By Malcolm Pines
The long-lasting effect of Bion's paintings - the various wealthy purposes of his rules to crew treatment, staff dynamics and organizational dynamics as we speak and searching to the long run - is the principal topic of this ebook. Chapters by means of unique overseas individuals from the fields of psychoanalysis, staff research, administration consultancy and social technological know-how conceal paintings with huge teams, Bion and the Tavistock meetings, and his rules approximately pondering and studying, goals and mentality. They sincerely reveal Bion's originality and fervour as he sought the targeted essence of psychoanalytic studying and the way any such pursuit and such studying could be shared and complicated. This e-book, in addition to its significant other quantity construction on Bion: Roots (ISBN 1-84310-710-4), won't in simple terms deepen knowing of Bion's contributions to thought and perform, yet can also be useful to people who paintings with teams, in either healing and administration contexts. either volumes also are to be had as a suite, ISBN 1-84310-731-7).
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Additional info for Building on Bion: Branches: Contemporary Developments and Applications of Bion's Contributions to Theory and Practice (International Library of Group Analysis 21)
1991) suggest that 20 members is an ideal number for a median group (although it can take in more). 106). Miller (1985) reported that large groups were composed of forty to eighty members with up to four consultants. 52). In a recent group-analytic conference in Copenhagen (1996), the large group included 450 members with one formal leader. All of the authors cited above acknowledge that the size of a group has a significant effect on its dynamics and on the experience of its members and leaders.
More detailed reports about the median group’s process and content will follow later in Part II of the paper. Proposition 1. The less personal and interpersonal a large group becomes, the more members (and leaders) are confronted with the group-as-amystery, which comes alive according to what participants project into it. (a) As the degree of personal contact diminishes in a group, the more the influence of the group’s largeness or strangeness can be felt. (b) Members may cognitively simplify their experiences of the large group in order to grasp it.
The various remarks did not often inform the process, but rather punctuated or interrupted it. Various members became angry or distraught when the group seemingly did not hear or could not work with what they contributed. Yet, these insults to the integrity of the enterprise and communal value of participants’ contributions did not appear wholly personal. They were rather symptomatic of ‘disabling cultural norms’ (Whitaker and Lieberman, 1964) and the unanalyzed group forces that drove them. Turquet (1975) observed a similar process in an A.
Building on Bion: Branches: Contemporary Developments and Applications of Bion's Contributions to Theory and Practice (International Library of Group Analysis 21) by Malcolm Pines