Anti-groups and action research in organizations

Merge and change processes in organizations often result in complex relational
problems among leaders and staff. These relational issues may uncover
psychodynamic patterns. In this article we focus on the
psychodynamic concept of anti-groups (Nitsun, 2006a or b? )(that goes
for the rest of the text and the bibliography, too) in relation to a specific
action research process. The aim is to reflect on an organizational change
process in which the interpersonal relationships between group, management
and organization exhibited anti-group patterns. We show how a psychodynamic
approach and, in particular, the concept of negative
capabilities may offer a pathway to change and participation when poor
social and emotional relations between organizational members have
emerged over a long period.
In the design of action research processes, some conditions in relation
to power, participation and the researchers’ roles are discussed because
both the external consultant’s and the researcher’s roles exert an influence
on power and participation when working with conscious and unconscious
interpersonal processes in the organization.