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– A Triptych of Atrocity: Organising Atrocity, Managing and Administering Atrocity, and the Language of Atrocity by Howard Stein and Seth Allcorn
– Self and Non-Self: The Persecution of the Imaginary Scapegoat by Stanley Gold
– A German Dilemma: Challenging Experiences at a Tavistock Conference in Poland by Isabelle Reiniger
PART ONE: Introduction, Background, and Experiences
PART TWO: Reflection and Analysis
ACCOUNTS OF INTERVENTIONS
– Turbulent Family and Organisational Dynamics in the Context of Succession in a Family Business: A Joint Intervention to Contain and Work Through Destructive Oedipal Forces by Francesca Cardona and Derek Raffaelli
– Learning From the Director’s Role: Leadership and Vulnerability by Edward R. Shapiro
– Boarding School, Brexit, and Our Leaders’ Judgement by Olya Khaleelee
Aaron J. Nurick (Bentley University)
Organisational & Social Dynamics (O&SD) aims to create a deeper understanding of organisational and social processes and their effects on individuals, and to provide a forum for both theoretical and applied papers addressing emerging issues in societies and organisations from a psycho-social perspective. It is sponsored by OPUS – An Organisation for Promoting Understanding of Society.
The editors seek to sustain a creative tension between scientific rigour and popular appeal, by developing conversations with the professional and social scientific worlds and opening them to practitioners and reflective citizens everywhere.
Contributions to O&SD include:
– theoretical argument and discussion;
– case studies of consultations or action research projects;
– reviews of books, plays and other artistic works providing insight into organisational and social dynamics;
– analyses and reviews of contemporary social and political events;
– personal polemics and reflections;
– dialogues exploring opposing views.
The annual subscription includes two printed issues a year and includes complimentary online access from Ingenta Connect to current and past issues.
Aaron J. NURICK (Bentley University, USA)
Nadine R. TCHELEBI (University of the West of England, UK)
Matias SANFUENTES (University of Chile)
Prof. Paul HOGGETT
Haralan ALEXANDROV (Bulgaria)
Howard BOOK (Canada)
Philip BOXER (USA)
Louisa Diana BRUNNER (Italy)
Francesca CARDONA (Italy)
Annette CLANCY (Ireland)
Jean COOPER (RSA)
Candice A. CRAWFORD-ZAKIAN (USA)
Lita CROCIANI-WINDLAND (UK)
Anne-Marie CUMMINS (UK)
Tim DARTINGTON (UK)
Elisha DAVAR (the Netherlands)
Donna ELMENDORF (USA)
Ernest FRUGE (USA)
Franca FUBINI (Italy)
Nathan GERARD (USA)
Wendy HARDING (Australia)
Matilda HERNANDEZ (Spain)
Douglas KIRSNER (Australia)
Ilana LITVIN (Israel)
Marion MCCOLLOM HAMPTON (USA)
Luca MINGARELLI (Italy)
Marina MOJOVIC (Serbia)
John NEWTON (Australia)
Gry OSNES (Norway)
Risto PUUTIO (Finland)
Rose REDDING MERSKY (Germany)
Bennett ROTH (USA)
Ed SHAPIRO (USA)
Suzy SPRADIN (USA)
Dimitris VONOFAKOS (Argentina)
Sheila WHITE (UK)
Barbara WILLIAMS (Canada)
INTERNATIONAL ADVISORY BOARD
Eduardo ACUNA (Chile)
C. Fred ALFORD (USA)
Gille AMADO (France)
Eliat ARAM (UK)
David ARMSTRONG (UK)
Gilles ARNAUD (France)
Ulla Charlotte BECK (Denmark)
Siv BOALT BOETHIUS (Sweden)
Renate Gronvold BUGGE (Norway)
Gouranga CHATTOPADHYAY (India)
Michael DIAMOND (USA)
Kenneth EISOLD (USA)
Shmuel ERLICH (Israel)
Giovanni FORRESTI (Italy)
Marianna FOTAKI (UK)
Yiannis GABRIEL (UK)
Stanley GOLD (USA)
Robert D. HINSHELWOOD (UK)
Larry HIRSCHHORN (USA)
Stefan JERN (Sweden)
Manfred KETS DE VRIES (France)
Susan LONG (Australia)
Beverly MALONE (USA)
Claudia NAGEL (Germany)
Mario PERINI (Italy)
Allan SHAFER (Australia)
Ed SHAPIRO (USA)
Mannie SHER (UK)
Burkard SIEVERS (Germany)
Lionel STAPLEY (UK)
Mark STEIN (UK)
Leopold VANSINA (Belgium)
Vamik VOLKAN (USA)
Kathleen WHITE (USA)
The aim of Organisational & Social Dynamics (O&SD) is to further the integration of psychodynamic, systemic, and group relations perspectives with the social sciences and humanities in the pursuit of understanding conscious and unconscious processes at work in groups, organisations, and society. We welcome submissions from such fields as management and organisational studies, psycho-social studies, sociology, anthropology, and philosophy.
O&SD is a forum for the publication of theoretical and applied papers that are relevant and accessible to an international readership. It aims to sustain a creative tension between scientific rigour and popular appeal, both developing conversations with the professional and social scientific world and opening up these conversations to practitioners and reflective citizens everywhere. We wish to attract manuscripts from contributors who are aware of their own values, suppositions, and assumptions, the influence of countertransference in their work, whatever form it takes, and the ability to connect the internal world of individuals and groups with societal and global processes.
As well as scientific papers, O&SD also seeks to attract accounts of interventions, in the shape of reports of action research projects or case studies of consultation projects. It also contains sections on speaking out, which provide a space for personal ideas and polemic. In addition, Reviews provides a space for the review of books, plays, art, and other cultural productions or events that are considered to be of interest as a result of the insights they provide into organisational and social dynamics.
The Editorial Management Committee are pleased to announce that in 2010 this journal was accredited by The Association of Business Schools and is now ranked on the Business Schools Index. The Association of Business Schools represents the leading business schools of universities, higher education institutions, and independent management colleges in the UK.
The Journal welcomes manuscripts from contributors who are aware of their own influences and assumptions, the impact of countertransference upon their work, whatever form it takes, and the ability to connect the internal world of individuals and groups with societal and global processes.
Procedure for submissions: All manuscripts should now be submitted via ScholarOne, our automated submission platform at: https://mc04.manuscriptcentral.com/osd
Notes for Contributors
– Contributors should indicate in their email the specific category outlined in the journal’s Aims and Scope (Scientific Papers, Accounts of Interventions, etc.) under which they wish their contribution to be considered.
– We encourage submissions that continue an ongoing conversation throughout the Organisational & Social Dynamics journal and recommend that authors make this evident in their argument.
– While there is no standard length for contributions, and the journal specifically welcomes shorter pieces which may be of a non-academic style (polemical, socioanalytical and/or experiential, for example), major papers should normally be between 6,000 and 8,000 words.
– Manuscripts must be submitted in English, and double-spaced throughout. Manuscripts must include an abstract and keywords. The keywords refer to those identifiers which are useful in searching their and other databases for citations relevant to the article in question.
– Unless an exception is explicitly noted, with an appropriate explanation, submission is a representation that the manuscript has not been published previously, and is not currently under consideration for publication elsewhere. A statement transferring copyright from the authors to OPUS will be required before the manuscript can be accepted for publication.
– Since reviewing is on an anonymous basis, authors should omit their name(s) from all manuscript pages. Author name(s), date of submission, email and postal address(es) should, therefore, be provided within the submission process on ScholarOne and on a separate cover page with the emailed submission.
– All artwork must be submitted in high-resolution digital format. Resolution of 600 dpi for black and white artwork, and 300 dpi for photographs or shaded matter (greyscale). Preferred format is TIFF, but we can accept JPEG or EPS. Each table and figure should be given a title and should be presented on a separate manuscript page at the end of the paper, and the position of figures or tables in the text should be indicated.
– In the text, reference citations should appear as follows:
‘Edelman (1973) argued…‘;
‘Lenin and McCartney (1964) indicated that…’ or
‘A number of contemporary critiques (Maron, 1999; Peters, 1998) illuminate…’
– Footnotes should be avoided in the text. References should be collated into a reference list at the end of the paper, in the following style:
Harre, R. (1979). Social Being. Oxford: Blackwell.
Bion, W. R. (1946). The leaderless group project. Bulletin of the Meninger Clinic, 10(3): 77-81.
Turquet, P. (1974). Leadership: the individual and the group. In: G. Hibbard, J. Hartmann and R. Mann (Eds), Analysis of Groups. San Francisco: Jossey Bass.
Full details on the Publisher’s House Style can be found here.
Author Declaration: Authors are also asked to complete and send with their manuscript an Author’s Declaration confirming confidentiality, originality, and copyright. A copy of this Declaration can be downloaded here.
Processing of Manuscripts and Production
– Once reviewers have made their recommendations about a contribution, the editors will make a final judgement whether to reject or accept, or to accept, subject to minor or major revisions.
– Once accepted, manuscripts are copyedited and scheduled for publication. Authors will be notified of the year and issue number, as soon as it has been determined.
– Page proofs will be sent to the designated (first) author in PDF format by email. The proofs should then be returned within the scheduled time requested (usually no more than seven days). With rare exceptions, only printer’s errors and authors’ minor typographical errors will be corrected.
– First-named authors receive a PDF file and one complimentary copy of the issue.
O&SD is committed to ensuring ethics in publication and quality of articles. Conformance to standards of ethical behaviour is therefore expected of all parties involved: authors, editors, reviewers, and the publisher. In particular:
Authors: Authors should present an objective discussion of the significance of research work as well as sufficient detail and references to permit others to replicate the experiments. Fraudulent or knowingly inaccurate statements constitute unethical behaviour and are unacceptable. Review articles should also be objective, comprehensive, and accurate accounts of the state of the art. The authors should ensure that their work is entirely original works, and if the work and/or words of others have been used, this has been appropriately acknowledged. Plagiarism in all its forms constitutes unethical publishing behaviour and is unacceptable. Submitting the same manuscript to more than one journal concurrently constitutes un- ethical publishing behaviour and is unacceptable. Authors should not submit articles describing essentially the same research to more than one journal. The corresponding author should ensure that there is a full consensus of all co-authors in approving the final version of the paper and its submission for publication.
Editors: Editors should evaluate manuscripts exclusively on the basis of their academic merit. An editor must not use unpublished information in the editor’s own research without the express written consent of the author. Editors should take reasonable responsive measures when ethical complaints have been presented concerning a submitted manuscript or published paper.
Reviewers: Any manuscripts received for review must be treated as confidential documents. Privileged information or ideas obtained through peer review must be kept confidential and not used for personal advantage. Reviews should be conducted objectively, and observations should be formulated clearly with supporting arguments, so that authors can use them for improving the paper. Any selected referee who feels unqualified to review the research reported in a manuscript or knows that its prompt review will be impossible should notify the editor and excuse himself from the review process. Reviewers should not consider manuscripts in which they have conflicts of interest resulting from competitive, collaborative, or other relationships or connections with any of the authors, companies, or institutions connected to the papers.
FIRING THE MIND MEMBERS