David Lawlor

Through a series of in-depth interviews with Tavistock thinkers across three generations, this volume illustrates the practice and application of the systems psychodynamics paradigm to organisational development consultancy, research and training. Across 28 stimulating interviews with a group of international consultants, interviewees present a critical appraisal of the systems psychodynamics paradigm and its application to present-day social and organisational difficulties. By using a narrative interpretive method, the interviewers attend to the historical, psychosocial and biographical dynamics of the interviewees’ approaches and methods of work, and address several areas of organisational consultancy. These include organisational design, the division of labour, levels of authority and reporting relationships; the nature of work tasks, processes and activities; primary tasks and the inevitable unconscious dynamics within systems and individuals. The multi-disciplinary approaches of the interviewees will interest managers, policymakers, consultant practitioners and researchers to understand the variety of applications of systems psychodynamics methodologies.

Through a series of in-depth interviews with Tavistock thinkers across three generations, this volume illustrates the practice and application of the systems psychodynamics paradigm to organisational development consultancy, research and training. Across 28 stimulating interviews with a group of international consultants, interviewees present a critical appraisal of the systems psychodynamics paradigm and its application to present-day social and organisational difficulties. By using a narrative interpretive method, the interviewers attend to the historical, psychosocial and biographical dynamics of the interviewees’ approaches and methods of work, and address several areas of organisational consultancy. These include organisational design, the division of labour, levels of authority and reporting relationships; the nature of work tasks, processes and activities; primary tasks and the inevitable unconscious dynamics within systems and individuals. The multi-disciplinary approaches of the interviewees will interest managers, policymakers, consultant practitioners and researchers to understand the variety of applications of systems psychodynamics methodologies.

In the second of this three-volume series, the authors expand on the theory and practice of systems psychodynamics – which integrates psychoanalytic thinking, open systems theory and complexity theory – in its applications to consultancy work in organisations and wider social contexts. Multidisciplinary and multitheoretical in nature, the systems psychodynamics paradigm develops from the understanding that no single theory or approach explains the complex nature of organisational systems. Replete with explanations of key theories, practical guidance and exercises, this book demonstrates how systems psychodynamics can be used by consultants to plan and put into action organisational changes in four main areas: change planning and management; action research and evaluation; leadership and whole systems; and professional development and next steps. In light of systems psychodynamics, rather than functioning as a leader of change processes, the role of an organisational development consultant is one of providing containment, understanding and facilitation for others to take up their leadership roles responsibly in their change processes. With a focus on practical application in real situations, this book will be invaluable for psychoanalysts, managers, policymakers, consultants and researchers in a wide range of professional and clinical settings.

In the second of this three-volume series, the authors expand on the theory and practice of systems psychodynamics – which integrates psychoanalytic thinking, open systems theory and complexity theory – in its applications to consultancy work in organisations and wider social contexts. Multidisciplinary and multitheoretical in nature, the systems psychodynamics paradigm develops from the understanding that no single theory or approach explains the complex nature of organisational systems. Replete with explanations of key theories, practical guidance and exercises, this book demonstrates how systems psychodynamics can be used by consultants to plan and put into action organisational changes in four main areas: change planning and management; action research and evaluation; leadership and whole systems; and professional development and next steps. In light of systems psychodynamics, rather than functioning as a leader of change processes, the role of an organisational development consultant is one of providing containment, understanding and facilitation for others to take up their leadership roles responsibly in their change processes. With a focus on practical application in real situations, this book will be invaluable for psychoanalysts, managers, policymakers, consultants and researchers in a wide range of professional and clinical settings.

This book provides an introduction to systems psychodynamic theory and its application to organisational consultancy, research and training, outlining systems dynamics methods and their historical and theoretical developments. Systems Psychodynamics is an emerging field of social science, the boundaries of which are continually being refined and re-defined. The ‘systems’ designation refers to open systems concepts that provide the framing perspective for understanding the structural aspects of organisational systems. These include its design, division of labour, levels of authority, and reporting relationships; the nature of work tasks, processes and activities; its mission and primary task; and the nature and patterning of the organisation’s task and sentient boundaries and the transactions across them. This book presents a critical appraisal of the systems psychodynamics paradigm and its application to present-day social and organisational difficulties, showing how a holistic approach to organisational and social problems can offer a fresh perspective on difficult issues. Bringing together the theory and practice of systems psychodynamics for the first time, this book provides an examination of the systems psychodynamics paradigm in action. This book gives an accessible and thorough guide to understanding and using systems psychodynamic ideas for analysts, managers, policy makers, consultants and researchers in a wide range of professional and clinical settings.

This book provides an introduction to systems psychodynamic theory and its application to organisational consultancy, research and training, outlining systems dynamics methods and their historical and theoretical developments. Systems Psychodynamics is an emerging field of social science, the boundaries of which are continually being refined and re-defined. The ‘systems’ designation refers to open systems concepts that provide the framing perspective for understanding the structural aspects of organisational systems. These include its design, division of labour, levels of authority, and reporting relationships; the nature of work tasks, processes and activities; its mission and primary task; and the nature and patterning of the organisation’s task and sentient boundaries and the transactions across them. This book presents a critical appraisal of the systems psychodynamics paradigm and its application to present-day social and organisational difficulties, showing how a holistic approach to organisational and social problems can offer a fresh perspective on difficult issues. Bringing together the theory and practice of systems psychodynamics for the first time, this book provides an examination of the systems psychodynamics paradigm in action. This book gives an accessible and thorough guide to understanding and using systems psychodynamic ideas for analysts, managers, policy makers, consultants and researchers in a wide range of professional and clinical settings.

This unique account of the dramatic events of the Parnell split in Meath challenges the accepted view that Irish priests could lead their people only in the political direction that they wished to go. Meath people were devoted to Charles Stewart Parnell, who had entered Westminster as their MP in 1875. The loyalty of many of them was unaffected by the divorce court revelation in 1890 of his adultery with Katharine O'Shea, which caused the split that continued even after his death in 1891. However, Bishop Thomas Nulty preached that no Parnellite voter could "continue a Catholic" but then claimed election results as political victories. David Lawlor's research shows how Dr. Nulty broke the power of local Parnellites over their refusal to vote for a nun as matron of Navan workhouse. The bishop then nominated Michael Davitt, founder of the Land League, to unseat North Meath's Parnellite MP, Pierce Mahony. While the Parnellites successfully petitioned the courts to have Davitt's election annulled because of "undue clerical influence", new anti-Parnellite candidates narrowly won the ensuing by-elections. However, clerical interference in Meath politics provided damaging evidence of "Rome rule" to Tories and Unionists opposing Gladstone's second Home Rule bill, which was lost in the Lords in 1893.