The chapters contributed to this book have been written by the staff and associates of The Tavistock Consultancy Service, whose distinctive competence is in the human dimension of enterprise and the dynamics of the workplace. The intention is to identify and explore some of the key themes that have emerged, such as the emotional world of the organisation and the dynamics of resistance to change, and how these affect and influence the understanding of leadership and management in contemporary organizations. No attempt is made to reach a consensus, but rather to raise and map out a territory of continuing question and debate. Contributors:David Armstrong; Andrew Cooper; Tim Dartington; William Halton; Sharon Horowitz; Linda Hoyle; Clare Huffington; Kim James; Sarah Miller; Anton Obholzer; Jane Pooley; and Nick Temple. Part of the Tavistock Clinic Series.
Table of Contents
Series Editor’s Preface -- Foreword -- Introduction -- Emotions in organizations: disturbance or intelligence? -- Perspectives on Leadership -- Leadership, followership, and facilitating the creative workplace -- What women leaders can tell us -- What is the emotional cost of distributed leadership? -- Change and Creativity -- From sycophant to saboteur—responses to organizational change -- By what authority? Psychoanalytical reflections on creativity and change in relation to organizational life -- Working Relations in a New Organizational Order -- The vanishing organization: organizational containment in a networked world -- The discovery and loss of a “compelling space” -- Working with the Experience of Vulnerability -- Layers of meaning: a coaching journey -- Clash of the Titans—conflict resolution using a contextualized mediation process -- Endword -- Notes on consultancy approach and techniques -- Glossary