TY  - JOUR
AB  - Psychoanalysis has nothing to say about firms or management as such; inversely, psychoanalytic coaching can aid managers to develop a better understanding of the role they exercise within the firm and to better position themselves in decision making and communication with other people. While it is a practice that takes place outside the classical psychoanalytic framework, psychoanalytic coaching must meet certain criteria in order to justify a psychoanalytic filiation: amongst others, the recognition of the unconscious and of the mechanisms of transference and counter‐transference. Crucially, the analyst is at the service of the subject (the manager) ‐ even if it is the firm that pays for the treatment. While there are risks involved for all parties concerned (the manager, the firm and the analyst), psychoanalytic coaching offers a way of rendering meaningful a management that encompasses the respect of oneself and of others.
VL  - 13
IS  - 7
SN  - 0268-3946
DO  - 10.1108/02683949810239286
UR  - https://doi.org/10.1108/02683949810239286
AU  - Brunner Roland
PY  - 1998
Y1  - 1998/01/01
TI  - Psychoanalysis and coaching
T2  - Journal of Managerial Psychology
PB  - MCB UP Ltd
SP  - 515
EP  - 517
Y2  - 2024/04/25
ER  -