Phantoms in Organizations

Dados Bibliográficos

ID20178006
AutoresMarco Mazzetti (autor correspondente)
Ano2012
Volume42
Fascículo3
Páginas199-208
Data de publicação2012-07-01
Peer ReviewedSim
Open AccessNão
TipoARTICLE
PeriódicoTransactional Analysis Journal (JOURNAL)
Identificadores do periódicoISSN: 0362-1537 • E-ISSN: 2329-5244
EditoraInforma UK Limited (PUBLISHER • GB)
DOI10.1177/036215371204200306
OpenAlexW2051216175
IdiomaEN
Citações recebidas2
Referências citadas17

Eric Berne used the term phantom to refer to the continuing presence of someone in the group imago after he or she has left the group (Berne, 1963/2005). This concept can be useful in consultancy work with organizations as a tool for managing employee terminations and/or other interruptions in collaboration. This article explains the concepts of the formal aims (either social or manifest) and real aims (either psychological or hidden) of organizations, factors that must be considered if organizational work is to have a positive outcome and if it is to avoid creating phantoms that damage effective functioning. The more the formal and real aims are the same, the less likely it is that phantoms will be created. If they diverge, there is a greater risk that destabilizing phantoms will appear. This article considers the role of organizational leaders in preventing or creating phantoms and some procedures for managing such phenomena

Imago · Sociology · Engineering · Personality Disorders and Psychopathology · Psychology · Social Psychology · Transactional Analysis in Psychotherapy