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Medium 9781855758100

SCENE SEVEN A dynamic reading of The funeral of Diana, Princess of Wales

Halina Brunning Karnac Books ePub

Wesley Carr

Diana, Princess of Wales died in a motor accident in France in 1997. The news came out during the night. At about 6.20 a.m. on a Sunday morning the phone rang in the Deanery at Westminster, my home as Dean of Westminster. That world is one with which few are familiar, so a little background information is provided.

Westminster Abbey, one of the world’s great religious buildings is England’s royal church and a national shrine. Monarchs are crowned there; members of the royal family frequently attend services; thousands are memorialized and a million visit each year. The dean is responsible for its work and is accountable to the monarch alone.

I had been appointed Dean of Westminster in February 1997 and as such would be responsible for the order of service as well as being the minister who presided over the funeral of Diana, Princess of Wales.

It is difficult at this distance in time to recall the intensity of feeling that Diana’s death aroused throughout the country and in large parts of the world. Yet although there were only five days to complete the funeral service, people were remarkably calm and seemed to be living with a subdued intensity. After the service, I went outside the abbey to talk to the people. They were milling around and not leaving. I had thought to open the abbey for a one way stream of visitors who could see the spot where the coffin had stood. It would not have been a problem to do. The crowd could not have looked less belligerent, but the police in charge ruled against me: the officers thought that they would not be able to control the riot that would probably ensue when I would eventually have to close the doors and not everyone had been through.

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Medium 9781855758865

CHAPTER THREE: Different organizations—different burnouts

Halina Brunning Karnac Books ePub

Mathias Lohmer

Burnout is a major threat to physical and psychological health. As a result of growing expectations, workload, and the blurring of boundaries between work and free time in organizational life, burnout as a form of depression is becoming a serious problem. We can differentiate several risk factors that can lead to burnout. There are risk factors due to the individual lifestyle and the personality of a person, which we call personal risk factors. On the other hand, there are also risk factors in the work environment of a person, which we call organizational risk factors.

Besides general risk factors in most modern work environments with a rapid rate of change and great demands of flexibility, we can differentiate particular organizational risk factors depending on different types of organizations. When they interact with different types of personality styles, they produce “different types of burnout”. Appreciating this interaction will help us to identify the individuals who are at risk from organizational burnout.

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Medium 9781780490847

Chapter Eight - The US Navy SEAL Culture: Power, Vulnerability, and Challenge

Halina Brunning Karnac Books ePub

Bob Schoultz

The US Navy SEALs have received a significant amount of media and public attention in recent years. This publicity has served them well in some respects but has also created new challenges and splits within their culture. In this chapter I will briefly describe the US Navy SEALs, noting that other books and publications have offered detailed histories and descriptions that I will not attempt to repeat. Most of the chapter will focus on and explore a tension that recent events have aggravated within the SEALs culture. I will identify two opposing points to this tension: on the one hand the professional “Ethos” of the Navy SEALs, and on the other hand what I call the “Mythos” that has evolved over time, richly fed by the media, and to some degree by SEALs and former SEALs themselves. The Ethos is embodied in a brief aspirational document in the public domain entitled “Navy SEAL Ethos”, whilst the “Mythos” is present as a popular image, fueled partially by the public appeal of the rebellious military hero, an image considerably reinforced by the media.

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Medium 9781855751286

Chapter 3. Consulting to organizations

Halina Brunning Karnac Books ePub


Organization development can be facilitated by a change agent, who could be internal or external to the organization and whose job title could be manager, human resources professional, or consultant. In practice, a change agent operates as a consultant to the organization and needs the knowledge, skills, and attitudes appropriate to the consultancy role. We are defining consultancy here as a process involving a consultant who is invited to help a client with a felt need or concern. The client can be an individual, group, or organization. This chapter sets out the main ways consultants take up the role and describes some of the key organizational issues that must be addressed as part of that process.

Much OD work involves the use of individuals operating as change agents or consultants. However, consultancy means different things to different people, as expressed in the continuum of consultancy styles:

On the left-hand side of the continuum, the consultant is client-focused, working in a process consultancy style. The consultant is listening and reflecting back on the client’s issues as they are related, attempting to create an environment in which the client will come up with his/her own solutions to the problem, which can then be implemented by the client, often in collaboration with the consultant. This facilitative style can be applied to working with individuals or groups within organizations,

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Medium 9781780490847

Chapter Three - The Power of Envy: A Poison for Workplace and Organisational Life

Halina Brunning Karnac Books ePub

Mario Perini

What is envy, after all?

A common affect, a human emotion, just like many others?

A kind of relationship to the others or to objects?

A critical or hostile behaviour? A capital sin? A response to a perceived injustice?

Well, it would be easily said that envy is all these things. But also much more.

Aristotle (350BC/1954) defined envy as the pain caused by the good fortune of others. A comprehensive modern definition of envy states that it is a painful emotional state which “arises when a person lacks another's superior quality, achievement, or possession and either desires it or wishes that the other lacked it” (Parrott & Smith, 1993, p. 906), and is “characterised by feelings of inferiority, hostility, and resentment produced by an awareness of another person or group of persons who enjoy a desired possession” (Smith & Kim, 2007, p. 47). Moreover, what is important is that this “lack” may be just a perception, or even a fantasy, but nonetheless represents a real narcissistic wound.

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