The Art and Science of Working Together: Practising Group Analysis in Teams and Organizations is a primary resource for anyone wishing to learn more about the complex unconscious dynamics of organizations, providing a practical guide for organizational work, a guide to how to improve things, and a strong theoretical foundation in the group analytic concept of the ‘tripartite matrix’.

Group analysis is a highly developed science of group relationships, which allows complexity and systems perspectives to be held in mind alongside organizational psychology, strategic development and business wisdom. Organized into eight sections, the book describes the essence of organizational group analysis, including the art of conversation, leadership, ethical issues in team working, and working with whole organizations. It addresses issues such as ‘us-and-them’ dynamics, the nature of systems boundaries, and the relationship between an organization and its context.

Leaders and leading consultants give case studies, describing their thinking as they work, to illustrate the theory in action. This essential new resource will allow clinically trained practitioners to extend their scope into organizational work, and all coaches and leaders to benefit from knowledge of the group analytic discipline. It is essential reading for consultants and coaches working with teams and organizations, and for leaders within organizations.

section I|44 pages

Editor’s introduction

chapter 1|15 pages

Coming to group analysis and this book

Edited ByChristine Thornton

chapter 2|13 pages

Group analytic praxis in teams and organizations

Edited ByChristine Thornton

chapter 3|9 pages

Persecutor, victim, rescuer

Imperfect consulting in an imperfect world
Edited ByChristine Thornton

chapter 4|5 pages

Group analytic praxis and ‘persecutor, victim, rescuer’

Edited ByChristine Thornton

section II|19 pages

The art of conversation

chapter 5|6 pages

The art of conversation

Group analytic interventions in organizational life
ByChristopher Rance

chapter 6|11 pages

Complex reflections

Notes on ‘parallel process’ and the group matrix in group analytic organizational consultancy
ByDavid Wood

section III|19 pages

The wider organizational context

chapter 7|9 pages

Stability or chaos, authoritarianism or dialogue

Towards a matrix of critical and creative thought at a time of uncertainty and threat
ByDick Blackwell

chapter 8|8 pages

‘Practising disappointment’

From reflection to action in organizations and communities
ByChristopher Scanlon

section IV|34 pages

Leadership, authority, and power

chapter 9|9 pages

Using groups in leadership

Bringing practice into theory
ByClare Gerada

chapter 10|11 pages

Another fine mess you’ve gotten me into

Effective leadership in a difficult place
ByRaman Kapur

chapter 11|3 pages

Leadership and ‘another fine mess’ by Raman Kapur

ByMorris Nitsun

chapter 12|9 pages

Creative chaos

Containing transforming space in Kids Company and other stories
ByFarideh Dizadji

section V|29 pages

Inside the practitioner’s mind

chapter 13|9 pages

Inside out

ByChris Powell

chapter 14|11 pages

Context and the interpretive act

Developing the language of the matrix for working in and with organizations
ByChristine Oliver

chapter 15|8 pages

Joining the organizational game

Five questions to guide consultants
ByMargaret Smith

section VI|32 pages

Praxis, power, and ethical issues in team working

chapter 16|10 pages

Turning a blind eye

Some thoughts on personal and professional boundaries in groups in mental health settings
ByEwa Wojciechowska

chapter 17|10 pages

Values in practice

Dilemmas in reflective practice
ByIan Simpson, Gwen Adshead

chapter 18|11 pages

Working with multicultural groups in organizations

Issues of power and difference
ByVincent Leahy, Abdullah Mia

section VII|56 pages

Working with whole organizations

chapter 19|11 pages

A conversation with Earl Hopper

ByEarl Hopper, Christine Thornton

chapter 20|11 pages

Creating thinking spaces in organizations

Dynamic administration in groups large and small
ByCynthia Rogers

chapter 21|10 pages

Large groups the group analytic way

ByGerhard Wilke

chapter 22|9 pages

Whole organizations, mergers, and the matrix

Translucent boundaries and ‘tweaking’ culture creatively
Edited ByChristine Thornton, Gerhard Wilke

chapter 23|13 pages

Translucent boundaries, leaders, and consultants

How to work with whole organizations
ByGerhard Wilke, Christine Thornton

section VIII|15 pages

The ending

chapter 24|13 pages

The end is in the beginning

Perspectives from two group analytic consultants
Edited ByChristine Thornton, Gerhard Wilke

section IX|1 pages

Further leads