Il Metodo Tavistock

Il Metodo Tavistock è

a) un metodo di analisi delle istituzioni, a scopi di ricerca-azione o di diagnosi organizzativa;
b) uno strumento per la formazione dei dirigenti, dei tecnici e dei professionisti;
c) una tecnica di consulenza alle organizzazioni in difficoltà e ai loro membri.

Le sue radici originano dal corpus degli studi teorici e delle esperienze applicative realizzate dal Tavistock Institute of Human Relations e dalla Tavistock Clinic di Londra nell’area della ricerca sociale e della psicodinamica dei gruppi e delle organizzazioni.
Nel corso degli ultimi 60 anni il Tavistock Institute e la Tavistock Clinic hanno sviluppato, sia in collaborazione sia separatamente, un’intensa attività di studio delle relazioni di gruppo, di analisi dei processi istituzionali e di intervento consulenziale nelle organizzazioni pubbliche e private, applicandone i risultati alla comprensione del funzionamento dei team di lavoro, all’analisi dei sistemi socio-sanitari, all’esplorazione delle professioni d’aiuto, alla diagnosi organizzativa e alla consulenza aziendale, con particolare riguardo alle questioni dell’autorità e della leadership.

Da questo percorso di ricerca sono tra l’altro originati:

  • la concezione del funzionamento emotivo del gruppo sviluppata da Bion con la teoria degli “assunti di base” (attacco/fuga, dipendenza e accoppiamento);
  • la concezione dei sistemi sociali come difese dall’ansia, sviluppata da Elliott Jaques e da Isabel Menzies;
  • un ampio complesso di studi sull’autorità, la leadership, i ruoli e i confini istituzionali, soprattutto per opera di Eric Miller e Kenneth Rice;
  • la scoperta di Gordon Lawrence del significato sociale del sogno (“Social Dreaming”);
  • il concetto di organizzazione-nella-mente elaborato da David Armstrong;

e più in generale gli studi sull’importanza delle emozioni nel lavoro umano e nella vita delle organizzazioni.

Il prodotto complessivo di tale percorso ha preso il nome di Metodo Tavistock, un paradigma concettuale di tipo eclettico, originato dall’incontro di due diverse matrici teoriche che hanno trovato nel tempo un’eccellente reciproca integrazione:

  1. La psicoanalisi dei gruppi così come è stata inaugurata da W. Bion negli anni ‘50 e come è venuta sviluppandosi per opera dei suoi continuatori (E. Jaques, I.E.P. Menzies, H. Bridger, P. Turquet, R. Gosling ecc.), i quali l’hanno esportata – rifondandola come socio-analisi – anche in contesti istituzionali allargati.
  2. La teoria sistemica, nata negli USA e in Gran Bretagna a partire dalla teoria generale dei sistemi e degli studi di K. Lewin, e sviluppata poi come teoria socio-tecnica nel campo dei gruppi e delle organizzazioni da studiosi come A.K. Rice, E. Trist, E. Miller, W.G. Lawrence e altri.

A queste matrici, da cui è derivata al metodo la denominazione di approccio “sistemico-psicodinamico” (o anche “Group relations”), si affiancano importanti contributi provenienti da varie altre discipline, come l’economia, la sociologia, le scienze politiche, la psicologia sociale, le scienze manageriali e amministrative.

In questo senso il metodo Tavistock non costituisce un sistema teorico chiuso e onnicomprensivo, non si propone una spiegazione integrale dei processi istituzionali e non si contrappone né intende sostituirsi alle più note e collaudate concezioni sulla gestione aziendale o sulla psico-sociologia del lavoro.

metodo-tavistock

Diversamente da queste tuttavia si fonda su una “teoria clinica dell’organizzazione”, che è in effetti concepita come un complesso sistema umano con suoi cicli di vita, di salute e di malattia, un “corpo” capace di sperimentare sofferenza e vulnerabilità ma anche di attivare comportamenti generativi, o viceversa distruttivi e auto-distruttivi, una “mente” in grado di apprendere e di pensare, ma anche un inconscio organizzativo operante sotto la superficie e animato da fantasie, miti, pregiudizi e potenti emozioni primitive. Per questo il metodo studia in particolare le zone d’ombra della vita organizzativa e le componenti inconsce del comportamento degli individui e dei gruppi all’interno di un’istituzione, nella convinzione che siano in grado di influenzare profondamente il funzionamento dell’istituzione stessa e la sua capacità di perseguire il proprio compito primario, la qualità delle relazioni tra i suoi membri e tra l’istituzione e l’ambiente esterno, la capacità delle persone di pensare, di lavorare creativamente e di gestirsi nel proprio ruolo.

L’assunto di partenza è che in una qualsiasi organizzazione i piani e le strategie, per quanto elaborati con razionalità, competenza e accuratezza, dotati delle risorse necessarie e muniti di un ampio consenso, si rivelano spesso almeno in parte difettosi o restano in maggiore o minor misura inapplicati. L’ipotesi di lavoro conseguente è che le cause dei problemi e degli insuccessi o del sorgere di potenti resistenze al cambiamento possono dipendere almeno in parte da fattori psicologici inespressi e da processi emozionali imprevedibili, capaci di influenzare il comportamento della leadership, del management e dei collaboratori. Poiché tali fattori e processi per la loro natura inconscia sfuggono di solito a un’analisi razionale, l’approccio sistemico-psicodinamico del metodo Tavistock appare meglio attrezzato di altri non solo per riconoscerli e modificarli, ma anche per utilizzare questa esperienza ai fini di un apprendimento organizzativo.

Sotto questo profilo le applicazioni di tale metodologia sembrano dimostrare in modo evidente che l’idea della razionalità delle organizzazioni è sostanzialmente un mito.

Nato nell’area anglosassone e cresciuto nella cultura mitteleuropea, il metodo Tavistock è stato gradualmente rielaborato e adattato per un’applicazione più attenta alle specificità socioculturali del nostro Paese e dell’area mediterranea.

Un’enfasi particolare è stata posta inoltre sull’esigenza di promuovere scambi e sinergie tra il mondo dei servizi alla persona e quello delle aziende commerciali, cercando di superare le difficoltà di comunicazione reciproca tra le ragioni del benessere e quelle del profitto, tra cultura del pensare e cultura dell’agire, nella convinzione che ciascuna delle due parti abbia molto da guadagnare dal dialogo e dall’interscambio con l’altra.

Strumenti

Group Relations Conference

Le Group Relations Conference, nate a Londra 70 anni fa e ora organizzate in tutto il mondo, sono eventi formativi in cui si esplorano le relazioni fra le persone e fra i gruppi.

Scopri di più

Social Dreaming

Il Social Dreaming è una metodologia per accedere alla conoscenza sociale inconscia dei sogni; illumina il contesto di appartenenza e favorisce conversazioni significative.

Scopri di più
strumenti-4

Osservazione Istituzionale

L’osservazione istituzionale è un metodo per comprendere le organizzazioni nelle loro dinamiche consce e inconsce.

Scopri di più
strumenti-3

Gruppi Balint

Ideati da Michael Balint, i gruppi Balint offrono agli operatori delle professioni di aiuto una occasione per condividere esperienze ed emozioni del loro lavoro.
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Scopri di più

Coaching

Il Coaching sistemico psicodinamico ha l’obiettivo di intervenire sulla persona e sul suo rapporto con l’organizzazione. Rivolto soprattutto alle figure apicali è uno strumento applicabile in tutti i contesti lavorativi.

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FILM

– La stangata (The Sting, USA, 1973) – G.R.Hill.
– Una poltrona per due (Trading Places, USA, 1983) – J.Landis
– Wall Street (USA, 1987) – O.Stone
– I soldi degli altri (Other Peoples Money, USA, 1991) – N.Jewison
– Americani (Glengarry Glen Ross, USA,1992) – J.Foley
– Barbarians at the Gate (USA, 1993 – Film TV) – G.Jordan
– Casinò (USA, 1995) – M. Scorsese
– Rogue Trader (USA, 1999) – J.Dearden
– 1 km da Wall Street (Boiler Room, USA, 2000) – B.Younger
– The Bank: Il nemico pubblico numero uno (The Bank, Australia, Italia, 2001)- R.Connolly
– Enron: The Smartest Guys in the Room (Enron: L’economia della truffa) (USA, 2006) – A.Gibney
– The Corporation – (USA, 2008) G.Abbott
– Wall Street: Il denaro non dorme mai (W.S.: Money Never Sleeps, USA, 2010) – O.Stone
– Inside Job (USA, 2010) – C.Ferguson
– Capitalism – A Love Story (USA, 2010) – M.Moore
– Margin Call – (Usa, 2011) J.C. Chandor

SITI e BLOG

www.keneisold.com (Ken Eisold) http://learningfromexperiencelarryhirschhorn.blogspot.com (Larry Hirschhorn) http://www.thewallstreetpsychologist.com