[...]... challenges Emotional responses Fear Contentllssue Approachapproach Types of Conflict Faced by Executives Avoidanceavoidance Approachavoidance External adaptation Multiple approachavoidance Approachapproach Avoidance avoidance Approachavoidance Internal adaptation Multiple approachavoidance 0 c ( z P n 3 : 0 m n c CI + I c n M X M P W aThis material was adapted from Relationship Dynamics: TheoryandAna/ysis,by... Table 2.4 shows an array of some of the key elements of the content of organizational systems The titles of many traditional departments of institutions are listed, such as research and development, engineering, manufacturing, marketing, purchasing, human resources, finance, safety, planning, maintenance, communications, facilities management, general management, and transportation Each represents a. .. ultimately controlled That stance, reassuring in many ways, demands that we collect and analyze data, identify problems, design interventions, and evaluate outcomes Failure often remains unanticipated in the initial blush of optimism that launches any change management proj ect The stench and sting of a failed consultation engagement only force their way into the practitioner’s awareness as an initiative... are trying to accomplish, I have observed both accomplishment of the specific goals of the change strategy and the maintenance of the gains made over several years The ability to weave the knowledge and skills of psychodynamic and emotional management into the ongoing challenges and tasks of leading, managing, and changing organizational systems greatly adds to the likelihood that any consultation project... adaptation to the surrounding world or of internal adaptation to psychological lives The table also demonstrates the types of conflict that can arise following Hilgard and Marquis’s (cited in Kimble, 196 1 ) categories: approach-approach, avoidance-avoidance, approach-avoidance, and multiple approach-avoidance The contents or issues of conflicts can be varied and complex, ranging from external dangers... title, in a world that moves ever more rapidly and demands more from each of us with every passing day Business books, magazines, and journals routinely call on leaders and managers to be courageous champions of change and progress Indeed, the modern lore of leadership virtually worships the person who steps into a managerial role and proceeds to turn around an organization in trouble Almost no other pattern... left with a significant gap between the growing understanding of the importance of complexity theory, human behavior, and the psychodynamic aspects of organiza- Introduction I tional and managerial life and the lack of practical guidance for how consultants or coaches can and should work with executives and managers on issues, performance problems, and dimensions of human behavior that have shadow components... functions) Information and evaluation systems Motivation s W N x D G ? 2 3 30 I EXECUTIVE COACHING Key Elements In Organizational Content Element Research and development Engineering ManufaduringlProduction/ Service delivery Marketing/SaIes/Distribution Purchasing Human resources FinanceIAccounting General management Planning Safetyhecurity Information systems Maintenance Communications Facilities management... their organization and the ways in which their managers and staff interacted They wanted an organization that valued people, encouraged innovation and creativity, and rewarded leadership and risk taking, outcomes that any management or consultation team could readily endorse However, this example demonstrates that our ability as consultants to deliver long-term outcomes for organizations and people often... the typical corporate setting Rather, I am arguing that the average consultant who is working closely in coaching individuals, dyads, or management teams can benefit greatly from an increased knowledge of the unconscious dimensions and processes that influence behavior regardless of the setting An increase in this knowledge can radically improve the ability of consultants to maneuver in difficult, conflict-ridden . illustrates a major individual and organizational paradox operating in organizations. Everyone involved in the situation experi- enced a humiliating failure. weave the knowledge and skills of psychodynamic and emotional management into the ongoing challenges and tasks of leading, managing, and changing organizational