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Hostile countermobilization is a crucial, yet relatively understudied, factor in radicalizing movement tactics and generating political violence. This chapter focuses on the movement–countermovement interactions between the Civil Rights Movement and the Loyalist movement in Northern Ireland to clarify the emergence and intensification of political violence in the 1968–1969 years. The interactions between the civil rights mobilization and the loyalist countermobilization created the conditions to fuel both protest-based and sectarian violence, setting the terrain for the eruption of the Troubles. Relying on quantitative data on the actors participating to contentious collective events, as well as original archival research, this chapter shows how the loyalist countermobilization activated mechanisms of object shift and tactical codependency that facilitated the emergence of radicalization in Northern Ireland.

This paper aims to adapt the medical phenomenon of Munchausen syndrome by proxy (MSBP) to an organisational context. Specifically, MSBP serves as a novel metaphor to describe the tendency for the organisation and the leader to perpetuate cycles of illness and therapy.

A conceptual metaphor is proposed based on the clinical description of MSBP. A perpetual feedback model emphasises a constant cycle of illness and therapy among leaders and organisations, often fabricated by a narcissist through destructive management.

The metaphor presented suggests that the role of deception is important for understanding why therapeutic approaches are often unnecessary, highly disruptive and administered by a destructive leader who possesses the power to alienate or dismiss non-corroborative organisational members. The implications of continuously passing illness between the leader and the organisation are a state of organisational disequilibrium and the manufacture of depersonalised, ill members.

This conceptual paper adds to the growing body of literature on behavioural strategy and contributes to the fields of organisational psychology, organisational analysis, management and employee relations.