How can boards and members of boards reach their full potential? The Tavistock Institute of Human Relations (TIHR) has been at the forefront of thinking about organizations since its inception in 1947. Today, as then, the corporate world is undergoing increasing pressure to demonstrate a sustainable, generative and meaningful impact on society and employees whilst delivering improved services and products. These tensions and others are explored in this important new book, Dynamics at Boardroom Level: A Tavistock Primer for Leaders, Coaches and Consultants. In this book, the reader gets a useful framework of theory and practice that broadens vision and deepens thinking about what is happening in boardrooms. The book opens the door to the reader to a new world of board dynamics, edited by those who really understand the deeper workings of the complex human system and its work at board level. This edited volume brings together the insights and contemporary case studies from participants on the Tavistock Institute Dynamics @ Board Level programme that draws on the thinking of Tavistock scholars and practitioners and their work on the dynamics of task, role, authority and power. Edited by programme co-directors Dr Mannie Sher and Dr Leslie Brissett and their fellow Tavistock Associate Tazi Lorraine Smith, and with contributions from senior leadership practitioners and board evaluators from the government, international consultancy firms, FTSE 100 and global UN institutions, this book speaks directly to issues of our time. It represents essential reading for leaders of organizations and businesses, as well as leadership coaches and mental health professionals.

The real story behind the Tavistock Institute and its network, from an intriguing best-selling author The Tavistock Institute, in Sussex, England, describes itself as a nonprofit charity that applies social science to contemporary issues and problems. But this book posits that it is the world's center for mass brainwashing and social engineering activities. It grew from a somewhat crude beginning at Wellington House into a sophisticated organization that was to shape the destiny of the entire planet, and in the process, change the paradigm of modern society. In this eye-opening work, both the Tavistock network and the methods of brainwashing and psychological warfare are uncovered. With connections to U.S. research institutes, think tanks, and the drug industry, the Tavistock has a large reach, and Tavistock Institute attempts to show that the conspiracy is real, who is behind it, what its final long term objectives are, and how we the people can stop them.

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 focuses on the hallmark or approaches of the Tavistock Institute—combining research in the social sciences with professional practice in organisational and social change. It shows how consultant and client system are partners in the process of organisational analysis and design.

The idea of social dreaming argues that dreams are relevant to the wider social sphere and have a collective resonance that goes beyond the personal narrative. In this fascinating collection, the principles of social dreaming are explored to uncover shared anxieties and prejudices, suggest likely responses, enhance cultural surveys, inform managerial policies and embody community affiliation. Including, for the first time, a coherent epistemology to support the theoretical principles of the field, the book reflects upon and extends the theory and philosophy behind the method, as well as discussing new research in the area, and how social dreaming practice is conducted in a range of localities, situations and circumstances. The book will appeal to anyone interested in the idea that social dreaming can help us to delve deeper into the question of what it means to be human, from psychoanalysts to sociologists and beyond.

Consultants and practitioners working with change can feel at a loss as to how to help their clients move forward. Organisations get stuck in routine ways even when they have innovations in mind. Consultants get stuck in familiar interventions which no longer prove stimulating or effective. Such challenges to practice can preoccupy and reinforce these stuck positions. Drawing on the authors' experiences of working with the professional development of consultants and change-agents over many years, this book provides an asset-based approach to consulting, where the resources to work at this 'stuckness' come from the way that we think about and use ourselves: our Identity and our Presence. The authors propose that developing capacities to recognise and analyse who we bring into our consulting, and how we bring ourselves is central to resource-ful practice. Without a skill-ful integration of these resources, the potential for change can be compromised. In handbook format, the book is structured in seven sections: Potential Space, Identity, Presence, Role Space, Practice, Change, and Future Developments.