Danger, confusion, conflict, and deficit: a framework for prioritising organisational interventions

Article Abstract:

Management consultants must be able to establish priorities if they are to deal effectively with organisational behaviour. In order to do this, they must be aware of what is most important in a particular situation, how to choose what to do next and which factors must be dealt with first. Research has indicated that the best approach to intervention design may be to consider and interpret the customer's subjective psychological reality of the problem.

Practice, Business consultants, Management consultants, Organizational behavior

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Consulting from the psychoanalytical perspective

Article Abstract:

Consultants and managers are using psychoanalysis to find new means of understanding life within organisations. It is of special importance to identify with and consider personal experience in diagnosing and intervening in the life of an organisation. A consultant who uses a psychoanalytical approach will consider negative experiences with a company, such as meetings being cancelled or delayed, in a positive way to determine how an organisation works.

Research and Development in the Social Sciences and Humanities, Psychology & Psychiatry, Methods, Consultants, Consultants (Persons), Psychoanalysis

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Anxiety and action learning

Article Abstract:

For most managers increased pressures and demands have caused anxiety to become a part of daily life. Issues concerning the action learning approach are presented, whereby managers are encouraged to acknowledge and explore their anxiety and use it to positively face the challenges given to them.

Management, Executives, Stress (Psychology), Anxiety

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