Faculty of Business Seminar Series / Esra Paça

Title: A Jungian analysis of organisational dynamics in work organisations: A case study in Turkey

Abstract: This thesis aims to explore the unconscious dynamics in a work organisation through an examination of values, relationships and language in the workplace from an analytical psychology perspective.

We are not always aware of the motives behind our actions; rather, our behaviours are to a great extent affected by the unconscious dynamics in our psychology. Yet, the unconscious dynamics that shape life in organisations have not been sufficiently explored in the field of organisational studies, and studies taking a depth-psychology perspective remain scarce. Consequently, a significant part of organisational life has been left unaccounted for: No empirical study so far has systematically explored the effect of unconscious dynamics on the entire experience of an organisation-as-a-whole. Because these unconscious dynamics have been neglected, we cannot claim to fully understand the life in an organisation that affects both the organisational members and organisation-as-a-whole.

Drawing upon empirical material from a qualitative case study, I show that the unconscious dynamics in an organisation are so powerful that, if left unaddressed, they can blind an organisation to problems that are directly caused by its structures and processes. This can have destructive effects on the organisation in the long run. I collected data through fieldwork in a case-organisation in Turkey, spending four months on the company premises as a participant observer. I interviewed 27 employees of the organisation and 3 of its former managers. I also reviewed newspaper and magazine articles from 2000-2017 that included information about the organisation.

The data reveal that the company underwent a transformation from a small family business where strong family values prevailed, to a large holding company whose structures were shaped by its growth objectives under neoliberal market conditions. However, the company claims that it is still managed according to its foundational values, which emphasise being people-oriented. Hence, there seems to be an almost complete lack of awareness of the differences between the espoused values and the values-in-action.

These differences have created conflicts and tensions in the company which so far have been left unaddressed; instead, they are excluded from the organisational life through defence mechanisms embedded in the organisation’s structures and processes. However, trying to (unconsciously) resolve the conflicts and tensions through defence mechanisms resulted only in escalating conflicts and tensions, which in turn caused the company to lose one of its production lines, its strong customer base and its employees’ commitment. The effects of the unconscious dynamics seem to be so strong that they have blinded the company to the manner in which their structures and processes precipitated these losses.

This thesis suggests that the conscious recognition and integration of unconscious dynamics would allow the achievement of growth-oriented objectives without incurring such a cost that potentially affects the organisation in the long term. Instead of seeing the effects of unconscious dynamics as dysfunctions, an analytical psychology lens enables us to see them as carrying potential creative insights that could enrich the organisational life. Drawing upon a depth-psychology perspective, this thesis contributes to organisational studies a more comprehensive understanding of unconscious organisational dynamics.

Place : Meeting Room AB2-345