Armstrong, D. (2004)

This chapter offers a provisional account of the significance of emotions, the flow of feeling in thought and action, within organizational settings. The emotional patterning within, whether located in individuals, in groups, or across the whole socio-psychic field, is a conduit of potential intelligence about the organizational object.

Bion, Wilfrid (1961)

The therapy of individuals assembled in groups is usually in the nature of explanation of neurotic trouble, with reassurance; and sometimes it turns mainly on the catharsis of public confession. The therapy of groups is likely to turn on the acquisition of knowledge and experience of the factors which make for a good group spirit.

Khan W. (2001)

Holding environments are interpersonal or group-based relationships that enable self-reliant workers to manage situations that trigger potentially debilitating anxiety. Working from a theoretical framework woven of concepts from developmental and clinical psychology, group dynamics, and organizational behavior, the author describes holding environments, the conditions that facilitate their creation, and the points at which they are vulnerable to failure.

Krantz, J. (2006)

Leaders are sometimes confronted with the need to betray, even if in the service of higher purposes. This article explores the links between leadership, betrayal and adaptation. It focuses primarily on the social and psychological reverberations of betrayal, with particular attention drawn to the impact of betrayal on the leaders themselves.

Krantz, J. & Maltz, M. (1997)

Role is a key component in any organizational change and a critical place for such change to be initiated. This article discusses the concept of organizational role and its complexities. The article offers both a framework for thinking about organizational role and a process for consulting to organizational "role holders."

Long, Susan (2019)

This article argues that to minimise destructivity and increase creativity, organisations need to be aware of unconscious social processes as they are evidenced nowadays. It ends with stressing some areas where organisations can do this