Anton Obholzer is a psychiatrist and psychoanalyst who, through his role as Chief Executive of the Tavistock & Portman NHS Trust, became interested in applying his professional knowledge to workplaces. He has been influential in developing alternative management courses and has taught throughout Europe on business programmes as well as other extensive coaching and consulting.

'Anton Obholzer is a great presence in the world of human relations. His work has inspired me as it has a generation of leaders (and leaders in the making). This book is a tour de force and a must for those wanting to understand the conscious and unconscious forces at play in the workplace - and more importantly, what to do about them.'Clare Gerada, DBE, FRCP, FRCGP, FRCPsych, past chair of General Practitioners'This book diagnoses work situations, illustrates insightful approaches and gives practical advice. It shows you how not to be the dog of an organization wagged by its tail.'James Astor is a well-connected societal analyst with a wealth of experience in fostering insightful constructive growth in a wide spectrum of organizations.'Anton Obholzer’s new book illustrates not only the numerous psychic phenomena operating under the surface of organizations, but also subtly shows ways to make sense of the consulting and intervention processes in which his psychoanalytic and anthropological expertise, along with his well-known humor, provides aid.'Gilles Amado, Dr. Psych. Emeritus Professor of Organisational Psychosociology, HEC Paris"Pithy distillations for leaders and coaches: neither flattering their egos nor flanneling the facts. I love these short chapters - to the point, without tedious throat-clearing or sycophantic cap-doffing. Sometimes it's quite bracing - straight into cold water - and sometimes hugely amusing as Obholzer nails many tactics for avoiding a necessary truth. The shape of the book mirrors its underlying messages about psychological development: the early chapters are like early years, concerned with one-to-one relations (of authority and mutuality); by the end we are in complex networks of dependency, delinquency and group dynamics. I strongly recommend it for coaches, leaders and consultants ... and for the coached, led and consulted to. It will conjure more varied and fruitful working relationships." - Jonathan Gosling, Emeritus Professor of Leadership, University of Exeter

• Part 1; Introduction 1: The terminology used; 2: The structure of this book; 3: On observation; 4: Your picture of the world and how it affects your work and personal life; 5: On beginnings; 6: On transference; 7: On joining a ‘new’ organisation; 8: On anxiety in the workplace; 9: Personal manifestations of anxiety; 10: Work manifestations of anxiety; Part 2; 11: On change and resistance to change; 12: On institutional functioning; 13: The workforce and its make up; 14: The concept of the primary task of the organization; 15: On the innate dynamics of groups; 16: On leadership and followership; 17: Risks inherent in the leadership role; Part 3; 18: The use of self in one’s work life; 19: On listening; 20: On the use of language; 21: On work-life balance; 22: On stress; 23: Tackling below the surface issues; 24: Matters of technique; Part 4; 25: Institutions and their management; 26: Commerce and its taboos; 27: Some thoughts on business schools; 28: The board, the CEO and the management; 29: On meetings and their management; 30: Practical issues affecting meetings; Part 5; 31: On consultancy – benefits and risks; 32: The Consultant role; 33: Coaching – sin bin or learning opportunity; 34: Mentoring; 35: 360 degree feedback; 36: Counselling, therapy and psychoanalysis; 37: Away days; 38: Open space events; 39: In-house staff support systems; 40: Other support structures; Conclusion

Anton Obholzer is a psychiatrist and psychoanalyst who, through his role as Chief Executive of the Tavistock & Portman NHS Trust, became interested in applying his professional knowledge to workplaces. He has been influential in developing alternative management courses and has taught throughout Europe on business programmes as well as other extensive coaching and consulting.

'Anton Obholzer is a great presence in the world of human relations. His work has inspired me as it has a generation of leaders (and leaders in the making). This book is a tour de force and a must for those wanting to understand the conscious and unconscious forces at play in the workplace - and more importantly, what to do about them.'Clare Gerada, DBE, FRCP, FRCGP, FRCPsych, past chair of General Practitioners'This book diagnoses work situations, illustrates insightful approaches and gives practical advice. It shows you how not to be the dog of an organization wagged by its tail.'James Astor is a well-connected societal analyst with a wealth of experience in fostering insightful constructive growth in a wide spectrum of organizations.'Anton Obholzer’s new book illustrates not only the numerous psychic phenomena operating under the surface of organizations, but also subtly shows ways to make sense of the consulting and intervention processes in which his psychoanalytic and anthropological expertise, along with his well-known humor, provides aid.'Gilles Amado, Dr. Psych. Emeritus Professor of Organisational Psychosociology, HEC Paris"Pithy distillations for leaders and coaches: neither flattering their egos nor flanneling the facts. I love these short chapters - to the point, without tedious throat-clearing or sycophantic cap-doffing. Sometimes it's quite bracing - straight into cold water - and sometimes hugely amusing as Obholzer nails many tactics for avoiding a necessary truth. The shape of the book mirrors its underlying messages about psychological development: the early chapters are like early years, concerned with one-to-one relations (of authority and mutuality); by the end we are in complex networks of dependency, delinquency and group dynamics. I strongly recommend it for coaches, leaders and consultants ... and for the coached, led and consulted to. It will conjure more varied and fruitful working relationships." - Jonathan Gosling, Emeritus Professor of Leadership, University of Exeter

• Part 1; Introduction 1: The terminology used; 2: The structure of this book; 3: On observation; 4: Your picture of the world and how it affects your work and personal life; 5: On beginnings; 6: On transference; 7: On joining a ‘new’ organisation; 8: On anxiety in the workplace; 9: Personal manifestations of anxiety; 10: Work manifestations of anxiety; Part 2; 11: On change and resistance to change; 12: On institutional functioning; 13: The workforce and its make up; 14: The concept of the primary task of the organization; 15: On the innate dynamics of groups; 16: On leadership and followership; 17: Risks inherent in the leadership role; Part 3; 18: The use of self in one’s work life; 19: On listening; 20: On the use of language; 21: On work-life balance; 22: On stress; 23: Tackling below the surface issues; 24: Matters of technique; Part 4; 25: Institutions and their management; 26: Commerce and its taboos; 27: Some thoughts on business schools; 28: The board, the CEO and the management; 29: On meetings and their management; 30: Practical issues affecting meetings; Part 5; 31: On consultancy – benefits and risks; 32: The Consultant role; 33: Coaching – sin bin or learning opportunity; 34: Mentoring; 35: 360 degree feedback; 36: Counselling, therapy and psychoanalysis; 37: Away days; 38: Open space events; 39: In-house staff support systems; 40: Other support structures; Conclusion

Anton Obholzer is a psychiatrist and psychoanalyst who, through his role as Chief Executive of the Tavistock & Portman NHS Trust, became interested in applying his professional knowledge to workplaces. He has been influential in developing alternative management courses and has taught throughout Europe on business programmes as well as other extensive coaching and consulting.

'Anton Obholzer is a great presence in the world of human relations. His work has inspired me as it has a generation of leaders (and leaders in the making). This book is a tour de force and a must for those wanting to understand the conscious and unconscious forces at play in the workplace - and more importantly, what to do about them.'Clare Gerada, DBE, FRCP, FRCGP, FRCPsych, past chair of General Practitioners'This book diagnoses work situations, illustrates insightful approaches and gives practical advice. It shows you how not to be the dog of an organization wagged by its tail.'James Astor is a well-connected societal analyst with a wealth of experience in fostering insightful constructive growth in a wide spectrum of organizations.'Anton Obholzer’s new book illustrates not only the numerous psychic phenomena operating under the surface of organizations, but also subtly shows ways to make sense of the consulting and intervention processes in which his psychoanalytic and anthropological expertise, along with his well-known humor, provides aid.'Gilles Amado, Dr. Psych. Emeritus Professor of Organisational Psychosociology, HEC Paris"Pithy distillations for leaders and coaches: neither flattering their egos nor flanneling the facts. I love these short chapters - to the point, without tedious throat-clearing or sycophantic cap-doffing. Sometimes it's quite bracing - straight into cold water - and sometimes hugely amusing as Obholzer nails many tactics for avoiding a necessary truth. The shape of the book mirrors its underlying messages about psychological development: the early chapters are like early years, concerned with one-to-one relations (of authority and mutuality); by the end we are in complex networks of dependency, delinquency and group dynamics. I strongly recommend it for coaches, leaders and consultants ... and for the coached, led and consulted to. It will conjure more varied and fruitful working relationships." - Jonathan Gosling, Emeritus Professor of Leadership, University of Exeter

• Part 1; Introduction 1: The terminology used; 2: The structure of this book; 3: On observation; 4: Your picture of the world and how it affects your work and personal life; 5: On beginnings; 6: On transference; 7: On joining a ‘new’ organisation; 8: On anxiety in the workplace; 9: Personal manifestations of anxiety; 10: Work manifestations of anxiety; Part 2; 11: On change and resistance to change; 12: On institutional functioning; 13: The workforce and its make up; 14: The concept of the primary task of the organization; 15: On the innate dynamics of groups; 16: On leadership and followership; 17: Risks inherent in the leadership role; Part 3; 18: The use of self in one’s work life; 19: On listening; 20: On the use of language; 21: On work-life balance; 22: On stress; 23: Tackling below the surface issues; 24: Matters of technique; Part 4; 25: Institutions and their management; 26: Commerce and its taboos; 27: Some thoughts on business schools; 28: The board, the CEO and the management; 29: On meetings and their management; 30: Practical issues affecting meetings; Part 5; 31: On consultancy – benefits and risks; 32: The Consultant role; 33: Coaching – sin bin or learning opportunity; 34: Mentoring; 35: 360 degree feedback; 36: Counselling, therapy and psychoanalysis; 37: Away days; 38: Open space events; 39: In-house staff support systems; 40: Other support structures; Conclusion