Managing Psychodynamic Processes Inside an Organization

Bernd Huppertz is an independent scholar.

• ForewordBy Anton Obholzer, Senior Faculty INSEAD French International Business School and Emeritus Chair and CEO of Tavistock and Portman NHS Foundation TrustAim of the BookAcknowledgmentsList of ContributorsIntroductionBy Bernd Huppertz, private practice, independent scholarPart I: Development of the Organization and of Its Field of Emotional Influences and ExperiencesChapter 1: Introduction to the Concept of Organization and a Short Historical Overview of the Development of OrganizationsBy Bernd Huppertz, private practice, independent scholarChapter 2: Organizations in the Modern Sense: For-Profit Organizations, Institutions, Administrations, and Not-For-Profit OrganizationsBy Bernd Huppertz, private practice, independent scholarChapter 3: Unconscious Processes and Nonverbal Communications in OrganizationsBy R. D. Hinshelwood, professor emeritus, University of EssexPart II: Advantages and Disadvantages of OrganizationsChapter 4: Barriers and Enablers to Organizational InnovationBy Susan Long, professor emeritus, PhD Co-Lead National Institute of Organisation Dynamics Australia (NIODA), Editor-in-Chief Socioanalysis, Susan Long Consulting, and Fiona Martin, Nuala Dent, and John Gilbert, NIODAChapter 5: The Individual in Complicated Situations and Organizations and the Digital Transformation: Acute and Chronic Stress and Psychosomatic Diseases as a Result of Anxieties and ConflictsBy Bernd Huppertz, private practice, independent scholarPart III: Helpful Methods and Tools for Assisting Organizations in Dealing with Mental Processes Within an OrganizationChapter 6: An Observation Research MethodBy R. D. Hinshelwood, professor emeritus, University of EssexChapter 7: Organizational DevelopmentBy Mannie Sher and David Lawlor, Tavistock Institute of Human RelationsChapter 8: Organizational DiagnosisBy Mannie Sher and David Lawlor, Tavistock Institute of Human RelationsChapter 9: For the Organization: Consulting (Helping to Make Psychological Processes Clearer)By David Lawlor and Mannie Sher, Tavistock Institute of Human RelationsChapter 10: When Managers CoachBy Coreene Archer, Tavistock Institute of Human RelationsChapter 11: For the Team or Group: Help to Recognize and Manage Group ProcessesBy Mannie Sher and David Lawlor, Tavistock Institute of Human RelationsChapter 12: For the Individual in General: Emotional Intelligence, Mentalization, and Communication (Recognizing and Understanding Mental States)By Bernd Huppertz, private practice, independent scholarPart IV: Methods for the Identification and Management of Psychic Life in OrganizationsChapter 13: Leadership and Group Relation Conferences: Has Anything Really Changed Since Pope Boniface VIII’s 1302 Unam Sanctam?: Does This Early Act of Globalization Have Repercussions for Contemporary Leadership and Systems of Organization?By Leslie B. Brissett, Fellow of Royal Society of Arts, Partners in Confronting Collective Atrocities, Tavistock Institute of Human Relations, Eco-Leadership InstituteChapter 14: Walking the Talk: Leading and Managing in a Systems Psychodynamic Education Institute: Managing the Psychic Life of the OrganizationBy Wendy Harding and Brigid Nossal, National Institute of Organisation Dynamics Australia (NIODA)Chapter 15: Different Types of Observation of OrganizationsBy Bernd Huppertz, private practice, independent scholarEpilogueBy Bernd Huppertz, private practice, independent scholarAppendix