A psychodynamic view of the consulting relationship : a case study

Abstract

The focus of this study was the unconscious dynamics in the consultant-client relationship as industrial and organisational psychologists seek to achieve change in client organisational systems. Twelve psychodynamic themes were used to interpret a journal maintained by the consultant throughout one consulting assignment, in an effort to understand the unconscious processes influencing the effectiveness of the consulting relationship. Analysis found that the client system imported the consultant to carry nurturing and healing on behalf of the system, but projected onto and into him the confusion, pain, hostility and incompetence in the system, stripped him of authority and manipulated him out of his role as change agent. The consultant unconsciously accepted the projections, failed to contain the system’s anxiety, gravitated towards the paranoid-schizoid position and was unable to effect meaningful change. Recommendations where made for the use of this form of psychodynamic analysis as a self-evaluative tool in the consulting context.