PL EN


2016 | 2(27) | 9-21
Article title

Identyfikacja mechanizmów obronnych menedżerów

Authors
Content
Title variants
EN
The identification of defense mechanisms of managers
Languages of publication
PL
Abstracts
EN
The main purpose of this paper is to present the issues related to organizational change in the context of the challenges faced by both managers and other employees of a company. The proposed view is anchored in the psychodynamic approach to organization and management. This article is focused on the superior-subordinate relationship in the context of change, presenting it from the perspective of intrapsychic processes. The author makes an attempt of characterizing both rational, conscious processes and the processes that occur beneath the surface of consciousness, which are automatic and unconscious. The latter usually conceal strong emotions, both positive (hope and curiosity) and negative (anxiety, anger, disappointment), as well as the beliefs and motives of actions undertaken by organization members. The defence mechanisms questionnaire (DSQ) was used to identify the automatic application of mechanisms to cope with difficult situations. The results indicate that neurotic mechanisms dominate among the surveyed managers, specially idealization, but also pseudoaltruism gains high level. However, more dangerous and counterproductive from the perspective of team work, are such mechanisms as projection, denial, isolation and displacement. Interviews with managers made it possible to develop a picture of the organizational change from the perspective of managers.
Year
Issue
Pages
9-21
Physical description
Contributors
References
  • Andrews G., Singh M., Bond M., 1993, The defense style questionnaire, The Journal of Nervous and Mental Disease, vol. 181, no. 4, s. 246-256.
  • Armstrong D., 2006, Organization in the Mind, Karnac, New York.
  • Armstrong D., Rustin M. (eds.), 2015, Social Defences against Anxiety, Karnac Books, London.
  • Brunning H. (ed.), 2012, Psychoanalytic Reflections on Changing World, Karnac Books Ltd, London.
  • Fhaner S., 1996, Słownik psychoanalizy, GWP, Gdańsk.
  • Fineman S., 1993, Organizations as Emotional Arenas, [w:] S. Fineman (ed.), Emotion in Organizations, Sage, Newbury Park, CA.
  • Fineman S. (ed.), 2001, Emotion in Organizations, Sage, Newbury Park, CA.
  • Gabriel Y., 1983, Freud and Society, Routledge&Kegan Paul, London.
  • Jaques E., 1951, The Changing Culture of the Factory, Tavistock, London.
  • Kernberg O., 1998, Ideology, Conflict, and Leadership in Groups and Organizations, Yale University Press, New Haven and London.
  • Kets de Vries M.F., Guillen L., Korotow K., Florent-Treacy E., 2010, The Coaching Kaleidoscope, Palgrave Macmillan, London.
  • Lewis M., Haviland-Jones J.M. (eds.), 2005, Psychologia emocji, GWP, Gdańsk.
  • Menzies Lyth I., 1988, Containing Anxiety in Institutions: Selected Essays, Free Association Books, London.
  • Menzies Lyth I., 1989, The Dynamics of the Social: Selected Essays, vol. 2, Free Association Books, London.
  • Miller E., 1993, From Dependency to Autonomy. Studies in Organizations and Change, Free Association Books, London.
  • Oatley K., Jenkins J.M., 2003, Zrozumieć emocje, Wydawnictwo Naukowe PWN, Warszawa.
  • Sievers B. (ed.), 2009, Psychoanalytic Studies of Organizations, Karnac Books Ltd, London.
  • Vansina L.S., 2013, Humanness in Organisations. A Psychodynamic Contribution, Karnac Books Ltd.
Document Type
Publication order reference
Identifiers
YADDA identifier
bwmeta1.element.desklight-af690bab-cffa-43b5-b083-98532f21cad1
JavaScript is turned off in your web browser. Turn it on to take full advantage of this site, then refresh the page.