ACM Portal is published by the Association for Computing Machinery. ...
Drawing on project work in public and private sector organizations, considers the critical factors for managers of central support services of working in an internal market. Considering both public and private sector experiences, the... more
Drawing on project work in public and private sector organizations, considers the critical factors for managers of central support services of working in an internal market. Considering both public and private sector experiences, the roles of both supplier and customer managers are ...
Page 397. 19 Consulting in the public sector Michael G Jarrett THE INCREASING DYNAMICS OF CHANGE IN THE PUBLIC SECTOR Local authorities are increasingly faced with a multiplicity of compet-ing objectives. They ...