assessment centre study group 2010 n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
ASSESSMENT CENTRE STUDY GROUP. 2010 PowerPoint Presentation
Download Presentation
ASSESSMENT CENTRE STUDY GROUP. 2010

Loading in 2 Seconds...

play fullscreen
1 / 21

ASSESSMENT CENTRE STUDY GROUP. 2010 - PowerPoint PPT Presentation


  • 60 Views
  • Uploaded on

ASSESSMENT CENTRE STUDY GROUP. 2010. THE ROLE AND EFFECT OF UNCONSCIOUS DEFENSIVE STRUCTURES IN ASSESSMENT CENTRES. A SYSTEMS PSYCHODYNAMIC PERSPECTIVE Frans Cilliers Department of Industrial & Organisational Psychology UNISA. PROBLEM STATEMENT.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'ASSESSMENT CENTRE STUDY GROUP. 2010' - walt


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
assessment centre study group 2010
ASSESSMENT CENTRE STUDY GROUP. 2010

THE ROLE AND EFFECT OF UNCONSCIOUS DEFENSIVE STRUCTURES IN ASSESSMENT CENTRES. A SYSTEMS PSYCHODYNAMIC PERSPECTIVE

Frans Cilliers

Department of Industrial & Organisational Psychology

UNISA

problem statement
PROBLEM STATEMENT
  • AC paradigm, theory, technology focus on rational, observable, conscious behavior
  • Realization: “more is going on” below the surface of conscious observation, of a defensive nature, influencing AC outcomes
  • AC literature gives little access to these behaviors - in search for another paradigm
research question
RESEARCH QUESTION
  • What kind of defensive behaviours (or structures) could underlie AC observation which could influence assessment outcomes?
  • How do these behaviours manifest in and influence our work as consultants and behavioural observers in AC?
research aim
RESEARCH AIM
  • To describe the role and effect of unconscious defensive structures on assessment centre outcomes
research paradigm
RESEARCH PARADIGM
  • Systems Psychodynamics
  • Systemic psychoanalysis (Freud), object relations (Klein), systems thinking (Bertalanffy), Social systems as defense against anxiety (Menzies, Jaques)
  • Depth psychology and organisational theory
  • OD consultancy stance
theory
THEORY
  • Basic assumptions (Bion)

Dependency, fight/flight, pairing, me-ness, one-ness / we-ness

  • Behavioral constructs
  • CIBART (Cilliers & Koortzen)

Role, task, (anxiety), conflicts, authorisation, boundaries, identity

defensive structures
DEFENSIVE STRUCTURES
  • System domain defensive structures (Bain)
  • Social defenses (Menzies)
  • Individual defenses (Freud, Blackman)
research design
RESEARCH DESIGN
  • Research approach

Qualitative, motivation, ontology, epistemology

  • Research strategy

Multiple case studies to test theory

  • Descriptive research
research method 1
RESEARCH METHOD 1
  • Research setting

Assessment centres. IOP Masters student applicants at UNISA over 4 years

  • Entrée and researcher roles

Participant observer, analytical third

research method 2
RESEARCH METHOD 2
  • Sampling

Purposive sampling, 8 psychologists, in role of AC observers

  • Data collection. In-depth interviews

Q1. Tell me about how you took up your role in the assessment centre

Q2. How did your own dynamics influence the AC outcomes

research method 3
RESEARCH METHOD 3
  • Recording of data

Procedure, 1 week after AC, recordings

  • Data analysis

Discourse analysis, generating working hypotheses, themes and research hypothesis

  • Ensuring quality data

Trustworthiness, ethics

findings 1 social psychology
FINDINGS 1. SOCIAL PSYCHOLOGY
  • Sentiments, attitudes, values
  • Perceptions

Stereotypes (gender, race, age)

Halo effect, contrast effort, selectivity

Attribution (errors, biases)

Prejudices

findings 2 defenses
FINDINGS 2. DEFENSES
  • System domain defensive structures
  • Social defenses / collusions
  • Individual defenses

Splitting

Introjections, projection, projective identification

Transference, counter transference

findings 2 themes
FINDINGS 2. THEMES
  • Individual dynamics influencing outcomes
  • Intergroup dynamics influencing outcomes
  • Diversity dynamics influencing outcomes
  • Moving from subject-subject relations tot object-object relations
  • Concern about the participant
research hypothesis
RESEARCH HYPOTHESIS

The objectivity of AC observation is affected by unconscious psychodynamics in the form of individual and intergroup defensive structures. The awareness about these behaviours causes observers to start thinking about who’s behaviour is assessed – the participant’s or the observer’s

limitations
LIMITATIONS
  • Only psychologists as observers and psychology students as AC participants used as sample
  • System domain and social defensive structures not yet explored in depth
recommendations
RECOMMENDATIONS
  • Training of AC observers should include awareness of systems psychodynamic behavior, its role and effect in observation
  • Self-development (as AC dimension) should be a requisite for observers, with thy focus on their sensitivity towards how the observer role is taken up in terms of behavioral dynamics
references 1
REFERENCES 1

Armstrong, D. (2005). Organisation in the mind. Psychoanalysis, group relations and organisational consultancy. London: Karnac.

Bion, W.R. (1961). Experiences in groups. London: Tavistock.

Blackman, J.S. (2004) 101 Defences. How the mind shields itself. New York: Brunner-Routledge.

Brunner, L.D., Nutkevitch, A. & Sher, M. (2006). Group relations conferences. Reviewing and exploring theory, design, role-taking and application. London: Karnac.

Campbell, D. (2007). The socially constructed organisation. London: Karnac.

Campbell, D. & Gronbaek, M. (2006). Taking positions in the organisation. London: Karnac.

Campbell, D. & Huffington, C. (2008). Organisations connected. A handbook of systemic consultation. London: Karnac.

Colman, A.D. & Bexton, W.H. (1975). Group relations reader 1. Jupiter: The A.K. Rice Institute.

references 2
REFERENCES 2

Colman, A.D. & Geller, M.H. (1985). Group relations reader 2. Jupiter: The A.K. Rice Institute.

Cytrynbaum, S. & Noumair, A. (2004). Group relations reader. 3. Jupiter: A.K. Rice.

Czander, W.M. (1993). The psychodynamics of work and organizations. New York: Guilford.

French, R. & Vince, R. (1999). Group relations, management, and organization. New York: Oxford University Press.

Gold, L.J., Stapley, L.F. & Stein, M. (2001). The systems psychodynamics of organisations. London: Karnac.

Hirschhorn, L. (1997). Reworking authority. Leading and following in the post-modern organisation. London: MIT.

references 3
REFERENCES 3

Huffington, C., Armstrong, A., Halton, W., Hoyle, L. & Pooley, J. (2004). Working below the surface. The emotional life of contemporary organisations. London: Karnac.

Jaques, E. (1990). Creativity and work. Madison: International Universities.

Kets De Vries, M.F.R. (1991). Organisations on the coach. Clinical perspectives on organisational behaviour and change. San Francisco: Jossey-Bass.

Kets De Vries, M.F.R. (2001). The leadership mystique. London: Prentice Hall.

Kets De Vries, M.F.R. (2007). Coach and couch. London: Palgrave.

Kets De Vries, M.F.R. & Engellau, E. (2007): Organisational dynamics in action.

Klein, L. (2005). Working across the gap. The practice of social science in organisations. London: Karnac.

references 4
REFERENCES 4

Klein, M. (1988). Envy and gratitude and other works 1946-1963. London: Hogarth.

Lawrence, W.G. (1999). Exploring individual and organisational boundaries. A Tavistock open systems approach. London: Karnac.

Menzies, I.E.P. (1993). The functioning of social systems as a defence against anxiety. London: Tavistock.

Neumann, J.E., Keller, K. & Dawson-Shepherd,, A. (1997). Developing organisational consultancy. London: Routledge.

Obholzer, A. & Roberts, V.Z. (1994). The unconscious at work. London: Routledge.

Stapley, L.F. (1996). The personality of the organisation. A psycho-dynamic explanation of culture and change. London: Free Association.

Stapley, L.F. (2006). Individuals, groups and organisations beneath the surface. London: Karnac.