Open AccessA conceptual analysis of the use of systems-psychodynamics as an organisation development intervention: A neuroscientific perspective
Author(s) -
Dirk J. Geldenhuys
Publication year - 2022
Publication title -
sa journal of industrial psychology
Language(s) - English
Resource type - Journals
eISSN - 2071-0763
pISSN - 0258-5200
DOI - 10.4102/sajip.v48i0.1940
Subject(s) - psychodynamics , psychological intervention , psychology , transformational leadership , unconscious mind , psychotherapist , intervention (counseling) , systems theory , perspective (graphical) , conceptual framework , engineering ethics , management science , social psychology , sociology , computer science , social science , artificial intelligence , psychoanalysis , psychiatry , engineering , economics
Orientation: Systems-psychodynamics as a consulting stance offers learning experiences that not only have links with the first organisation development interventions but also remains a popular approach for organisational consultation. Here, the argument is made that neuroscientific principles, as embedded in neuropsychotherapy, offer a lens for evaluating and improving the effectiveness of systems-psychodynamic interventions.Research purpose: The purpose of this study was to hypothesise about the effectiveness of systems-psychodynamic interventions, and to offer propositions for improvement.Motivation for the study: Studies on the effectiveness of systems-psychodynamic interventions from outside the same network of science-practitioners, are limited. Furthermore, no evidence of a similar study using a neuroscientific framework could be found in the English literature.Research approach/design and method: This was a conceptual analysis with theory adaption as an approach. Systems-psychodynamics was chosen as domain theory and was discussed first, followed by neuropsychotherapy as method theory.Main findings: It was hypothesised that, using the lens of neuropsychotherapy, systems-psychodynamics – with its focus on insight into unconscious processes – would most likely enhance fear-based learning. To facilitate transformational learning, the experience could be augmented through a better alignment with neuroscientific principles.Practical/managerial implications: There is a need to augment the role of the consultant as science-practitioner with the skills of a reflective practitioner. This will enable consultants to continuously critique and adapt preferred interventions, by integrating new neuroscience-related knowledge in those interventions.Contribution/value-add: This study contributes to the literature on organisation development interventions, and the reflective practice of the science-practitioner.