The purpose of this paper is to expand understanding of how Gestalt psychotherapy theory and practice can support the facilitation of change management efforts in organisations.
The methodology is based on action research approach in which the author has applied Gestalt principles to her work as a change management practitioner. Case study material is used to support the development of an emergent model for change management based on Gestalt psychotherapy theory and praxis.
This paper emphasises the need to attend in change management efforts to three interrelated capabilities: Sensing, Supporting and Sustaining. Together these emphasise the need to track and stay responsive to the organisational environment; to ensure the right amount of support and challenge is present in the change effort and finally, to provide a focus on experimentation and the embedding of learning for sustainable change.
This contribution is limited by looking at only four cases in the private sector and the current paper should be considered as a preliminary/exploratory research.
This study has two key implications for scholars and practitioners. First, it shows the usefulness of continuous sensing into the phenomenological experience of the organisation throughout the lifetime of a change project. Second, this study shows that learning and experimentation with new ways of being is crucial to an organisation that wants to grow and remain fluid and responsive to its environment.
This article offers a conceptualisation of how the theory and practice of relational Gestalt psychotherapy theory can shape the practice of organisational development practitioners. Its uniqueness lies in that it offers to Gestalt practitioners a sense of the applicability of Gestalt theory to large‐scale organisational interventions; and for non‐Gestalt informed OD practitioners it offers new insights into a theory base that promotes a relational, holistic and emergent view of change.
Chidiac, M. (2013), "An organisational change approach based on Gestalt psychotherapy theory and practice", Journal of Organizational Change Management, Vol. 26 No. 3, pp. 458-474. https://doi.org/10.1108/09534811311328533Download as .RIS
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