approach<\/strong>, has been further complemented by key contributions from other disciplines, including economics, sociology, political science, social psychology, management science, and business administration.<\/p>\nThus, the Tavistock method is not a closed and all-encompassing theoretical system; it does not offer a comprehensive explanation of institutional processes and does not contradict or purport to replace better known and well-researched visions of organizational management or the psycho-sociology of work.[\/vc_column_text][\/vc_column][vc_column width=”1\/2″][vc_single_image image=”4788″ img_size=”full”][vc_column_text]However, differently to these more mainstream perspectives, the Tavistock approach is informed by a \u201cclinical theory of organizations<\/strong>\u201d whereby the organization is understood as: a complex human system with its own life cycles and patterns of health and disease; a \u201cbody\u201d that can experience suffering and vulnerability but is also capable of generative, or alternatively destructive and self-destructive, behaviour; a \u201cmind\u201d capable of learning and thinking; but also an organizational unconscious that is at work beneath surface and is driven by phantasies, myths, prejudices, and powerful primitive emotions. Hence, the method\u2018s particular focus on the grey areas of organizational life and the unconscious components of individual and group behaviour within an institution, based on the belief that that these factors significantly affect the functioning of the institution and its ability to pursue its primary task, the quality of its internal and external relations, and the capacity of its members to think, work creatively, and fulfil the requirements of their specific roles.<\/p>\nThe starting assumption is that, in any organization, no matter how rationally, competently, carefully, and collegially plans and strategies are developed, and no matter how well resourced they are, they often prove to be at least partly deficient or fail to be fully implemented. Hence the working hypothesis that the causes of problems and failures or the emergence of powerful resistance to change can depend at least in part on unexpressed psychological factors and on unpredictable emotional processes with the power to influence the behaviour of leaders, managers, and co-workers. Given that such factors and processes, due to their unconscious nature, usually defy rational analysis, the systemic-psychodynamic Tavistock approach seems better equipped than others, not only to recognize and modify these variables, but also to use this exercise to build up organizational learning.<\/p>\n
Application of the Tavistock method has produced clear evidence that the supposed rational nature of organizations is essentially a myth.<\/p>\n
Originally devised in the English-speaking world, and further developed in the Central European cultural milieu, the Tavistock method has been gradually revisited and adapted to suit the specific socio-cultural characteristics of Italy and other Mediterranean countries.<\/p>\n
Particular emphasis has also been placed on the need to promote exchange and synergies between health and welfare services and business organizations, with a view to overcoming the challenges inherent in communication between the logic of well-being and that of profit, and between a culture of thought and one of action, based on the belief that each of the two sectors has much to gain from engaging in dialogue and exchange with the other.[\/vc_column_text][\/vc_column][\/vc_row][vc_row full_width=”stretch_row_content_no_spaces” leaf_row_scheme=”0″ css=”.vc_custom_1613583562595{background-color: #a4abbd !important;background-position: 0 0 !important;background-repeat: repeat !important;}”][vc_column][vc_empty_space height=”250px” el_id=”separatore-colore”][\/vc_column][\/vc_row][vc_row leaf_row_scheme=”0″ css=”.vc_custom_1613663159541{margin-top: 50px !important;margin-bottom: 15px !important;}”][vc_column]
\r\n \t
\r\n \tInstruments <\/h2>\r\n
<\/div>\r\n <\/div>\r\n [\/vc_column][\/vc_row][vc_row leaf_row_scheme=”0″ el_id=”strumenti-block” css=”.vc_custom_1613663171303{margin-bottom: 80px !important;}”][vc_column width=”1\/3″][vc_row_inner content_placement=”middle” el_class=”inner-strum”][vc_column_inner][vc_custom_heading text=”Group Relations Conference” font_container=”tag:h3|text_align:left|color:%23333333″ use_theme_fonts=”yes” el_class=”titolo-strumenti”][vc_column_text]The Group Relations Conferences, first launched in London 70 years ago and now organized all around the world, are training events at which participants are offered the opportunity to explore relations among people and groups.[\/vc_column_text]