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|Walter N. Stone||Karnac Books||ePub|
Walter N. Stone and Roy M. Whitman
Recent contributions by Kohut and his co-workers to the psychology of the self (Kohut, 1966, 1968, 1970, 1971; Ornstein, 1974; Gedo and Goldberg, 1973) and the vicissitudes of narcissism (Kohut, 1972) have direct relevance to the understanding of certain aspects of relationships of group members with one another and the leader as well as group formation, (group) cohesion, and (group) fragmentation. In this paper we propose to integrate the implications of narcissistic transferences as they emerge in group process laboratories and group therapy. We do not mean to negate other developmental and interactional considerations of the individual and group but are adding narcissism as a hitherto not clearly recognized central area.
Developmental models of therapy groups patterned after Freud's initial contribution (1921) and elaborated particularly by Bion (1960), and Bennis and Shepard (1956) emphasize the “object-love” relationships with the leader and subsequent “object-love” relationships with co-members. Their understanding of group behaviour was based on the model of transference neurosis. The relationships between the members of the group and in particular with the leader were considered object directed transferences involving libidinal and aggressive drives. Understanding the nature of the relationship with the help of the structural model, it is assumed that the group leader is experienced as a separate “object” who is loved or hated, or who, by his behaviour, or indeed by his mere presence mobilizes defenses against such strong feelings. The model for this approach to group behaviour is the oedipal model in which the leader (father) is seen as a person stimulating an intense, positive, erotic or, conversely, intense negative, hostile transference. As additional implication of this model is that the group members are seen as siblings who also relate along the lines of object-love. The opportunity to engage in multiple object-love or object-hate relationships, both vertically and laterally, has been an oft-stated advantage of group therapy over individual therapy.See All Chapters
|Peter B. Stark||HRD Press|
D The Manager’s Pocket Guide to Leadership Skills
1. The most notable shift in our environment has been from an industrial-based society to an information-based society. In 1980, the amount of information entering our society was doubling every ten years. In 1990, the amount of information entering society was doubling every two and one-half years! As we near the year 2000, it is estimated that the amount of information will double every one and onehalf years!
2. The rapid increase in information flow is both creating new jobs and causing jobs to become obsolete. It has been estimated that 50% of the jobs being performed in 1991 did not exist in 1971. That rate of change is not slowing down. We can expect that by the year 2013 essentially all work will be “new.” If information is doubling every one and one-half years, 90 percent of the information available to workers in 2013 will have been created since
1993. Put another way, all of the knowledge utilized by workers in 1993 represents 10% of what will be available in 20 years.See All Chapters
|Brian Gregor||Indiana University Press||ePub|
In chapter 5 we saw how the self is constituted through the address of an external word, which gives the self its point of unity (Einheitspunkt). But if the self is constituted in the event of being addressed, how does the self have continuity from moment to moment? Does this event have any concrete extension in the life of the self, or does this account lead in the direction of an actualistic or punctual (Pünktlich) self?
Charles Taylor uses the term “punctual self” to describe the highly influential modern assumption that the self is pointlike in nature, with no extension in space, time, or corporeality. The punctual self is a disengaged consciousness, defined by its power to objectify external reality through its epistemic acts and to remake this reality through practical activity. This self is pointlike because it is really “nowhere”; it exercises these powers remotely,1 and in its most extreme form the punctual self defines itself entirely through its acts, which are unconditioned by any ontological claims regarding the way things are apart from these acts.See All Chapters
|Nathalia Brodskaya||Parkstone International|
Conclusion: Is Naive Art Really Naive?
Once when I was in a small town in Estonia during the mid-1960s, I was lucky enough to meet an elderly landscape painter. With a small brush he was making neat strokes with oil-paint on specially prepared cardboard. In the foreground he was establishing a pattern of lacy foliage, while clusters of trees in the background created large circles. He was building up spatial perspective according to the classic method - with a transition from warm to cold colours although the contrasts between yellow, green and blue tonal values in the foliage were transforming what was an overgrown park into a magical forest.
The artist told me that he had created his first works way back during his childhood. There then followed a gap of many decades during which he was employed at the local match factory.
He returned to painting only upon his retirement. He insisted that he had never been outside
Estonia, had never seen works of art at the Hermitage - the nearest large art museumSee All Chapters
|Al Siebert||Berrett-Koehler Publishers||ePub|
My thirty years of self-funded research to understand highly resilient survivors once got me a free lunch. The invitation came from Carol Angel, a certified public accountant (CPA) who specialized in small businesses. Carol said she had attended a leadership workshop I conducted for her state CPA society a few years before on the nature of life’s best survivors. “This lunch is my way of thanking you,” she said, “for making my business so successful.”
“Thank you,” I said, “but how did I do that?”
She explained. “After hearing you speak I decided I would only accept clients who matched your description of the survivor personality. Whenever someone with a small business asks me to become their accountant, I tell them I want to become acquainted with them first. Mixed in with many questions about their business and business experience, I ask questions from your list. I accept as clients only the ones who match your description—about one out of three.”
Smiling broadly, she said, “You probably know that the survival rate for people starting small businesses is low. But most of my clients succeed. I don’t have the same problems that most CPAs do with clients going through bankruptcy, owing back taxes, missing payrolls, having liens against their assets, and being hounded by collection agencies. Thank you very, very much!”See All Chapters
Business & Economics