Glossary

Authority and power dynamics refer to the distribution of power and decision-making within an organization. It explores how authority is delegated, perceived, and enacted by individuals and groups. In the systems psychodynamic approach, understanding authority and power dynamics helps shed light on the unconscious processes that influence leadership, influence, and organizational hierarchies. By exploring these dynamics, individuals and organizations can promote healthy power dynamics, effective leadership, and collaborative decision-making.

Basic assumption is a term used by Bion to describe unconscious group processes that help manage anxiety. These assumptions, such as dependency, fight-flight, and pairing, operate beneath the surface of conscious awareness and can influence decision-making and group behavior. By understanding and working with basic assumptions, the systems psychodynamic approach helps individuals and organizations navigate group dynamics and foster more effective teamwork. It allows for a deeper understanding of the underlying emotional processes that shape group behavior and decision-making.

Change management is the systematic approach to transitioning individuals, teams, and organizations from a current state to a desired future state. It involves planning, implementing, and supporting change initiatives while minimizing resistance and maximizing engagement. The systems psychodynamic approach to change management recognizes that individuals and groups may have unconscious anxieties and resistances to change. By addressing these dynamics, change initiatives can be more effectively managed, fostering positive outcomes and organizational growth. This approach acknowledges that change is not solely a rational process but also requires attention to the emotional and unconscious dimensions of organizational life.

Containment is a concept introduced by Bion, referring to the process by which individuals or groups hold and manage anxiety and emotional experiences, providing a sense of safety and stability. In organizations, containment involves creating an environment where individuals feel supported, valued, and encouraged to express their thoughts and emotions constructively. Effective containment leads to increased trust, collaboration, and psychological well-being within the organization. By fostering containment, the systems psychodynamic approach supports the development of healthy and resilient organizational cultures.

Cultural intersectionality recognizes that individuals possess multiple social identities and that these identities intersect, influencing their experiences, perspectives, and interactions within the organization. It emphasizes the interconnected nature of various dimensions such as race, gender, sexuality, ethnicity, and more. In the systems psychodynamic approach, exploring cultural intersectionality helps individuals and organizations understand how these intersecting identities shape power dynamics, privilege, and discrimination within the organizational context. By embracing cultural intersectionality, organizations can foster diversity, equity, and inclusion, and create a more inclusive and equitable work environment.

Cultural intelligence (CQ) is the capability to understand, navigate, and work effectively across different cultural contexts. It involves the ability to recognize and adapt to cultural norms, values, communication styles, and behavioral expectations. In the systems psychodynamic approach, cultural intelligence is recognized as crucial for organizations operating in diverse and globalized environments. It helps individuals and organizations appreciate the impact of culture on organizational dynamics, collaboration, and decision-making. By developing cultural intelligence, individuals and organizations can bridge cultural gaps, foster inclusivity, and leverage diversity as a source of innovation and competitive advantage.

Defense mechanisms are unconscious psychological strategies that individuals use to cope with anxiety, conflict, and emotional distress. They help protect the ego from threatening or overwhelming experiences. In the systems psychodynamic approach, understanding defense mechanisms provides insights into individual and group behavior within organizations. By recognizing and working with these defenses, individuals and groups can gain awareness of their impact on relationships, decision-making, and overall organizational dynamics.

Emotional contagion refers to the phenomenon where individuals’ emotions and moods are influenced by the emotions of others. It involves the spread of emotions from one person to another, often unconsciously. In the systems psychodynamic approach, emotional contagion is explored as a factor that can impact the emotional climate within groups and organizations. By understanding emotional contagion, organizations can promote emotional well-being, manage emotional stress, and foster a positive emotional climate.

Emotional intelligence refers to the ability to recognize, understand, and manage one’s own emotions and the emotions of others. It involves skills such as self-awareness, empathy, and effective interpersonal communication. In the systems psychodynamic approach, emotional intelligence is seen as crucial for effective leadership, team collaboration, and organizational well-being. By developing emotional intelligence, individuals and organizations can navigate complex social dynamics, build strong relationships, and promote a positive emotional climate.

Emotional labor refers to the effort, regulation, and expression of emotions required as part of a job or role. It involves managing one’s emotions to meet organizational or professional expectations. In the systems psychodynamic approach, emotional labor is examined as a factor that can impact employee well-being, job satisfaction, and burnout. By understanding and addressing emotional labor, organizations can promote employee welfare, develop supportive practices, and create a positive emotional climate.

Exclusion and inclusion refer to the processes and practices that result in individuals or groups either being left out or welcomed and valued within an organizational context. Exclusion involves the marginalization, discrimination, or disregard of certain individuals or groups, while inclusion encompasses creating a sense of belonging, respect, and involvement for all members. In the systems psychodynamic approach, exploring exclusion and inclusion helps individuals and organizations understand the impact of power dynamics, biases, and organizational culture on the experiences of different individuals or groups. By promoting inclusion and addressing exclusionary practices, organizations can cultivate a diverse and thriving workforce.

Gender refers to the social and cultural roles, behaviors, and expectations associated with being male, female, or non-binary. It encompasses the social, psychological, and cultural aspects of masculinity and femininity. In the systems psychodynamic approach, gender is examined as a factor that influences individual experiences, group dynamics, and organizational culture. By understanding the impact of gender within the organizational context, organizations can promote gender equity, address gender biases, and create opportunities for all individuals to thrive.

Group dynamics pertain to the patterns of behavior and interaction that occur within a group or team. This includes roles, power dynamics, communication styles, and the overall atmosphere within the group. By examining group dynamics through a systems psychodynamic lens, one can uncover the hidden dynamics that may influence group productivity, cohesion, and individual well-being. It provides insights into how group members relate to one another, the emergence of leadership, and the impact of group dynamics on decision-making and creativity.

Group relations refer to the study of group dynamics and intergroup relationships within organizations. This field examines the unconscious processes, authority, power, and roles that influence group behavior. By studying group relations, the systems psychodynamic approach helps individuals and organizations gain insights into the hidden dynamics that impact teamwork, decision-making, and organizational culture. It provides a framework for understanding the complexities of group dynamics, facilitating constructive collaboration, and managing conflicts within organizations.

Groupthink is a phenomenon that occurs when a group’s desire for conformity and consensus overrides critical thinking and independent judgment. It can lead to faulty decision-making and the suppression of dissenting opinions. In the systems psychodynamic approach, groupthink is examined as a potential barrier to effective teamwork, innovation, and organizational performance. By understanding groupthink dynamics, individuals and organizations can foster a culture that encourages diverse perspectives, constructive dissent, and robust decision-making processes.

Kurt Lewin was a social psychologist known for his work on group dynamics, action research, and field theory. He highlighted the importance of the environment and its impact on behavior. In the systems psychodynamic approach, Lewin’s ideas are applied to organizations to understand the influence of the organizational context on individual and group behavior, as well as the process of organizational change. Lewin’s framework helps explore how organizations can create an environment that supports positive behavior change, fosters collaboration, and enhances individual and collective well-being.

Leadership development is the process of enhancing individuals’ leadership skills, abilities, and behaviors to effectively guide and influence others within an organizational context. In the systems psychodynamic approach, leadership development incorporates an understanding of the unconscious dynamics that influence leadership styles, decision-making, and the overall organizational climate. This approach helps leaders develop self-awareness, emotional intelligence, and the capacity to engage in reflective practice. By integrating psychodynamic principles into leadership development, individuals can become more effective leaders who can navigate the complex dynamics of organizations.

Melanie Klein was a pioneering psychoanalyst who made significant contributions to the development of object relations theory. Her work emphasized the importance of early relationships and the internal world of the individual. Drawing on her theories, the systems psychodynamic approach explores how early experiences shape our psychological makeup and influence our interactions within organizations and groups. Klein’s ideas help shed light on the unconscious dynamics that drive individual and collective behavior and impact organizational culture.

Object relations is a theory within psychoanalysis that focuses on how individuals internalize and relate to others, particularly based on early relationships with primary caregivers. It emphasizes the importance of internalized mental representations, or “objects,” that shape our perceptions, expectations, and behavior in relationships. In the systems psychodynamic approach, object relations theory is used to understand how individuals’ internalized objects influence their interactions within organizations and groups, affecting dynamics such as authority, leadership, and collaboration.

Organizational boundaries refer to the limits and interfaces between different parts of an organization or between the organization and its external environment. Boundaries can be formal (e.g., departmental divisions) or informal (e.g., communication patterns). In the systems psychodynamic approach, organizational boundaries are explored as important factors that shape communication, collaboration, and information flow. By understanding and managing organizational boundaries, individuals and organizations can enhance coordination, adaptability, and effective functioning.

Organizational change refers to intentional and structured efforts to transform aspects of an organization, such as structures, processes, culture, or strategies. Change can be driven by internal or external factors, such as market dynamics, technological advancements, or strategic shifts. In the systems psychodynamic approach, organizational change is explored as a complex process influenced by individual and collective dynamics, resistance, and unconscious factors. By effectively managing organizational change, individuals and organizations can navigate transitions, minimize disruptions, and foster positive growth and adaptation.

Organizational culture refers to the shared values, beliefs, assumptions, and norms that shape the behavior and attitudes of individuals within an organization. The systems psychodynamic approach recognizes that organizational culture is influenced by unconscious dynamics and can impact individuals’ experiences, well-being, and performance. By exploring and understanding the underlying dynamics of organizational culture, interventions can be designed to foster a healthy and inclusive work environment. This approach helps organizations align their culture with their goals, values, and desired outcomes.

Organizational identity refers to the shared sense of purpose, values, and beliefs that define an organization and its members’ sense of belonging. It encompasses how individuals perceive the organization’s mission, values, and culture. In the systems psychodynamic approach, organizational identity is explored as a dynamic and unconscious process shaped by the interactions among individuals and groups within the organization. By understanding and shaping organizational identity, organizations can foster a sense of coherence, engagement, and commitment among its members.

Organizational learning refers to the process of acquiring, creating, and sharing knowledge within an organization. It involves capturing lessons from experience, promoting continuous improvement, and adapting to change. In the systems psychodynamic approach, organizational learning is explored as a dynamic process influenced by individual and collective dynamics, leadership practices, and the organizational culture. By fostering a learning culture and facilitating knowledge sharing, organizations can enhance their adaptability, innovation, and overall effectiveness.

Organizational myth and ritual refer to the symbolic practices, stories, and beliefs that shape the organizational culture and identity. They help create a shared meaning and reinforce the organization’s values and norms. In the systems psychodynamic approach, organizational myth and ritual are explored as important elements that shape organizational behavior, group cohesion, and employee engagement. By understanding and leveraging organizational myth and ritual, organizations can strengthen their culture, inspire employees, and foster a sense of collective purpose.

Organizational resistance refers to the barriers, pushback, or opposition encountered during organizational change or transformation efforts. It involves individuals or groups resisting or reacting negatively to new initiatives, processes, or strategies. In the systems psychodynamic approach, resistance is examined as a complex phenomenon rooted in both conscious and unconscious dynamics, such as fears, power struggles, and attachments to the familiar. By understanding and working with organizational resistance, change leaders can identify underlying dynamics, address concerns, and engage stakeholders to facilitate successful change initiatives.

Organizational trauma refers to significant adverse events or experiences that impact the collective well-being, functioning, and culture of an organization. It can result from crises, conflicts, or traumatic incidents. In the systems psychodynamic approach, organizational trauma is explored as a process that influences the emotional climate, trust, and resilience within the organization. By addressing organizational trauma, individuals and organizations can promote healing, recovery, and the restoration of organizational well-being.

Power imbalances refer to disparities in power, influence, and access to resources among individuals and groups within an organization. It can manifest in various forms, such as hierarchical structures, inequalities, or systemic biases. In the systems psychodynamic approach, power imbalances are examined as factors that impact organizational dynamics, decision-making, and employee well-being. By recognizing and addressing power imbalances, organizations can foster a more equitable and inclusive environment where all individuals have equal opportunities to thrive.

Race refers to a socially constructed categorization based on physical characteristics, such as skin color, hair texture, and facial features. It is often associated with shared cultural, historical, and social experiences. In the systems psychodynamic approach, race is explored as a dimension that influences individuals’ experiences of privilege, discrimination, and identity within the organization. By recognizing and addressing racial dynamics, organizations can foster diversity, equity, and inclusion and create an environment where all individuals feel valued and respected

Reflective practice involves regularly engaging in self-reflection, introspection, and critical analysis of one’s thoughts, feelings, and actions. It is a process of learning from experience and integrating new insights into one’s behavior. In the systems psychodynamic approach, reflective practice is essential for personal and professional development. By engaging in reflective practice, individuals and organizations can gain deeper self-understanding, identify patterns, and make conscious choices that lead to positive change and growth.

Social identity refers to the part of an individual’s self-concept that derives from their membership in social groups, such as organizations, teams, or communities. It encompasses the shared beliefs, values, and norms that define the group’s identity. In the systems psychodynamic approach, social identity is examined as a factor that influences individual behavior, group dynamics, and intergroup relationships. By promoting a positive and inclusive social identity, organizations can foster a sense of belonging, engagement, and collaboration among its members.

Social systems refer to the interrelated individuals, groups, and structures that make up an organization or society. These systems shape behavior, attitudes, and outcomes within organizations. The systems psychodynamic approach recognizes that individuals’ actions and experiences are influenced by the broader social systems they are a part of. By examining these systems, interventions can be designed to enhance collaboration, communication, and overall organizational effectiveness. Understanding the social systems helps uncover the systemic barriers and facilitators of change within organizations.

Socialization processes encompass the ways in which individuals are socialized, integrated, and oriented to the organizational culture, values, and norms. It includes onboarding, orientation programs, and informal socialization within the organization. In the systems psychodynamic approach, socialization processes are examined as important influences on individual behavior, group dynamics, and organizational identity. By understanding and optimizing socialization processes, organizations can foster a sense of belonging, alignment with organizational values, and accelerated integration of new members.

The systems psychodynamic approach is a perspective that examines how individuals and groups interact within the larger system. It explores the unconscious dynamics and organizational processes that influence behavior and relationships. By understanding the underlying dynamics, this approach helps individuals, groups, and organizations gain insight into their patterns of interaction, improve communication, and enhance overall functioning. It provides a comprehensive framework for exploring the complex dynamics within organizations and the interplay between individual and collective experiences.

Systems thinking refers to an approach that considers the organization as a complex system comprising interrelated parts. It involves understanding the dynamic interactions, feedback loops, and dependencies within the system. In the systems psychodynamic approach, systems thinking is applied to comprehend the interconnectedness of individual behavior, group dynamics, and organizational functioning. By adopting a systems thinking perspective, organizations can identify the underlying causes of challenges, design holistic interventions, and promote systemic change for improved organizational performance.

The concept of the unconscious at work recognizes that unconscious processes and dynamics influence behavior, decision-making, and relationships within the organizational context. It acknowledges that individuals’ thoughts, emotions, and motivations are not always fully conscious or rational. In the systems psychodynamic approach, exploring the unconscious at work helps individuals and organizations gain insights into hidden biases, patterns, and dynamics that may impact productivity, communication, and organizational culture. By bringing the unconscious to awareness, individuals and organizations can promote self-reflection, adaptive behavior, and improved organizational functioning.

Toxic leadership refers to leadership behaviors or styles that have negative, detrimental, or harmful effects on individuals, teams, and the overall organizational climate. It can involve abusive or destructive behaviors, manipulation, lack of accountability, and a disregard for the well-being of others. In the systems psychodynamic approach, toxic leadership is explored as a manifestation of unconscious dynamics, power imbalances, and organizational pathology. By recognizing and addressing toxic leadership, organizations can promote healthy leadership practices, enhance employee well-being, and foster a positive and supportive work environment.

Transitional space refers to the psychological space between the inner world of an individual and the external world. It is a creative and dynamic space where new experiences, ideas, and possibilities can emerge. In the systems psychodynamic approach, transitional space is explored as a potential area for growth, learning, and innovation within organizations. By creating psychological transitional spaces, organizations can encourage experimentation, collaboration, and the emergence of new ideas and solutions.

Virtual teams and group dynamics pertain to the unique challenges and dynamics that emerge when individuals collaborate remotely. It involves understanding how technology, communication tools, and distance impact communication, trust, and team effectiveness. In the systems psychodynamic approach, exploring group dynamics in virtual teams helps individuals and organizations optimize virtual collaboration, overcome challenges, and foster effective teamwork in distributed work environments.

Wilfred Bion was a psychoanalyst who made significant contributions to group dynamics and the understanding of unconscious processes in groups. His work emphasized the role of group members’ emotional experiences and the impact of unconscious dynamics on group behavior. Bion’s ideas, such as basic assumptions and containment, have been influential in the systems psychodynamic approach to understanding group and organizational behavior.