A conceptual analysis of the use of systems-psychodynamics as an organisation development intervention: A neuroscientific perspective

intervention: A neuroscientific perspective. (NP) – to theoretically evaluate, and adapt, the use of SP as an OD intervention. The contribution of SP interventions to OD is well recognised in the literature. In a review of articles on SP, however, it was found that, despite employing sound qualitative research designs, most were based on the researchers’ interpretation of the data from an SP frame of reference, with Orientation: Systems-psychodynamics as a consulting stance offers learning experiences that not only have links with the first organisation development interventions but also remains a popular approach for organisational consultation. Here, the argument is made that neuroscientific principles, as embedded in neuropsychotherapy, offer a lens for evaluating and improving the effectiveness of systems-psychodynamic interventions. Research purpose: The purpose of this study was to hypothesise about the effectiveness of systems-psychodynamic interventions, and to offer propositions for improvement. Motivation for the study: Studies on the effectiveness of systems-psychodynamic interventions from outside the same network of science-practitioners, are limited. Furthermore, no evidence of a similar study using a neuroscientific framework could be found in the English literature. Research approach/design and method: This was a conceptual analysis with theory adaption as an approach. Systems-psychodynamics was chosen as domain theory and was discussed first, followed by neuropsychotherapy as method theory. Main findings: It was hypothesised that, using the lens of neuropsychotherapy, systems-psychodynamics – with its focus on insight into unconscious processes – would most likely enhance fear-based learning. To facilitate transformational learning, the experience could be augmented through a better alignment with neuroscientific principles. Practical/managerial implications: There is a need to augment the role of the consultant as science-practitioner with the skills of a reflective practitioner. This will enable consultants to continuously critique and adapt preferred interventions, by integrating new neuroscience-related knowledge in those interventions. Contribution/value-add: This study contributes to the literature on organisation development interventions, and the reflective practice of the science-practitioner.