By Manfred F. R. Kets de Vries
Reflections on teams and Organizations is the 3rd and ultimate e-book within the On the sofa with Manfred Kets de Vries sequence.
Broadening the Kets De Vries canvas, this e-book examines thoughts of organizational future health, functionality, and alter. fabric levels from experiences of excessive functionality groups – according to time the writer spent with the pygmies of imperative Africa – to the learn of organizational stars, to using training interventions to enhance own and organizational functioning.
Kets de Vries seems to be on the interpersonal and staff strategies that make certain how businesses paintings inside of particular contexts, together with relations organisations. He experiences dysfunctional leader-follower relationships, downsizing, and organizational transformation. Kets de Vries additionally introduces his idea of the "authentizotic" association – a delightful, fit, well-functioning workplace.
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Reflections on teams and enterprises is the 3rd and ultimate e-book within the at the sofa with Manfred Kets de Vries sequence. Broadening the Kets De Vries canvas, this e-book examines options of organizational overall healthiness, functionality, and alter. fabric levels from experiences of excessive functionality groups – according to time the writer spent with the pygmies of relevant Africa – to the examine of organizational stars, to using training interventions to enhance own and organizational functioning.
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Extra info for Reflections on Groups and Organizations: On the Couch With Manfred Kets de Vries
Because of structural arrangements, subgroups frequently overlap with departments or other units. When this happens, people jealously guard areas of responsibility and the determination of boundaries between departments can lead to disputes. Seeking or accepting help from other groups may be considered a weakness or even a betrayal. For example, in one large electronics company, a vice president of product development began to imagine that two of his colleagues, a vice president of R&D and a vice president of manufacturing, wanted to get rid of him.
It should be clear that many of these ‘incomprehensible’ activities (incomprehensible from a rational point of view, that is) signal that what really goes on in organizations takes place in the intrapsychic and interpersonal world of the key players, below the surface of day-to-day behaviors. That underlying mental activity and behavior needs to be understood in terms of conflicts, defensive behaviors, tensions, and anxieties. It is something of a paradox that, while at a conscious level we might deny the presence of unconscious processes, at the level of behavior and action we live out such processes every day all over the world.
28 REFLECTIONS ON GROUPS AND ORGANIZATIONS They look at surface phenomena, not at deep structure. The collective unconscious of business practitioners and scholars alike subscribes to the myth that it is only what we see and know (in other words, that which is conscious) that matters. That myth is grounded in organizational behavior concepts of an extremely rational nature—concepts based on assumptions about human beings made by economists (at worst) or behavioral psychologists (at best). The social sciences, ever desperate to gain more prestige, cannot stop pretending to be natural sciences; they cannot relinquish their obsession with the directly measurable.