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Four psychoanalytic consultants, each utilizing one the most prevalent theoretical orientations used in the field of psychoanalytic consulting are asked to explain why a consultation succeeded. Using differing theories the four psychoanalysts reach the same conclusion. They conclude the consultation succeeded because of the consultants ability to manage and benefit from the intense transference reactions of the organization’s staff. These analysts suggest that the work of psychoanalytic consulting may be much more similar to the work of clinical psychoanalysis than previously assumed and that the key to understanding why a consultation succeeds or fails can be found in the analysis of the transferences in the relationship between the consultant and consultees.

Introduces Freud’s discovery of an active unconscious as at the heart of many psychodynamic processes. Also introduces the papers in this special issue.

We live in a world of constant change. Sustaining careers for those who practise the profession of managing facilities is therefore increasingly becoming a challenge. In addressing the issues, we all think that we are rethinking what we do, but with so many other day‐to‐day pressures, do we really give it our best shot? This paper provides a practical tool kit in the form of series of common‐sense steps which will enable practitioners at any stage of their careers, to focus on what they have achieved. It addresses the review of skills and competencies that they have accumulated and where such skill sets can be put to use elsewhere. It also looks at the direction being taken during their career and what training may be necessary to enhance future career choices. The paper also considers the support gained from professional bodies and other networking organisations and the contribution that individuals make in return. It concludes with an examination of the consequences of inaction and the steps necessary to move forward. While the paper presents the co‐authors’ views of what the future may hold and is based on professional experience in this field, the predictions are only those of the authors.

The delivery of public services in developing countries is over‐centralised. One of the reasons for this is the presence of centralised decision‐making apparatus, which distances power from communities. The centralised decision making reduces accountability among public sector employees and is a good recipe for undesirable decisions and mismanagement of performance and resources at the expense of public service quality. The quality of public sector management in developing countries lags behind those of the developed countries due to the ills caused by over‐centralisation. Hence, the public services in developing countries are a drain on the wealth‐producing part of their economy. Reviews the underlying literature and theoretical framework of performance management (PM) as a systems‐based model for cultivating the “achievement culture” in public sector organisations (PSOs). It looks at how the various practical econometric and managerial techniques can integrate with the PM model in an attempt to excel the philosophy of new public management. The paper concludes by looking at the “new” role of management accounting systems in meeting “information needs” of modern public sector managers, as a potential area for further research. The paper proposes that the adoption of the PM model is a universal remedy for improving service quality in PSOs in developing countries.