OFEK S 25Th Annual International Experiential Conference

AUTHORITY

LEADERSHIP

INTERBEING

In an Era of Social Media

OFEK’s 25th Annual International Experiential Conference

12-17 February 2012

Kinar Galilee Hotel, Sea of Galilee, Israel

With Training Group

Welcome to OFEK's 25 annual International Group Relation Conference entitled: Authority, Leadership, Interbeing in an Era of Social Media.

What is this Conference all about? A ‘Tavistock Group Relation Conference’ provides a unique opportunity for the exploration of interpersonal, group and organisational processes in a setting optimally designed to facilitate such exploration and study. In this international conference, members and staff come from a wide variety of cultural, professional and organisational backgrounds. Living and working together for one week provides an opportunity to examine personal and collective issues, as well as the cultural, institutional and group processes that form and develop. It also makes it possible to raise new ideas, to apply and test them within the setting of the conference, and later in the organisational and home life situation. The Present Context The times we live in are marked by rapid social, political and technological turmoil and change. Traditional patterns are breaking down and are being replaced by new forms of organisation, management, leadership and relationships. Family life and structure, the social roles of men and women, and the hierarchical structure of institutions are all shifting. Hand in hand with such social and organisational shifts, the nature of authority and leadership also changes, we are much more aware of how we are interrelated and interdependent personally and globally.

It is important to question and understand what these concepts stand for in today’s world, and how they affect our experience in the various frameworks to which we belong. These shifts present all social systems – nations, governments, industries, professions, organisations – and every one of us with a daily challenge: do we take advantage of the new opportunities that are offered in a responsible way? 2

This past year has presented us more than ever before, with individuals taking up their authority and their citizen’s roles, and through the use of social networks, creating momentous changes in society. We have become aware, more than ever of how much we are interconnected and interrelated as individuals, organisations, and nations. A breakdown in one part of the globe affects all other parts. Hence we choose to look at interbeing and the impact of social media as significant elements in our lives.

The Primary Task The conference is a temporary educational institution, whose primary task is:

To study the exercise and nature of authority, leadership and interbeing, and of the conference as an organization in context, through the interpersonal, inter-group and institutional relations that develop within it.

Issues to be explored in the Conference The conference is a social institution. Social institutions are created and designed by people to achieve aims and meet needs. We influence the organisations in which we take part and they, in turn, influence us and the way we behave.

To achieve the aims of the organisation or the institution an internal structure is formed, consisting of roles, tasks and authority structures. The aims of the organisation, its internal structure, the roles and delegation of authority in it, are usually explicit, overt and consciously stated. Simultaneously, however, hidden or covert aims, needs, roles and influences are also formed. These unconscious elements may exercise power and influence over the behavior of the organisation and its members. Difficulties in the functioning of the system, or unexpected resistance to change, may be the first evidence of the existence and influence of covert aims, emotional needs and investments, and hidden power positions.

The influence of these unconscious processes is particularly powerful during times of significant social and organisational changes. In such periods, reliance on traditional and familiar patterns may prove unhelpful, and can even undermine adaptation and change. The breakdown of the familiar creates uncertainty and anxiety, but also opportunities for creativity and innovation.

If we wish to foster the development of our institutions and organisations, to enable them not only to survive but to change and grow, it is necessary to acquire a fuller understanding of the ways in which the individual, group, organisation and environment relate to each other, how they inter-are. Such understanding involves the scrutiny of political and ideological processes, as well as of myths, basic assumptions and underlying unconscious processes.

Whether in a position of leadership or followership, responsible exercise of authority requires that we become more aware of our own contributions to these conscious and unconscious processes. Understanding the complexity of human behavior in groups and organisations enables us to make better use of the resources they contain and to manage ourselves more effectively in our institutional roles.

Concepts and Methods The conference is a temporary organisation. It is an organisation that has a short life, but has characteristics similar to larger and more enduring organisations with

2 3 which we are all familiar. Like other organisations, it has a primary task, which is to provide opportunities to learn about the nature of institutions and organisations in general. It is also similar to other organisations in that it is composed of people, who meet and work in various groupings, hold different roles and accomplish a variety of tasks. It is designed so that the processes that take place within it can be kept under constant scrutiny. It is based on the assumption that through the examination and interpretation of their experiences within the conference members will widen and deepen their understanding of their own organisations and the roles they take up within them. The task of the conference is learning. The method on which the conference is primarily based is learning through and from experience in the ‘here and now.’ This implies that what each member learns is unique, and is accepted or rejected on his or her own personal authority. Through this process members can reconsider the ways they exercise their authority their leadership and their responsibility in various systems in their everyday life.

Authority Members will have repeated opportunities to experience themselves engaging in a task, taking up a role and discovering their own personal and formal authority in it. Authority may be defined as ‘the right or power to make decisions or to take action’. They will also experience delegating authority to others and being invested with it in turn. They will have ample opportunities to experience the complexity and interrelatedness inherent in such transactions.

Authority can be experienced from within (taken) our coming from an external source (delegated).The present day context (the internet and cyberspace that offer a flat model of authority) provides an opportunity to reexamine the sources of authority. Social networks are responsible for many of the structures of power and influence in our world. It’s not always easy to recognize their structure and behavior.

These experiences and feelings are the data for insight and learning in the conference.

Boundaries

Groups, organisations as well as individuals, may be regarded as systems, constantly transacting with the environment. Systemic concepts, such as boundary and leadership, are helpful in understanding and analyzing the nature and functioning of groups and organisations. Boundary helps differentiate what is inside from what is outside. It is also helpful with regard to central issues in organisational functioning, such as: task, time, territory, role, authority, as well as the boundary between groups.

Members will be able to explore the boundaries between person and role, and between the inner and outer world of the individual. They can investigate discrepancies between different experiences of authority and role: between an officially designated role and that which the individual seems called upon by the group to perform; between authority formally delegated by a superior, authority sanctioned by subordinates, colleagues or clients, and the actual or imputed personal authority that the individual brings to his or her role. The social media is challenging the notion of boundary and at least requires its redefinition. There are boundaries between one group and another, between a group and the organisation in which it is and between an organisation and its environment. The

3 4 conference provides opportunities to examine the nature and meaning of such boundaries in a variety of settings. A persistent boundary, which may be studied throughout the conference, is that between the two categories of participants - members and staff. Leadership Leadership may or may not be invested in a designated leader. Leadership may be thought of as managing a boundary between inside and outside. Leadership has to do with the individual’s ability to identify the needs of the organisation or the group, to contain the emotional aspects of the situation, to forge meaning and offer a direction, and to produce a well-timed impact. The qualities of the leader, as well as the power relations that are established, and the internal and external conditions that enable or prevent the assumption and exercise of leadership will be examined during the conference.

Interbeing We are not only interrelated and interdependent; we also co-exist, as individuals and as members of communities. This is true on the level of roles that we take, the exercise of leadership and followership up to our interbeing in the echo-system, probably more than we are aware. Thus authority and leadership are exercised in an interbeing matrix which has social and political implications.

One of the working assumptions of group relations is that there is no individual without a group as there is no group without individuals. Those roles within a group are within an interbeing matrix: the individual and the group are in a constant dialectic of what is within the boundary of the individual and what the result of the group processes is. We can often notice how the individual acts ‘on behalf’ of the group. The experience, sense of self and interbeing of the individual within the social networks is an additional phenomenon. The conference will provide opportunities to explore this dimension.

The Role of Staff Staff is a significant element within the process of the conference. They are not observers of the process but are actively involved in it. It is important, therefore, to be as explicit as possible about the task and role of staff.

Within the conference, staff members have two roles. First, they act collectively as the management of the conference and take responsibility and authority for providing the boundary conditions – task, territory and time - so as to enable all participants (both staff and members) to engage in the primary task of the conference. Second, individual staff members take up specific directorial, administrative and consultant roles.

It is the task of the consultants in the ‘here and now’ events to try, on the basis of their observations and experience in the event, and working to the primary task of the event and of the conference overall, to offer working hypotheses about what is happening.

Structure and Design – Three Way Conference The conference structure distinguishes between members for whom this is the first experience of a group-relations conference, members who have been to such a conference before and members who participated in at least two conferences and applied for the Training group. Formally, the participants are divided into three sub conferences, ‘A’, ‘B’ and ‘T’ respectively. The program provides for the separate and joint participation of these three categories

4 5 of members in specific conference events. All participants, veterans and newcomers alike, take part in various events, which provide opportunities for the exploration of the topics of the conference. Some of the events focus on the experience in the ‘here and now’, while others are designed to enable reflection on the learning process. Several events may combine both types of exploration. The experiential learning takes place in groups of different sizes, composition and primary task.

Training Group Training Group members will take part in all of the here-and-now events of the conference, sometimes in their own groups (VSSG and RAGs) and at others as members of the conference institution (LSG, Conference plenaries, OE1 and OE2). We expect the T group members to take up consultant role during the OE1, together with a member of staff, a process which will be discussed and agreed during the conference. T group members will have opportunities, with their designated sub conference staff, to explore their roles in the conference and specifically in the OE2 during their designated sessions VSSG, T group Plenaries and Seminars.

Language The working language of the conference is English. On occasions when all participants are Hebrew speaking, the latter can also serve as a working language.

The Program Members take part in a number of events which enable them to study group and organisational processes in a variety of settings. The program is listed on page 7.

Events (I) There are two events concerned with the study of experience in the ‘here and now’ within groups of different sizes*:

Small Study Group (SSG, VSSG) Consists of up to 12 participants (‘B’ and ‘T’ members will be offered VSSG, up to 8 members) working with 1 consultant. Its primary task is to learn about the dynamics of small groups and the formation of leadership and followership relationships as they happen in the group.

Large Study Group (LSG) The Large Study Group comprises the entire membership of the conference working together with 3-4 consultants. The primary task of this event is to provide opportunities for studying the dynamics of large groups and the processes of cohesion and fragmentation, myth-making and reality-testing as they happen in the group.

The setting of the SSG or VSSG allows for the exploration of face-to-face, interpersonal relations. By contrast, the LSG has more of the qualities of a crowd, in which sub-groups and anti-groups, fantasies and myths may rapidly emerge and disappear.

(II) There is a here-and-now event which studies the relations between groups:

Organizational Event (OE) The aim of this event is to shed light on some of the experiences of working in an

5 6 organization and exercising authority within it. Its primary task is: To study relatedness and relationships between groups as these happen.

This event has two parts:  OE1 – focuses on relationships among member sub-groups. It provides opportunities to study relations between groups as these happen and in particular the exercise of authority on behalf of others. Members have opportunities to form groups among themselves and consultants are available to groups formed and to any meetings between groups or representatives of groups that might occur. The OE1 opens in plenary.  OE2 – Involves all members and staff, and concentrates on studying member/staff relationships and relatedness in the context of the Conference Institution as a whole. Staff is present as management within this phase of the event and consultancy is available. The OE2 opens in a plenary session.

(III) There are two events designed to enable reflection on the experience of the conference and on its connections to members’ roles outside the conference:

Plenaries (P) The Opening Plenary (OP) involves all members and staff. It aims to introduce the participants to the conference and to cross the boundary into the Conference Institution. This part will be followed by separate Opening Plenaries for ‘A’, ‘B’ and ‘T’ sub- conferences (aOP, bOP, tOP). The Closing Plenary (CP) towards the end of the week provides opportunities for members and staff to explore their experience of the conference as a whole and to work on the process of ending. Additional Plenaries are held for ‘A’, ‘B’ and ‘T’ sub-conferences (aP, bP,tP).

Review & Application Groups (RAG) RAGs will consist of 4-7 members with a consultant. The RAG enables participants to review their experiences in the roles they have taken up as conference members, and to relate these to their roles in the institutions from which they come. As far as possible the members of each group will be drawn from similar institutional or occupational backgrounds. ‘A’ and ‘B’ members will be allocated to separate RAGs.

(IV) Praxis Group (tPG) The Praxis Group sessions are opportunities for members of the Training Group, to explore the key concepts of Group Relations theory and methodology both within conferences and in day-to-day professional practice. Members will have opportunities to explore links between experiences of taking up roles within the conference with their experiences of taking up leadership and authority in different roles in organisations back home. A range of methodologies will be used to enhance this exploration. The Training group staff will work with its members in different configurations during these sessions.

(V) Social Dreaming Matrix (SDM) “The dream that is offered in a group which is beyond the individual dreamer’s personal life and which speaks to the life of the group”. (W. Gordon Lawrence) The Social Dreaming Matrix comprises all members of the conference working together with 3 consultants. The primary task of the SDM is to provide opportunities to discover the social meaning of dreams. This is done through members providing dreams to the matrix and free associating to them. Making links among the dreams and association will provide the systemic

‘unthought-known’ meaning of the dreams. It is the dream, not the dreamer that is the focus of the work of the Social Dreaming Matrix.

WORKING CONFERENCE PROGRAM February 12 – February 17, 2012 Day Sun. Mon. Tue. Wed. Thu. Fri.

Time 12.2 13.2 14.2 15.2 16.2 17.2 8:30 – 9:15 Social SDM SDM SDM SDM Dreaming Matrix 9:15 – 9:30 B r e a k 9:30 -10:45 aSSG aSSG aSSG aSSG CP bSSG bSSG bSSG bSSG tVSSG tVSSG tVSSG tVSSG 10:45 -11:15 C o f f e e 11:15 – 12:30 LSG LSG LSG LSG aRAG bRAG tPG 12:30 -14:00 L u n c h

14:00-15:15 OP Meeting OE1 OE2 OE2 13:30- of T 14:15 members aOP/ with staff bOP/tOP 14:30 -15:15 15:15-15:45 C o f f e e 15:45– 17:00 aSSG OE1 aRAG OE2 OE2 bVSSG starting bRAG tVSSG in OEP tPG 17:00-17:30 C o f f e e 17:30-18:45 LSG OE1 OE2 OP aRAG aRAG bRAG bRAG tPG tPG 18:45-20:15 D i n n e r

20:15-21:30 aRAG OE1 OE2 tPG aP bRAG bP tPG tP a – ‘A’ Membership b – ‘B’ Membership t- ‘T’ Membership OP – Opening Plenary aP – ‘A’ Plenary; bP – ‘B’ Plenary; tp – ‘T’ plenary CP – Closing Plenary aSSG – A Small Study Group; bVSSG B Very Small Study Group; – tVSSG T Very Small Study Group; LSG – Large Study Group OE1 – Organisational Event 1

OE2 – Organisational Event 2 RAG – Review and Application Group TPG – Training Praxis Group

Conference Management and staff

Conference Director and Director of Sub-Conference 'A'

Mira Erlich-Ginor, M.A.. Clinical Psychologist and Training and Supervisory Analyst; Faculty, Israel Psychoanalytic Society Organisational Consultant; Founding member and Past Chairperson OFEK, Israel; Founding member and secretary of PCCA, Partnership in Confronting Collective Atrocities. Israel

Conference Associate Director and Director of Sub-Conference 'B' Oren Kaplan, PhD, MBA, Associate Professor, Clinical Psychologist. Associate Dean and Academic Director of the MBA Management & Business Psychology Program, the School of Business Administration, The College of Management, Rishon Le-Zion. Member, OFEK, Israel.

Conference Associate Director and Director of Sub-Conference 'T' Eliat Aram, PhD, CPsych, SciPsych, CEO, The Tavistock Institute of Human Relations, London; UKCP registered Gestalt Psychotherapist and Supervisor; Professional Associate, The Grubb Institute; Member, OFEK, Israel; UK.

Administrators Sara Metzer, Social Worker, M.S.W., Psychotherapy and Organisational Consultation, private clinic. ‘Ossim Shalom’ board member, OFEK member, Israel

Danny Sher, B.Sc. (Hons.) Ost. qualified osteopath (British School of Osteopathy, 1996) and was Chairman of the Israeli Osteopathic Association (2006-2011), member of OFEK, Israel.

Staff * Joe Djemal, MD. physician and CEO of Terem Emergency Medical Centers operating out of Jerusalem, Israel. He is father of 4 children and lives in Jerusalem. He is a member of the OFEK board and graduate of the OFEK Program in Organisational Development and Consultation. Israel.

Gerard Fromm, Ph.D., Director, Erikson Institute for Education and Research, Austen Riggs Center; Faculty, Massachusetts Institute for Psychoanalysis; Past President, CSGSS; Member, AKRI; President-Elect, ISPSO. USA.

Zahid Hoosein Gangjee, B.Sc. Psych. Hons., M.Sc. Applied Psych. (Calcutta University), Fellow (IIM, Ahmedabad). Since 1995, Chief Executive, Zahid Gangjee & Associates, Organisation and H.R. Consultancy, Kolkata, India.

Yigal Ginat, , MD, Associate Professor of Psychiatry, Founding member and past Chairperson, OFEK , Israel.

Saliem khliefi, BSW Social worker, Prison services, organisational consultant, psychotherapist. Prison services, Elem association, Board member OFEK, Israel.

Hanna Marder, B.Sc., M.B.A., Financial and Business Consultant, Group Facilitator, Tel Aviv, Member, OFEK, Israel.

Sara Metzer

Hagit Shachar, (MSW) Organisational and Group Consultant. Director of capacity building department, Shatil, Board member OFEK, Israel.

Miriam Shapira, M.A., clinical psychologist, group facilitator and consultant to educational and community systems, Director of Center for Coping and Resilience, Member of Besod Siach and first chairperson, member, OFEK. Israel.

Danny Sher

Miri Tsadok, MA Clinical Psychologist and Organisational Consultant in private practice; Faculty, Management and Business Psychology Program at the College of Management, Rishon Le-Zion; Board Member, OFEK. Israel.

Dorothee C. von Tippelskirch-Eissing, PhD, Dipl-Psych, Psychoanalyst (German Psychoanalytic Association /IPA), in private practice; Lecturer/Supervisor (Abraham- Geiger-College), Member of PCCA; Berlin Germany.

*Will be drawn from this list.

The Founding Organization The conference is held by OFEK- the Israel Association for the Study of Group and Organizational Processes. This is OFEK's 25th Group Relations Conference. It is an integral part of OFEK’s organizational life and raison d’etre. OFEK was founded in 1986. Today it operates as an 'organization for the benefit of society' offering a range of workshops and conferences based on the Group Relations method and its application to the Israeli context. The Group Relations method was developed in 1957 and conferences have been held worldwide since then by an international network to which OFEK belongs and includes, among others: AGSLO (Sweden)  The A.K. Rice Institute (USA)  The Bion Institute (India)  CESMA, Milan (Italy)  The Grubb Institute (UK)  GRA (Australia)  Group Relations Nederland (The Netherlands)  IL NODO Group, Turin, (Italy)  IFSI (France)  ISLA (South Africa)  Metanoia (Finland)  MundO (Germany)  PCCA (Germany)  T- Consult (Peru) Website: www.ofek-groups.

Sponsorship

The MBA Management & Business Psychology Program - The College of Management in Rishon Le-Zion The Business Psychology Program combines traditional business administration studies with an in-depth psychological understanding of management and business. It aims to equip the modern manager with up-to-date knowledge and managerial skills in various spheres necessary in today’s culture of change and uncertainty. The program is professionally affiliated with OFEK, and has contributed professionally, financially, and logistically, to the international and Israeli GRCs. Website: www.freud.co.

The Tavistock Institute of Human Relations The Tavistock Institute of Human Relations is a not-for-profit organisation (NPO), which applies social science to contemporary issues and problems. It was formally founded as a registered charity in 1947. The Institute is engaged in evaluation and action research, organisational development and change consultancy, executive coaching and professional development, all of which are in service programs, supporting sustainable change and ongoing learning. It was devised, developed and publicized around the world and in Israel, and includes an experiential, hands-on method of learning, as well as models of Group Relations. The Institute staff work creatively with people involved in innovative activities, working across boundaries or in difficult situations. It combines research and analytical skills with practical help in devising solutions and in following through to implementation, and is particularly known for its capacity to work with issues that are otherwise hidden, and sometimes unconscious.The Tavistock Institute has been a sponsoring organization since OFEK’s inception. The sponsorship is a professional association.

Website: www.tavistockinstitute.org

References *

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Reed B.D. and Bazalgette J.L. (2006). Organisational Role Analysis at The Grubb Institute. In: Newton J et al - Coaching in Depth: The Organizational Role Analysis Approach. Karnac Books.

* Turquet, P. M. (1974). Leadership: the Individual and the Group. In: G. S. Gibbard, J. J. Hartman and R. D. Mann (eds.) Analysis of Groups. Jossey-Bass, 337-371.

* Vince, R. and French, R. (eds.) (1999). Group Relations, Management, and Organization. Oxford University Press.

Applications in Organisational Consultancy:

Dartington, T. (2004). The vanishing organization: organizational containment in a networked world. (with Andrew Cooper) In: Clare Huffington, et al (ed.) Working Below The Surface: the emotional life of contemporary organizations. Karnac Books.

Dartington, T. (2004). In Defence of Inefficiency. Organisational and Social Dynamics, 4 (2): 298-310.

Huffington, C. et al (ed.) (2004). Working Below the Surface: the emotional life of contemporary organizations. Karnac Books.

Izod, K. and Whittle, S. (2009). Mind-ful Consulting. Karnac Books

* Lawrence, W.G. (1998). Social Dreaming @ Work. Karnac Books

* Miller, E. J. (ed.) (1976). Task and Organization. John Wiley & Sons.

* Miller, E.J. (1983) Work and Creativity. Occasional Paper No. 6. Tavistock Institute of Human Relations.

* Miller, E.J. (1993). From Dependency to Autonomy: Studies in Organisation and Change. Free Association Books.

* Miller, E.J. and Rice, A. K., (1967). Systems of Organisation. Tavistock Publications.

Neumann, J.E., Kellner, K. and Dawson-Shepherd, A. (eds.) (1997). Developing Organisational Consultancy. Routledge.

* Rice, A. K. (1963). The Enterprise and its Environment. Tavistock Publications.

Shapiro, E.R. (2001). The Changing Role of the CEO. Organisational and Social Dynamics 1 (1): 130-142. Yale.

Stapley, L.F. (1996). The Personality of the Organisation: a Psychodynamic Explanation of Culture and Change. Free Association Books.

Applications in Health, Educational and Social Settings: Childerstone, S., Gorli, M., Nicolini, D., & Sher, M., (2004). In Search of the ‘Structure that Reflects’: Promoting Organisational Reflection Practices in a UK Health Authority. In: Vince, R. & Edwards, M., (eds.) Organising Reflection. Blackwells.

Childerstone, S., Nicolini, D. & Sher, M. (2003). Can Organisations Learn from Experience? Intervening to Improve Cross-Boundary Management in Health and Social Care. Journal of Health Management, 5.

Dartington, T., Miller, E. J. and Gwynne, G.V. (1981). A Life Together: an exploratory study of the distribution of attitudes around the disabled. Tavistock Publications.

Dartington, T. (1998). From Altruism to Action: Primary Task and the Not-for-Profit Organisation. Human Relations, 51 (12): 1477-1493. Dartington, T. (2010). Managing Vulnerability: The Underlying Dynamics of Care. Karnac Books.

Erlich-Ginor, M. and Erlich, H. S. (1999) Mental Health under Fire – Organizational Intervention in a Wounded Service. In: R. Vince and R. French (eds.) Group Relations, Management, and Organization. Oxford University Press, 1999. 190-208.

Menzies Lyth, I.E.P. (1988). Containing Anxiety in Institutions: Selected Essays, Vol. I. Free Association Books.

Menzies Lyth, I.E.P. (1989). The Dynamics of the Social: Selected Essays, Vol. II. Free Association Books.

* Obholzer, A. and Roberts, V.Z. (eds.) (1994). The Unconscious at Work: Individual and Organisational Stress in the Human Services. Routledge.

Sher, M. (1997). A Psychoanalytic Perspective of Leadership and Followership in Jewish Institutional Life. European Judaism. 31 (2).

Applications in Understanding Society: Gabelnick, F. and Carr, A.W. (eds.), (1989). Contributions to Social and Political Science. Proceedings of the First International Symposium on Group Relations, Keble College, Oxford, July 15-18, 1988. A. K. Rice Institute.

Khaleelee, O. and Miller, E.J. (1985). Beyond the Small Group: Society as an Intelligible Field of Study. In: M. Pines (ed.), Bion and Group Psychotherapy. Routledge, 354 – 385.

Lewin, K., (1947). Frontiers in group dynamics, Parts 1 & 2. Human Relations, 1: 5- 41; 2: 143-153.

Shapiro, E.R. and Carr, A.W. (1991). Lost in Familiar Places: creating new connections between the individual and society. Yale University Press.

* Items are in the Short List because of importance and relevance