The Art of Group Analysis in Organisations: The Use of Intuitive and Experiential Knowledge

The Art of Group Analysis in Organisations: The Use of Intuitive and Experiential Knowledge

by Gerhard Wilke

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Product Details

ISBN-13: 9780429920127
Publisher: Taylor & Francis
Publication date: 05/01/2018
Series: New International Library of Group Analysis
Sold by: Barnes & Noble
Format: NOOK Book
Pages: 256
File size: 1 MB

About the Author

Gerhard Wilke is an Associate of Ashridge Business School and an independent organisational consultant. His consultancy work with client organisations is rooted in practical anthropological inquiry and in group analysis. Gerhard is a member of the Institute of Group Analysis, London; Group Analytic Society International and a Fellow of the International Association for Group Psychotherapy. He works with the Prime Minister and Cabinet Secretary of the state government of Saxony in Germany and the National Institute for Health Research to develop the leadership skills of the Bio-Medical Research Community in England.

Table of Contents

About the Author vii

New International Library of Group Analysis Foreword Earl Hopper ix

Introduction xv

Part I Experiential and Intuitive Knowledge

Chapter 1 Group analysis in organisations: what it takes 3

Part II The Group Dynamics of Top-Down Change

Introduction 41

Chapter 2 Oedipal and sibling dynamics in changing organisations 43

Chapter 3 Power and play: a story of denigration and idealization 59

Part III The Use and Nature of the Large Analytic Groups

Introduction 81

Chapter 4 The large analytic group and its conductor 83

Part IV Support and Development for Health Professionals

Introduction 131

Chapter 5 Beyond Balint: working with general practitioners 133

Chapter 6 "Patrix" and matrix: a generative pairing 157

Part V Rethinking Organisational Leadership and Development

Introduction 181

Chapter 7 Leaders and groups in traumatising organisations 183

Chapter 8 A paradigm shift in organisational development 203

Part VI Ending

Chapter 9 Conclusion; dealing with permanent transition 211

References 215

Index 221

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