Theory and concepts
Group relations share the same theoretical bases as group dynamics, both from a psychological and sociological point of view. The central idea of this approach is that conscious and unconscious emotions contribute to structuring organizations and generate the blockages of which organizations are victims.
The development of this way of thinking is associated with the work of Wilfred Bion (1961) who created a theory of group mentalities. This theory allows to describe and to explain the unconscious processes in the functioning of groups and the dysfunctions which result from them. Contemporary thinking has broadened and is based on an interdisciplinary approach which aims to study the link between the psyche and the social as a way of understanding the complex dynamics (emotional, relational and political) of organizations.
The Tavistock Institute for Human Relations in London was the fundamental institution for the development and dissemination of these theories. The school of institutional transformation also participates in this approach. The theory and practice of “institutional transformation” was launched by the International Forum for Social Innovation (IFSI) in Paris. While continuing the work of the Tavistock Institute, this approach extended it by moving beyond the explanation and analysis of collective processes to address the socially important question of transformation and change inside organizations. Since then, this approach has spread around the world and other stakeholders have been pursuing the research on the transformation of organizations, in Europe and around the world. It is in this context that Motus fits, developing its own original project, within the framework of the transformation of organizations.
TThe various international organizations that support group relations and transformation of organizations share this common assumption: transformation is real and sustainable whenever we can move beyond rational thought processes. This happens when the emotions experienced during our individual and collective experiences feed our thought.
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According to the tradition, work is mainly developed through what is called an “experiential” approach. Beyond the rational reflection process, there is indeed the need to experience by oneself and to anchor one’s discoveries and needs within the emotions field, which will solely allow the learning to settle and lead to transformation processes.
Thus, this learning by experience is carried out through a constant back-and-forth between experience, analysis, discernment, theoretical elements and their implementation.This approach is enriched by a significant empirical experience, developed through numerous interventions with various institutions all over the world.
Our approach always focuses on the Role taken on by the Person within a System and thus gives the priority to the articulation between: individual history; the role that the person takes on; his/her conscious and unconscious relations with the institution (company, public administration, NGO, etc), its culture; the context within which the person is performing; existing systemic dynamics and individual and collective mental representations.
Beyond simple personal development, we work on the transformation of the role to better exercise leadership and to take his/her authority inside the system.
According to the tradition, work is mainly developed through what is called an “experiential” approach. Beyond the rational reflection process, there is indeed the need to experience by oneself and to anchor one’s discoveries and needs within the emotions field, which will solely allow the learning to settle and lead to transformation processes.
Thus, this learning by experience is carried out through a constant back-and-forth between experience, analysis, discernment, theoretical elements and their implementation.This approach is enriched by a significant empirical experience, developed through numerous interventions with various institutions all over the world.
Our approach always focuses on the Role taken on by the Person within a System and thus gives the priority to the articulation between: individual history; the role that the person takes on; his/her conscious and unconscious relations with the institution (company, public administration, NGO, etc), its culture; the context within which the person is performing; existing systemic dynamics and individual and collective mental representations.
Beyond simple personal development, we work on the transformation of the role to better exercise leadership and to take his/her authority inside the system.
The main works related to our approach are listed in the attached bibliography.
The articles are available by contacting Motus.
