Biographical methods and professional practice

Chamberlayne, Prue; Bornat, Joanna; Apitzsch, Ursula

doi:10.1332/policypress/9781861344939.001.0001

Cited by 33 publications

(23 citation statements)

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“…A single case study was used (Chamberlayne, Bornat & Apitzsch, 2004) for its instrumental value, namely to report to South African organisations how employees experience diversity events in the unconscious (below the surface) and in terms of their object relations (see Denzin & Lincoln, 2005).…”

Section: Research Strategymentioning

confidence: 99%

The Robben Island diversity experience. An exploration of South African diversity dynamics

2012

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Orientation: Because of its historic, symbolic and psychological representation, presenting a diversity event on Robben Island posed invaluable opportunities to form an in-depth understanding of South African diversity dynamics. This research focussed on such an event interpreted from the systems psychodynamic perspective.Research purpose: The purpose of the research was to describe the experiences of participants attending the Robben Island Diversity Experience (RIDE) in order to understand South African diversity dynamics from a depth psychology perspective.Motivation for the study: Of the many and different diversity events presented in South African organisations, RIDE is the only annual systems psycho-dynamically designed and presented event. This research was an effort to explore the nature of these dynamics which manifest themselves from below the surface.Research design, approach and method: Qualitative and descriptive research from a hermeneutic phenomenology paradigm was used. The 15 participants who attended a RIDE event formed a case study. The data from an unstructured interview was content-analysed and interpreted using the systems psychodynamic perspective. The themes were integrated into a research hypothesis. Main findings:Five themes manifested themselves, namely, crossing boundaries, engaging the brave new world, ties that bind, being imprisoned and the struggle. Practical/managerial implications:The research highlighted the importance of understanding unconscious dynamics in the context of diversity in order to inform consultants about diversity management interventions in organisations. Contribution/value-add:The research contributed towards how South African diversity dynamics manifest themselves and how that can be addressed in organisations. IntroductionIn the South African context, DIVERSITY can indeed be written in capital letters. The country's history is fraught with differentiation, segregation, exclusion and discrimination (Bekker & Carlton, 1996;Eades, 1999). The replacement of the apartheid regime by the first democratically elected government in 1994 facilitated opportunities for everyone in the rainbow nation towards the celebration of diversity (Beck, 2000;Charlton & Van Niekerk, 1994). This road, to reconstruct the South African society, has been far from smooth (Hunt & Lascaris, 1998;Thompson, 2001).Organisations realised that diversity often leads to frustration, misunderstandings, unhealthy conflict and an increase in turnover of people if it is not properly managed (Milliken & Martins, 1996;Van Eron, 1995). Often such organisations use mechanistic approaches to diversity (Cilliers & May, 2002). Although these approaches do little more than achieve certain structural and behavioural changes, they seem to create an environment in which consultants and employees can work with diversity. A solitary diversity intervention is however doomed to failure since the emotions and resistance that it elicits, normally fuel various unconscious dynamics that subvert the possibility of tr...

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Section: Research Strategymentioning

confidence: 99%

The Robben Island diversity experience. An exploration of South African diversity dynamics

2012

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“…A case study design (Chamberlayne, Bornat & Apitzsch, 2004) was used to empirically investigate the phenomenon of alexithymia in a real-life coaching setting. This allowed for a detailed examination of the manifesting behaviours from multiple sources in a rich description (Creswell, 2003).…”

Section: Research Strategymentioning

confidence: 99%

Leadership coaching experiences of clients with Alexithymia

Cilliers

2012

SA j ind psychol

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Orientation: Leaders who find it difficult to connect emotionally with colleagues are often seen as incompetent, the idea that they may suffer from alexithymia – an inability to feel – is not taken into account. This coaching model seemed to be not successful in changing this behaviour pattern.Research purpose: The purpose of the research was to describe the coaching experiences of leaders with symptoms of alexithymia and to formulate hypotheses around their leadership experiences.Motivation for the study: Effective leadership is strongly associated with emotional connections with colleagues. Leaders suffering from alexithymia, struggle with making these connections. It was thought that coaching might help them bridge the gap towards building effective relationships.Research design, approach and method: A qualitative research design using case studies was used. Three participants underwent 10 months of systems psychodynamic leadership coaching, including role analysis. Researcher’s field notes and participant essays were discourse analysed. The researcher’s unconscious experiences were included in the interpretations.Main findings: Five themes manifested themselves namely, leaders’ difficult experiences with coaching, the dynamics underlying their normative, experiential and phenomenal roles and the coach’s unconscious experiences affecting the relationship. The research hypothesis referred to the differences between the role parts and the resulting anxiety.Practical/managerial implications: This coaching model did not provide sufficient opportunities for the participating leaders with regard to emotional reactivity and regulation. Contribution/value-add: The research created awareness of how alexithymia amongst leaders manifests in organisations. Unfortunately the coaching was unsuccessful in addressing the emotional task. Other ways need to be explored.How to cite this article: Cilliers, F. (2012). Leadership coaching experiences of clients with Alexithymia. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 38(2), Art. #995, 10 pages. http://dx.doi.org/10.4102/sajip.v38i2.995

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“…The first is towards the field of emotions and the potential of psychodynamic theories for further unpacking the ambivalent consequences of the construction and demolition of heroes. The argument here is not so much about the return to such approaches in clinical and professional practice in a more regulated world (Chamberlayne & Sudbury 2001;Chamberlayne et al 2004). It is rather about removing these analytical tools from their safe place as the expertise space of named professionals (psychiatrists, social workers, mental health nurses), and turning them instead on the professionals themselves.…”

Section: Discussionmentioning

confidence: 99%