Exploring how object relations theory can be used to understand the response of individuals to organisational change : three case studies

The study set out to explore why people who were not at risk of being retrenched at the time of organisational change presented to the employee assistance program with signs of depression and anxiety. The study examined the, 'unconscious aspects' of the relationship between the individual and work colleagues; the importance of the individual's relationship with the organisation, and how early unresolved feelings of loss can be evoked during organisational change. The study was informed by psychoanalytic object relations theory. The study presents a theoretical examination of infant development that focuses on the sources of early anxieties, the way in which the infant defends against these anxieties, and the mother's role in helping the infant to contain them. This examination suggests that although many of these primitive anxieties are resolved during infancy and childhood, they remain present in adulthood and therefore people continue to seek out places that can contain their primitive anxieties. The theoretical constructs are then used to examine three areas, those being, the employees relationship with the organisation, relationships with colleagues, and the loss of the organisation. Three case studies are presented to illustrate the theoretical constructs. The three participants, all of whom were not at risk of being retrenched, presented to the employee assistance programme with signs of anxiety and depression. The data presented was collected during ten therapy sessions. This data was then analyzed using psychoanalytical object relations theory. The study seemed to Show that: early maternal relationships play an important role in how the employee will relate to the organisation and work colleagues; that the organisation plays an important role in providing a forum for reparation for employees; that the employee organisation relationship plays an important role in containing employee's anxieties; that changes within the organisation may be experienced by members as a loss of an important containing relationship. It is helpful for social workers working with employees to understand these so as to help both employees and management during organisational change.

Grantor dc:publisher.institution

Department of Social Development

Year dc:date.issued

2000

Author dc:creator

• Grassow, Howard

Advisor dc:contributor.advisor

• Sturgeon, Shona

Language dc:language.iso

eng

Handle dc:identifier.uri

http://hdl.handle.net/11427/7674

OAI identifier oai:identifier

oai:open.uct.ac.za:11427/7674