A WORD
ON WORKPLACE PSYCHODYNAMICS
Not discussed to any great
extent thus far is the contribution depth psychology makes to understanding the
workplace. The usefulness of using psychoanalytically informed perspectives has
been explained and justified by others and this intellectual ground shall not be
covered here. Skeptical readers are encouraged to do additional reading to
assure themselves that the theoretical content is not “pop” psychobabble. There
are a number of accessible books on the subject (Allcorn and Diamond, 1997;
Czander, 1993; De Board, 1978 and Gabriel, 1999).
Individual, interpersonal, group and organizational dynamics, as
alluded to in chapter
2, can be understood to be driven in large part by the thoughts and feelings
that lie within each organization member and leader. It is, therefore,
worthwhile to explore what a psychodynamic perspective contributes to
understanding these individually based psychodynamics and dynamic workplace
theory. I approach this task by providing a discussion of a number of
theoretical points of view.
To start, it is important to appreciate that the central dilemma
for organization members arises out of the need to find a balance between
independence ( personal identity and self-esteem) and group membership (a sense
of belonging and affiliation) without becoming overly anxious about maintaining
the balance between them (Diamond, 1993). Persistent or extreme imbalances
between maintaining self-integrity and group membership evoke distressing self,
other, group and organizational experiences. This experience fundamentally
arises from separation and attachment anxieties. No one wants to feel taken
over, dominated, and forced to submit to the will of another (the leader) or
others (the group). At the same time there also exists a fear of being left
alone to make one’s way in the organizational wilderness.
These drivers of individual, interpersonal, group and
organizational dynamics have their origin in infancy. The infant is initially
preoccupied with the quality of attachment to caretaking others, and as an adult
we may likewise find ourselves dominated or ignored and avoided. Feelings of
self-annihilation as a result of being taken over or abandoned are the
underlying interior and interpersonal threat. These are distressing experiences
that promote defensive psychological regression. Regression leads to an ever
heavier reliance upon psychological defenses such as denial, splitting and
projection associated with Freud’s oral stage of development, and
reaction-formation, isolation and undoing associated with Freud’s anal stage of
development (Diamond, 1993). It is also the case that other theoretical
perspectives may be used, and they are incorporated into the discussion of the
four kinds of group experience.
In Sum
The psychological side of
organizational life has a profound influence upon interpersonal, group and
organizational dynamics. In particular, a substantial psychological tension and
threat exists relative to one’s workplace attachment that may be overwhelmingly
controlling or isolating and abandoning. There can be too much or too little
attachment that spawns psychologically defensive regression that is best
understood from a psychodynamic perspective.
Sections
Syndication
