Boundary management : a model for organisational consulting psychologists

Abstract

This qualitative research addressed systems psychodynamic consultation to boundary management. The systemic, dynamic and chaotic aspects of organisational life formed the backdrop against which the research was conducted. The general objective of the research was to describe a relevant consulting model for organisational consulting psychologists related to boundary management. Literature was reviewed in order to describe organisational consulting and organisational boundaries from the systems psychodynamic perspective. Key principles for boundary management consulting were also described. The objectives of the empirical study were to apply psychodynamic consulting to boundary management and to describe the process. A further objective was to produce research hypotheses about boundary management from both an organisational and a consulting perspective. A case study design was followed. Descriptive data was gathered by means of a participative observer. The data was analysed by means of systems psychodynamic discourse analysis. Ten working hypothesis were produced. These hypotheses culminated into two research hypotheses, describing the primary task of boundary management and boundary management consulting. The first research hypothesis was that the primary task of boundary management is to hold the polarities of integration and differentiation, not allowing the system to become fragmented or overly integrated. The second research hypothesis was that the primary task of the consultant in boundary management consulting is to help the organisation’s managing its own boundaries. This is carried out through taking up the role of organisational consultant, performing the consulting tasks and by applying a consulting process. The researcher concluded that boundary management is an activity of the whole organisation. Boundary management consulting facilitates or supports this organisational activity.