Human resource development

The expectations imposed by society on the individual have changed drastically over the past few decades: greater importance used to be attached to adapting to the surrounding environment so as not to stand out, whereas nowadays the individual is expected to live out the idiosyncrasies of his thoughts and actions, i.e. to stand out. It appears as though this is the only way to gain recognition. Uniform “mousy” types now only serve as a deterrent example in advertising. The modern individual is expected to lead a self-determined life by deciding himself what is right or wrong, good or bad.

Many of us have however been brought up to consider that, if in doubt, it is preferable to adapt than to conflict. Since we can never completely abandon the demands that we learnt during childhood we have to perform a balancing act in order to meet the new demands of acting on our own responsibility. We are required to live in two worlds. This balancing act often has long-term psychic “strains” as a consequence.

My Concept of the Unconscious assumes that many everyday conflicts are symptoms of such strains without the reasons for these inner conflicts ever being recognized. At management level and in teams of staff the reasons for such difficulties may be found in unconscious, long-established and gridlocked behavioural structures. Such high-friction structures of behaviour and organization arise not only in company departments but also in teams of staff in public institutions, teaching staff, and other groups where people work together and are reliant on each other.

They can manifest themselves in various phenomena and symptoms:

  • poor working atmosphere
  • high employee turnover
  • above-average sick leave
  • burn-out symptoms
  • harassment at the workplace
  • loss of motivation among staff
  • leadership conflicts
  • decisions that turn out to be harmful for the company / institution

A psychoanalytically oriented human resources trainer does not present any ready solutions but provokes and encourages executives and teams to make changes which ultimately they have to carry out themselves. If intervention reveals unconscious structures of behaviour and organization then conflicts that constrain cooperation or disturb the well-being of individual members of staff can be understood and processed. This opens up new possibilities for decision-making and action.

As a human resources trainer I offer:

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