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Lacan at Work !
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the problem, because not only is there not ‘one’ psychoanalysis, there
are also profound disagreements within each school.) Second, one can
enhance the analytical potential of an adopted psychoanalytic
perspective by comparing and contrasting it with other psychoanalytic
approaches to similar sets of non-clinical issues. It is this set of issues
that offers a vantage point from which to evaluate not only whether
psychoanalysis is helpful in supplementing non-psychoanalytic
approaches, but also in evaluating which sort of psychoanalytic
approach is helpful and why.
This latter evaluative exercise has hardly been explored. Undertaking
such an exercise would begin to answer some interesting questions not
only about the substantive issues under investigation, but also about the
nature and significance of the difference between psychoanalytic
schools in a non-clinical context. It would shed light on how best to
characterize the distinction between two sets of differences:
At the most abstract level, one could compare and contrast approaches
in the plane of theory. That is to say, one can pick a category and
examine how different psychoanalytic schools treat that category, say
between Lacanian and Kleinian schools (see Burgoyne and Sullivan,
1997; Frosh and Baraitser, 2008). For example, Klein’s more substantive
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In this view, the employees’ ‘group fantasy both feeds and complements
a management style that is insular, rigid, and fixed, based on the
antagonistic impulses that characterize the various neurotic styles’
(Kersten, 2007: 67). Remedies to the dysfunctional operation of
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tends to assume that the category of object is more or less a given (the
mother, the breast, etc.) and that this given can be the subject of
predicate qualification (for example, ‘is good/bad’). A rich theory of
judgement, if it had been formulated in this tradition, might well have
encountered a number of counterexamples, and Lacan’s work on this
theme suggested that in fact the so-called ‘object’ was outside the field
of predication. Rather than being the subject of meaningful predication,
it could only be inferred from the points in a patient’s speech where
meaning seemed to collapse. (Leader, 2000: 209)
Lacan at Work
A turn to the category of fantasy offers one way to harness Lacan’s
psychoanalytic insights for the study of organizations.13 As already
mentioned, Kets de Vries and Kersten’s work belong to a small but
significant literature that explores workplace practices from the point of
view of fantasies.14 Such studies are significant because they represent
initial attempts to document the content of workplace fantasies, trading
on the powerful intuition that they have an important role to play in our
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What Next?
To date there have been few systematic attempts to ascertain in a
general way the political significance of fantasy and other key psychic
processes, especially in relation to organizations. Moreover, most
analyses that invoke the term ‘fantasy’ rarely elaborate the ontological,
conceptual, and methodological parameters in detail or
unproblematically, and so I believe we still need to determine the
specificity and worth of fantasy for organizational studies in a much
more rigorous and nuanced manner. There are at least three interrelated
ways one can imagine the research programme of ‘Lacan and
Organization’ advancing, each construed as addressing a particular
deficit: a normative deficit, an ethico-empirical deficit, and a
methodological deficit.
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any social inquiry. Many, for example, urge caution against the various
dichotomizing, psychologizing, individualizing, and reductionist
tendencies of some approaches (e.g., Wetherell, 2008; Branney, 2008;
Layton, 2002, 2004, 2006, 2008a). Even so, the reference to a
methodological deficit should also be understood to aim at more
technical matters concerning, for example, the analysis of texts and
other media, as well as the role that interviews, ethnographic
observation and diary notes can play in drawing out the psychoanalytic
dimension of analysis in forceful and convincing ways. Again, there is
little systematic and sustained discussion of method in this narrower
sense from a Lacanian point of view in organization studies or indeed in
many other areas beyond the clinic.20
Interestingly, there is considerable debate and discussion outside
Lacanian circles about these sorts of issues regarding the use of
psychoanalysis beyond the clinic. And this suggests that cross-
psychoanalytic comparative research with a methodological focus might
provide another way forward for Lacanian-inspired organizational
studies scholars.21 Such an exploration would not only assist in the
development of a robust and defensible stance on issues of
methodology and technique, it would no doubt also carry important
theoretical and empirical implications when these issues are
reconsidered from the point of view of ontology and critique.
Conclusion
In this chapter I have suggested that a Lacanian conception of fantasy
and associated psychic processes can provide a productive segue into
the study of the organization of work. The focus on fantasy, in
particular, is attractive for a number of reasons. Apart from its intuitive
appeal and broad relevance for issues of normative and ideological
critique, it neatly condenses many insights of psychoanalysis linked to
the unconscious, transference, repression, and so on, thus serving as a
way to focus and systematically tease out the psychoanalytic
implications for the critical analysis of work, as well as the differential
implications of different psychoanalytic schools in the domain of
organization studies.
The privileging of culture, language, and ethics in Lacan’s corpus
suggests that the ideological, normative, and political aspects of work
practices may be more readily discerned when examined through this
particular psychoanalytic prism, thereby problematizing, rather than
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Notes
! I thank the editors Carl Cederström and Casper Hoedemaekers for their
very helpful comments on earlier drafts of this chapter. Thanks also to Bob
Hinshelwood, Mike Roper, Yannis Stavrakakis, and Hugh Willmott for their
feedback.
1 Yiannis Gabriel uses the image of a ‘glass cage’ to capture the contemporary
landscape of work and organization, in contrast to Weber’s bureaucratic
‘iron cage’. For Gabriel, the era of the ‘glass cage’ is characterized by the
increasing role of the consumerist ‘exit’ strategy, the individual ‘voice’ at the
expense of collective voice (unionism) and loyalty to the organization
(Gabriel, 2008).
2 For useful overviews, see Jermier et al. (1994); Knights and Willmott (1990);
Spicer and Böhm (2007: 1668-1672).
3 Cf. also the International Society for the Psychoanalytic Study of
Organizations, founded in 1983: http://www.ispso.org/.
4 See, for example, the debate between Jaques (1995a; 1995b) and Amado
(1995).
5 According to Carr and Gabriel (2002: 352-62), examples of the former
include Sievers (1986; 1994; 1999) and Schwartz (1987; 1999); on
transference: Baum (1987), Diamond (1988), Gabriel (1999), Oglensky
(1995); on unconscious motivations to work: Baum (1987), Obholzer
(1999), Smelser (1998), and Sievers (1986); on the way wider social and
cultural norms and trends shape the organizational psychodynamics: Carr
(1993), Maccoby (1976), Lasch (1980); on how organizations both provoke,
and provide protection from, anxieties: Jaques (1952, 1955), Menzies (1960),
Menzies-Lyth (1988), Trist (1950), Trist and Bamforth (1951), Miller (1976),
Baum (1987), French and Vince (1999), Gould et al. (1999), Hirschhorn
(1988), Stacey (1992), and Stein (2000); on how organizations can stimulate
creativity and contentment and help realize collective visions: Baum (1989),
Carr (1998), Gabriel (1993, 1999), Hirschhorn and Gilmore (1989), and
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Schwartz (1987). To which can be added, on the role played by need, desire,
and transference in the consultation process: Arnaud (1998); on the role of
fantasy in absenteeism: Guinchard (1998); on the role of the mirror stage in
workplace envy: Vidaillet (2007); on the role of the imaginary order in the
context of workplace burnout: Vanheule and Verhaeghe (2004); on the
relation of jouissance to cynicism in audit firms: Kosmala and Herrbach
(2006). And examples of the latter include dealing with a wide range of
themes, including consultancy and management themes. They come from
people who have worked closely in or with the Tavistock clinic in the UK,
such as Lewin (1947), Bion (1948/1962), Jaques (1952), Menzies-Lyth
(1988), Trist and Bamforth (1951), Sofer (1961), Miller and Rice (1964),
Miller (1976), Obholzer (1999), Obholzer and Roberts (1994), but they also
include others, such as Mangham (1988), Kets de Vries (1991), Kets de
Vries and Miller (1984), Levinson (1972, 1976, 1981), Zaleznick (1977,
1989a, 1989b), Gould et al. (1993, 1999), Krantz (1989, 1990), Hirschhorn
(1988, 1999), Hirschhorn and Barnett (1993), Hirschhorn and Gilmore
(1989), Diamond (1993, 1998), Stein (1998, 2001), Bain (1998), and Long
(1999). Other examples include: on psychoanalytic coaching of managers:
Brunner (1998); consultancy: Seel (2001); management of change: French
(2001).
6 At some points, Carr and Gabriel appear to think this is possible; see, for
example, Carr and Gabriel (2002: 353).
7 Consider the claim by Antonacopoulou and Gabriel, for example, that
‘psychoanalytic approaches insist that there is a primitive, pre-linguistic, pre-
cognitive and pre-social level of emotions, an inner world of passion,
ambivalence and contradiction…’ (2001: 438). This understanding of
emotion, however, is not shared by all those who claim to adopt a
psychoanalytic approach, foremost among these being Lacanians and
discursive psychologists. Obviously, this throws into doubt the universalist
aspiration attached to such a claim. Yet, this internal pluralism of
psychoanalysis is recognised by many authors, even if sometimes only
implicitly. In one article, for example, it is noted how a particular diagnosis
of an organization’s workings regarded as necessary a good understanding
of Bion’s psychoanalytic theory of groups (Paul, et al., 2002: 391). For
examples of an explicit acknowledgement of this plurality, see Hoggett
(2008: 379-80), Frosh (2008: 420), and Layton (2004; 2008a).
8 To this list we could add many other similar formulations, such as Bion’s
notion of ‘negative capability’ as a way of fostering a degree of ambiguity
and paradox.
9 One example of a work which moves in this comparativist direction is
Vidaillet (2007).
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10 For a similar view, consider the following account of the possible uses of
psychoanalysis in the study of organizations. ‘As a technique which by
strengthening the patient, aims at reconciling the pursuit of truth with the
overcoming of resistances, psychoanalysis can make a contribution to
organizational theorists and practitioners alike. As a theory of
demystification, psychoanalysis can be a useful tool in dealing with the
neurotic qualities of organizations’ (Carr and Gabriel, 2002: 362).
11 For a critical assessment of Czander from a different vantage point, see
Zaleznik (1995).
12 Other exceptions include Gabriel (1995, 1997, 2008a); Walkerdine (2005,
2006); Byrne and Healy (2006); Contu and Willmott (2006); and Willmott
(2007).
13 There are, of course, scholars inspired by the Kleinian tradition who use
fantasy as a central analytical device in the study of organizations, but it is
by no means a common choice. Perhaps this is because, as Gabriel points
out, if for Freud ‘emotions derive from fantasies which, in turn, are
compromise formations between desire and the forces of repression, for
Klein, fantasies are derivatives, not causes of emotions’ (Gabriel, 1999: 221;
see also Isaacs, 1948). In addition, while Klein focuses much more on the
meaning and content of language and fantasy, the accent falls much more
on the structural or formal qualities in Lacan (Leader, 2000: 215-19; 2008:
130-1). For an illustration of how fantasy structures reality (including one’s
occupational choice, sexual relations, choice of partner, relations with family
and friends) from a Lacanian point of view see Morel (2004: 15-19).
14 See also Walkerdine (2005; 2006); Gabriel (1995; 1997); Contu and Willmott
(2006); Willmott (2007); and Byrne and Healy (2006).
15 Czander points out how ‘[f]antasies can generally be divided into categories,
such as active or passive, dominating or submissive, aggressive or
libidinal…’ (Czande, 1993: 80-1). This presents an interesting attempt to
clarify and refine the concept of fantasy into conceptions of fantasy. It may
also warrant some close comparative analysis with a Lacanian concept of
fantasy, especially given the following very resonant formulation by
Czander: ‘Unconsciously, success means that a wish may be gratified. If this
wish is a merger with the gratifying object, the employee may unconsciously
undermine or withdraw from the success out of the fear that the object will
consume him/her, just as an overbearing mother may consume an infant.
Thus the gratification of the unconscious fantasy may precipitate fears of
engulfment’ (Czander, 1993: 97).
16 On the role of games, play, and humour in work and organizations, see also
Andersen, 2009 and Westwood and Rhodes, 2006.
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17 For a similar set of ideas emerging outside the Lacanian orbit, consider
Lynn Layton’s notion of ‘normative unconscious processes’ (Layton, 2002;
2004; 2006; 2008a). For general issues concerning the ambiguous way the
critical impulse manifests itself in Critical Management Studies research, see
Brewis and Wray-Bliss (2008). Though operating with slightly different
aims, assumptions, and emphases, there appears to be enough of a
resonance to suggest that an exploratory comparative project may be
productive in advancing our thinking about how best to relate an ethics of
psychoanalysis to wider normative social and political concerns.
18 For a sample range of ways of thinking about mourning in this way, see
Leader (2008), Butler (2004), Hoggett et al. (2006), and Gabriel (2008c).
19 For a call to explore the relation between a radical democratic ethos and an
‘ethics of the real’, see Mouffe (2000: conclusion); on this, see also Glynos
(2003b). For a Kleinian approach to workplace democracy, see Diamond
and Allcorn (2006).
20 This contrasts sharply with other (non-Lacanian) psychoanalytic approaches
to social science research, which have considered these matters in
considerable and systematic detail – e.g., Hollway and Jefferson (2000),
Branney (2008), Hoggett et al. (2006), Clarke (2002; 2006; 2008), Hollway
(2008), Gabriel (1999: ch. 11), Frosh and Young (2008), Hinshelwood and
Skogstad (2000: ch. 2), Kvale (1999), Thomas (2007), Walkerdine (1997: ch.
4), and Walkerdine et al. (2001: ch. 4). The International Society for the
Psychoanalytic Study of Organizations, founded in 1983, also focuses on
exploring methods for identifying and accessing the unconscious
dimensions of organizational life (see http://www.ispso.org/). However,
examples of partial exceptions to this general rule exist: e.g., Parker (2010a;
2010b), Hoedemaekers (2007), Lapping (2007), Millar (2006), Branney
(2006), Hollway (1989), and Walkerdine (1987).
21 How, for example, might techniques and methods from other
psychoanalytic traditions be adopted and adapted from a Lacanian point of
view? See, for example, Walkerdine (2008: 344), Branney (2008), Hoggett et
al. (2006), Czander (1993: 123-143), Hollway and Jefferson (2000);
Walkerdine et al. (2001), Frosh et al. (2002), Stopford (2004), Frosh and
Baraitser (2008), Hinshelwood and Skogstad (2000).
References
Ackroyd, S. and P. Thompson (1999) Organizational Misbehaviour.
London: Sage.
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