Academic journal article Organisational and Social Dynamics

The Wisdom of the Work Group for Assessing the Future

Academic journal article Organisational and Social Dynamics

The Wisdom of the Work Group for Assessing the Future

Article excerpt

Abstract

How much do those of us working in the psychodynamic tradition take responsibility for identifying what sophisticated work groups offer ordinary business settings? Can we provide support for the processes of coherence, illuminating methods we believe in, generating a practice in the leadership of sophisticated work groups? The question is whether the sophisticated work group (SWGroup) been interpreted in negativo meaning we effectively identify the health of the work group as absence or release from basic assumption (Ba) group functioning rather than in positivo demonstrating the presence of its own unique dynamic. The work group is sophisticated as it finesses complex outcomes, discerning pragmatic and strategic components when working for the good of the whole. The work group enacts an adult/parental developmental phase of attachment. My argument, therefore, is that the opposite of the work group is not Ba functioning but the "dissociated group" characterised by lack of attachment. Within the work group the adult/parental mode towards family is transformed into a communal ethos of contribution, promoting a task-group philosophy. The work group is a focus for emotion, conscious and unconscious engagement-with adult passions and joy of accomplishment.

Key words: sophisticated work group, Bion, co-leadership, adult/parental-mind-in-action, dissociated work groups, group self-regulation

Do we neglect or even disdain Bion's perspective on the sophisticated work group?

Could we investigate how it provides us with a distinctive slant for the task of illuminating the work of the future?

Often the enormousness of present-day challenges and the pace of change seem unaccompanied by great notions and the great people to implement them. This void, like so many darknesses, may augur new leaders. And certainly in this moratorium new concepts of leadership have incubated. With the emergence of great men and women we can anticipate exciting new visions of power. (Bennis & Nanus, 1985)

INTRODUCTION

Across the centuries, it is clear that the sustainability and development of effective, purposeful, working practices are affected by the shifting cycles of financial, economic, and climatic as well as political change. At each point, in downturn, upturn, peace, prosperity, strife, or stagnation, there emerge different sets of catastrophes and options, possibilities of transformation and choices of response. At each of these points some form of group leadership shapes the outcomes.

The methodologies and style of taking decisions are vital in determining whether or not those responsible really "get down to the business" and are truly able to grasp the nature and quality of the critical, and perhaps unique, reality that is emerging. The catch is that beforehand no one knows which decisions are key for addressing the essential elements.

In troubled times such as these, there is a need to search for those methods that help us to build a high level of acumen into our assessment of our situation. We need methods that enable people in organisations to prepare effective and powerful dialogue in order to meet the needs of a sustainable, if differently shaped, future.

Most importantly for ourselves, when thinking of the sophisticated work group, how do those of us working in the psychodynamic tradition meet our responsibility for identifying what this tradition can offer those concerned with creation of purposeful and effective work groups in the middle of the ordinary business of the work-world. This is more than an understanding of the pathology of the Basic assumption behaviours. My suggestion is that it is timely to delve into the wisdom of some timeless methods for progressing skilful, "adept" change for these less than certain times. We need to investigate within our own circles more fully. How do we provide support for the processes of coherence, for making steps into the "darkness" using methods we believe in, for generating the leadership of sophisticated work groups? …

Search by... Author
Show... All Results Primary Sources Peer-reviewed

Oops!

An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.