A systems psychodynamic approach, sometimes called the ‘Tavistock’ approach, relies on three principal frames of applied thinking and research.
First, there is psychoanalytical practice as a method of tracing connections between conscious and unconscious mental processes and their significance for individual behaviour and development. Second, there is the extension of this practice to the study of group dynamics, called group relations. Thirdly, there is systems thinking, which includes the open systems approach and the systems perspective developed by practitioners in family therapy and others.
Tavistock Consulting adopts a ‘systems-psychodynamic’ model in our consultancy and coaching, applying three overlapping frameworks of thinking: psychoanalytic ideas, the study of group behaviour and a model of systems thinking developed from both open systems theory and systemic family therapy. These theories together offer a heuristic approach to understanding organisations and the behaviour of those who work in them, allowing us to look both to the internal, unconscious world of the organisation and to the external context in which it exists. Read more
Whole systems approach
Warning signs that a service is struggling might include staff stress and conflict, low productivity and profits or high levels of sickness and absenteeism. Usually, these are symptoms of a much wider and more involved issue that needs attention. At Tavistock Consulting, we endeavour to uncover the sources of organisational malaise that may lie beneath. Our unique approach involves stepping back and looking at the whole picture, working alongside you to establish overall system improvements that will in turn impact the identified problem areas. Read more
Group relations primarily studies inter and intra group dynamics of organisational behaviour as it happens. This creates a continuous process of feedback about organisational behaviour from staff and other participants. Issues are explored in relation to awareness of the impact of self on others and the impact of others on self, leadership, followership, group membership, lateral and vertical collaboration, delegation and representative roles. Read more