The spatial psychodynamics of management learning

Management Learning

Volumn 42, Issue 3, 2011, Pages 333-347

  Vince, Russ ^a  

^a UNIVERSITY OF BATH   (United Kingdom)

Author keywords

emotions and politics; fantasy; learning space; psychodynamic; spatial psychodynamics

Indexed keywords

EID: 79959553895     PISSN: 13505076     EISSN: 14617307     Source Type: Journal    
DOI: 10.1177/1350507610389954     Document Type: Article

References (57)

1. Armstrong, D. (2005) Making absences present: The contribution of WRBion to understanding unconscious social phenomena. In: Armstrong, D, Lawrence, GW, Young, RM (eds) Group Relations: An Introduction. London: Process Press, 44-59.
2. Bain, A. (1998) Social defenses against organizational learning. Human Relations 51(3): 413-429.
3. Brocklehurst, M. (2006) Space, organization and management. In: Clegg, S, Kornberger, M (eds) Space, Organization and Management Theory. Copenhagen: Copenhagen Business School, 101-126.
4. Brocklehurst, M., Sturdy, A., Winstanley, D. and Driver, M. (2007) Whither the MBA? Factions, fault lines and the future. Management Learning 38(4): 379-388.
5. Brown, AD and Starkey, K. (2000) Organizational identity and learning: A psychodynamic perspective. Academy of Management Review 25(1): 102-120.
6. Carr, A. and Hancock, P. (2007) Paris, art, aesthetics, work and the unconscious. Tamara6(1): 5-11.
7. Clegg, S. and Kornberger, M. (2006) Space, Organization and Management Theory. Copenhagen: Copenhagen Business School.
8. Clegg, S., Kornburger, M. and Rhodes, K. (2005) Learning/Becoming/Organizing. Organization 12(2): 147-167.
9. Currie, G., Knights, D. and Starkey, K. (2010) Introduction: A post-crisis critical reflection on Business Schools. British Journal of Management 21(1): S1-S5.
10. Dale, K. and Burrell, G. (2007) Spaces of Organization and the Organization of Space: Power, Identity and Materiality at Work. Basingstoke: Palgrave Macmillan.
11. Dehler, G., Welsh, A. and Lewis, MW (2001) Critical pedagogy in the new paradigm. Management Learning 32(4): 493-511.
12. Driver, M. (2010) Learning as lack: Individual learning in organizations as an empowering encounter with failed imaginary constructions of the self. Management Learning 41(5): 561-574.
13. Enron (1999) Company Annual Report.Available at: http://picker.uchicago.edu/Enron/EnronAnnualReport1999.pdf.
14. Fenwick, T. (2005) Ethical dilemmas of critical management education: Within classrooms and beyond. Management Learning 36(1): 31-48.
15. Ford, J. and Harding, N. (2004) We went looking for an organization but could only find the metaphysics of its presence. Sociology 38(4): 815-830.
16. Fox, S. (2009) 'This interpreted world': Two turns to the social in management learning. Management Learning 40(4): 371-378.
17. French, R. and Vince, R. (1999) Group Relations, Management and Organization. Oxford: Oxford University Press.
18. Freud, S. (1984) Beyond the Pleasure Principle: Collected Works Volume 11.Harmondsworth: Penguin.
19. Frosh, S. (2002) Key Concepts in Psychoanalysis. London: The British Library.
20. Gabriel, Y. (1997) Meeting God: When organization members come face to face with the supreme leader. Human Relations 50(4): 315-342.
21. Gabriel, Y. and Griffiths, D. (2002) Emotion, learning and organizing. The Learning Organization 9(5): 214-221.
22. Gabriel, Y. and Griffiths, D.(2008) International learning groups: Synergies and dysfunctions. Management Learning 39(5): 503-518.
23. Griffin, R and O'Leary-Kelly, A (eds) (2004) The Dark Side of Organizational Behaviour. SanFrancisco, CA: Jossey-Bass.
24. Harvey, D. (2005) Space as a key word. In: Harvey, D (ed.) Spaces of Neoliberalization: Towards a Theory of Uneven Geographical Development. Heidelberg: Franz Steiner, 93-118.
25. Herbert, A. and Stenfors, S. (2007) Choosing experiential methods for management education: The fit of action learning and problem-based learning. In: Reynolds, M, Vince, R (eds) The Handbook of Experiential Learning and Management Education. Oxford: Oxford University Press, 221-240.
26. Hoggett, P. and Thompson, S. (2002) Towards a democracy of the emotions.Constellations 9(1): 106-126.
27. Huffington, C, Armstrong, D, Halton, W, Hoyle, L and Pooley, J (eds) (2004) Working Below the Surface: The Emotional Life of Contemporary Organizations. London: Karnac.
28. Isaacs, W. (1999) On Dialogue: The Art of Thinking Together. New York: Doubleday.
29. James, K. and Arroba, T. (2005) Reading and carrying: A framework for learning about emotion and emotionality in organizational systems as a core aspect of leadership development.Management Learning 36(3): 299-316.
30. James, K. and Ladkin, D. (2008) Meeting the challenge of leading in the 21stcentury: Beyond the 'deficit model' of leadership development. In: James, K, Collins, J (eds) Leadership Learning: Knowledge into Action. London: Palgrave, 13-34.
31. Kornberger, M. and Clegg, S. (2003) The architecture of complexity. Culture and Organization 9(2): 75-91.
32. Massey, D. (1993) Politics and space/time. In: Keith, M, Pile, S(eds) Place and the Politics of Identity. London: Routledge, 141-161.
33. Massey, D. (2005) For Space. London: Sage.
34. Meusberger, P. (2008) Conceptions of Space. Paper presented at the 6th Interdisciplinary Symposium on Knowledge and Space, Heidelberg, 17-20 September (from the CD-R of proceedings) Available at: http://www.knowledgeandspace.uni-hd.de/index.html.
35. Palmer, B. (1979) Learning and the group experience. In: Lawrence, G (ed.) Exploring Individual and Organizational Boundaries. Chichester: Wiley, 169-192.
36. Palmer, B. (2002) The Tavistock paradigm: Inside, outside and beyond. In: Hinshelwood, RD, Chiesa, M (eds) Organizations, Anxieties and Defenses: Towards a Psychoanalytic Social Psychology. London: Whurr, 158-182.
37. Raelin, JA (2009) The practice turn-away: Forty years of spoon-feeding in management education Management Learning 40(4): 401-410.
38. Reynolds, M. (1998) Reflection and critical reflection in management learning. Management Learning 29(2): 183-200.
39. Reynolds, M. (2009) Wild Frontiers: Reflections on experiential learning. Management Learning 40(4): 387-392.
40. Reynolds, M. and Trehan, K. (2001) Classroom as real world: Propositions for a pedagogy of difference. Gender & Education 13(4): 357-372.
41. Reynolds, M. and Trehan, K. (2003) Learning from difference? Management Learning 34(2): 163-180.
42. Segal, H. (1991) Dream, Phantasy and Art. London: Routledge.
43. Sievers, B. (2001) 'I will not let thee go except thou bless me!' (Genesis 32:26): Some considerations regarding the constitution of authority, inheritance and succession. Human Resource Development International 4(3): 357-381.
44. Simpson, P., French, R. and Vince, R. (2000) The upside of the downside: How utilizing defensive dynamics can support learning in groups. Management Learning 31(4): 457-470.
45. Sinclair, A. (2007) Teaching leadership critically to MBAs: Experiences from Heaven and Hell.Management Learning 38(4): 458-472.
46. Stokes, J. (1994) What is unconscious in organizations? In:Obholzer, A, Roberts, VZ (eds) The Unconscious at Work. London: Routledge, 19-27.
47. Swan, E. (2005) On bodies, rhinestones, and pleasures: Women teaching managers. Management Learning 36(3): 317-333.
48. Taylor, S. and Spicer, A. (2007) Time for space: A narrative review of research on organizational spaces. International Journal of Management Reviews 9(4): 325-346.
49. Trehan, K. (2007) Psychodynamic and critical perspectives on leadership development.Advances in Human Resource Development 9(1): 72-82.
50. Vince, R. (1999) Uncomfortable knowledge management: The impact of emotions on organizational learning. Paper presented at the 3rd International Conference on Organizational Learning and Knowledge Management, Lancaster University, UK, 6-8June. Available at: http://www.olkc.net/.
51. Vince, R. (2001) Power and emotion in organizational learning. Human Relations 54(10): 1325-1351.
52. Vince, R. (2002) The politics of imagined stability: A psychodynamic understanding of change at Hyder plc. Human Relations 55(10): 1189-1208.
53. Vince, R. (2008) 'Learning-in-Action' and 'Learning Inaction': Advancing the theory and practice of critical action learning. Action Learning: Research and Practice 5(2): 93-104.
54. Vince, R. (2010) Anxiety, politics and critical management education. British Journal of Management 21(1): S26-S39.
55. Vince, R. and Saleem, T. (2004) The impact of caution and blame on organizational learning. Management Learning 35(2): 131-152.
56. Weinberg, H. (2007) So, what is this social unconscious anyway? Group Analysis 40(3): 307-322.
57. Žižek, S. (1999) Fantasy as a political category: A Lacanian approach. In: Wright, E, Wright, E (eds) The Žižek Reader. Oxford: Blackwell, 87-101.