This book presents a sort of angsty identity crisis and offers many clear illustrations of the multiple useful and relevant applications of group relations in different parts of the world, reflecting on the theory of group relations and its relevance to contemporary phenomena.

This book presents a sort of angsty identity crisis and offers many clear illustrations of the multiple useful and relevant applications of group relations in different parts of the world, reflecting on the theory of group relations and its relevance to contemporary phenomena.

This book, the third of its kind, is a compilation of chapters based on presentations at the third Group Relations international meeting in Belgirate, Italy during November 2009, plus a number of think pieces from participants reflecting on their experience of the meeting. The book takes yet another step in continuing the discourse, which began in 2003, articulating the relevance of the Group Relations conference method and the timeliness of its application globally. The chapters in the book deal with the personal as well as the organizational journeys of Group Relations practitioners and examine those through the lenses of tradition, succession and creative application. The authors are experienced GR practitioners internationally and together they enrich further the tapestry of Group Relations model and its application and potential.

The notion of identity of an organization or an enterprise answers the questions who are we? or what do we want to be? The contributors to this volume assume that these two sets of images and definitions the internal ones and the external ones are reciprocally influencing each other, both consciously and unconsciously, and are thus related to the formation and development of the organizational identity. This identity is a dynamic process that evolves and devolves over time and can be a source of some stability and coherence for those who depend on it. It is defined and perceived by its management and members influences continuously its decisions both in the short and in the long run. It is therefore a heuristic concept like a primary task that serves as a compass for structuring, designing, managing and planning for the future."

This book, the second in a series on Tavistock Group Relations Conferences, contains the collection of papers presented at the second Belgirate conference plus four additional papers reflecting on and making sense of several participants conference experiences. Taken together, these papers offer an exciting picture of the Group Relations enterprise

This book, the third in a series based on the Belgirate conferences, deals with the personal as well as the organisational journeys of Group Relations practitioners and examines these through the lens of tradition, succession and creative application.