Session Information
32 SES 11 A, Motion, Emotion, and Identity as Aspects of Learning in and by Organizations
Paper Session
Contribution
The research question: what is the fate of the “emotional trash” that is always present under the dynamics of organizations? In which different ways is it “digested” in different organizational contexts?
The organizational context moves on several levels, from the rational, efficient and linear one to the complex, non-linear and uncertain one. There are different levels on which an organization functions, of a visible level and of a concealed level, of reasons and emotions and of logic and of symbols (Bion, 1962; Morgan Jones, 2010; Hirschhorn, 1998; Armstrong, 2005). Emotions play a fundamental role in the good running of an organization as well as in its failure. Emotional bottlenecks are often generated in organizations, due to conflicts, envy, jealousy, hatred, grudges and vendettas between the members of the organization (Vidaillet, 2008; Stein, 2010 e 2015). The main reasons for these include power struggles, struggles for supremacy in certain areas of common interest, poisonous envy when colleagues are promoted or given more important positions and the rejection of new worker (Kets De Vries, 2011 e 2013 ; Perini, 2013 e 2015). A central node of conflict certainly concerns the phases when power passes from one leader and his dominant group to another, evoking the transference of the Freudian Oedipus complex and sibling rivalry (vertical and horizontal transference). Modern theories on organizations do not always consider it important to listen to the emotions circulating in the context or to elaborate, interpret or “digest” them. Emotions generate strong shocks and turbulence, both positively and negatively, and have to be seen, thought about, managed, contained, digested and returned with meaning (Bion, 1984; Perini, 2015) to the members of the organization. If this movement does not take place, especially with regard to the negative emotions (hatred, envy, jealousy, revenge, desire for retaliation), a thick layer of “emotional trash” (Varchetta, 2007; Perini, 2013) can settle in organizations, which inevitably produces great damage to the organizations themselves. The question is then whether it is possible to elaborate “emotional trash” and, if so, with which ways, resources, devices and aids. Can “emotional trash” be digested in the inner chain of roles, of the hierarchical positions, of the different subsystems of the organization or is there a need for external help, a transformational leader or a consultant who helps the organization to “digest” its ‘’emotional trash’’, in order not to spread it all around?
The theoretical framework underpinning this abstract is the model of Group Relations. It uses a combination of psychoanalysis applied to organizations with the systemic model (Perini, 2015; Armstrong, 2005; Gould, Stapley, Stein, 2001). The fundamental concept concerns considering work groups as oscillating constantly between the inclination to perform their tasks and the tendency to satisfy their unconscious emotional needs (Bion, 1962; Obholzer, Zagier Robert, 1994). Overseeing the institutional container is fundamental for supporting its transformational function (Carlyle, Evans, 2005). To achieve this goal, the educational function performed by transformational leadership (Bass, Avolio, 1994) is essential. Learning is not of the cognitive and rational type but is based on direct experience, on the emotive comprehension of the group and organizational processes experienced by the members of the group or the organization, who are able to have ‘’reflective spaces’’ (Hinshelwood, 1994, 1995), i.e. reflective spaces which ensure the ability to think even in conditions of emotional turbulence. These are examples of how to digest “emotional trash” in organizations (Armstrong, 2004; Perini, 2013).
Method
Expected Outcomes
References
Armstrong, D. (2005). Organization in the Mind: Psychoanalysis, Group Relations and Organizational Consultancy. Karnac, London Bion, W.R. (1962). Experiences in Groups. Tavistock, London Bocchi, G., Ceruti, M. (a cura di). (2007). La sfida della complessità. Mondadori, Torino Clarke, S., Hoggett, P. (2009). Researching Beneath the Surface: Psycho-Social Research Methods in Practice. Karnac, London Gould, L., Stapley, L. and Stein, M (Eds) (2001) The Systems Psychodynamics of Organizations: Integrating Group Relations, Psychoanalytic and Open Systems Perspectives. London: Karnac. Gould, L., Stapley, L. and Stein, M (Eds) (2004) Experiential Learning in Organizations: Applications of the Tavistock Group Relations Approach. London: Karnac. Hiinshelwood, R., Skogstad, W. (2005). Osservare la organizzazioni. Ananke, Torino Obholzer, A., Zagier Roberts, V. (1994). The Unconscious at Work: Individual and Organizational Stress in the Human Services. Routlegde, London Perini, M. (2013). Lavorare con l'ansia. Angeli, Milano Perini, M. (2015). L'organizzazione nascosta. angeli, Milano Riva M.G. (2000). Studio clinico sulla formazione. Angeli, Milano Riva, M.G. (2004). Il lavoro pedagogico come ricerca dei significati e ascolto delle emozioni. Guerini, Milano Stein, M. (2010). Oedipus Rex at Enron: Leadership, Oedipal Struggles, and Organizational Collapse. In Psychoanalytic Perspectives on a Turbulent World. Brunning, H. and Perini, M. (Eds). Karnac: London. Stein, M (2015). The Othello Conundrum: The Inner Contagion of Leadership. In Envy at Work, Merlone, U., Perini, M., Duffy, M., and Smith, R. (Eds.). Oxford: Oxford University Press.
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