This page will be built gradually to contain any papers published by T. Martin Ringer where copyright is retained by the author and/or where permission has been granted by the publisher to reproduce them. International copyright for all papers is retained by the author. Please contact me if you wish to reproduce or distribute them.
NOTE: This unless otherwise stated, all documents below are PDF files. (You will need Adobe Acrobat Reader version 4 or higher to read them.)
This article explores the existence and function of emotions and intuition in the work place. Download
This article explores the way in which bullies retain their power even though everyone knows that they should not. Download
Thinking together for quality solutions
This article identifies the importance of collaborative thinking in work place teams and identifies some of the elements that make this possible. Download
This is a bullet-point synopsis of the development of conflict inthe workplace. No magic solutions are given but it may help to make more sense of conflict situations. Download
Special thanks to e.nz for permission to reproduce these articles. See www.ipenz.org.nz
Other downloadable files....
This paper is a short non-academic
narrative that uses the theme of a New Zealand Maori mythological tale to
evoke associations in the reader relating to working with 'depth' issues
whilst consulting to organizations.
Abstract: -
Maui had the courage to fish for what was unknown and what was at the
same time forbidden. He surfaced a great treasure and in the process created
a lot of trouble. Most clients and most organizational psychologists are
aware that there is both creativity and danger that can be discovered by
directly addressing ‘depth’ issues when carrying out management
consulting projects. This paper outlines the benefits and dangers of working
with ‘unconscious’ and unspoken issues in organizations and suggests
some principles that can assist consultants in achieving good results in the
process.
Abstract
This paper outlines two vital aspects in the
facilitation of adventure groups. These aspects, linking and containment, are important in
all types of group, whether they are for recreation, education, development or therapy.
Linking refers to the existence of links at both conscious and unconscious levels. These
links involve each group member, the group-as- a-whole, the leader, and the primary task
of the group. Adequate containment refers to group members having the conscious and
unconscious sense of being firmly held in the group and its task, and yet not immobilized
by the experience. The leader has a vital role in facilitating both linking and
containment, but to do so requires a sound level of skills and a degree of emotional and
psychological maturity. Some aspects of leader competencies are examined.
(This paper is reproduced with the kind permission of Tonia Gray, Editor of the Australian Journal of Outdoor Education.)
Abstract
Aims to assist in improving
managerial effectiveness by presenting a view of six different levels of functioning in
organizations, together with a means of assessing how well an organization is functioning
at each level. This assessment should enable managerial energy to be clearly focused on
the most important aspects of an organiza-tion’s functioning. The model presented
– the "layered systems model" – is intended to support and reinforce
models and theories already subscribed to, and to provide an improved means of
transforming managerial theory into practice. The model helps make sense of the
complexi-ty, ambiguity and contradictions involved in managing the everyday workings of an
organization and in managing the processes of organizational change.
This paper is reproduced with the kind permission of John Heap, Editor of Work Study, MCB Press, UK.
Abstract
This paper introduces The Layered Systems
Model and describes how it can be applied to assist project managers to be effective at
all stages of project design and delivery. Conventional rational problem solving
techniques for difficult projects are supplemented with imaginative and
relationship-focused approaches. The Layered Systems Model is a management tool for
focusing on different levels of functioning in projects, organisations, and teams. The
model acts like a series of ``filters to perception'' to assist managers to assess how
well an organisation is functioning at each level. It can be applied to large
organisations, departments, and small work groups or in the case of this paper, software
project teams. The paper shows how the Layered Systems Model can happily coexist with the
Project Management Institute's eight project knowledge areas to form a powerful diagnostic
tool for software projects which are not quite ``out of control'' but are heading in that
direction.
This paper is reproduced with the kind permission of John Heap, Editor of Work Study, MCB Press, UK.
NB THIS PAPER IS APPROXIMATELY 1.3 MB AND WILL TAKE 5 MINUTES TO DOWNLOAD ON A 56K MODEM.
Abstract
The authors describe a model of psychological depth and present some general principles that will enable adventure practitioners to manage the psychological level in the groups for which they are responsible. These principles call for leaders to pay attention to their language and the language of group participants. In particular, attention should be paid to four main criteria.
The first of these criteria is an indication of the way in which the participant is involved in the topic under discussion. The second criterion is derived from paying attention to the nature of the relationships that are embedded in the participant's conversation. The third criterion is the level of emotional arousal experienced by the participant; no involvement indicating shallow psychological levels and stronger emotional arousal indicating increasing depth. The fourth criterion for assessing psychological depth is a measure of the normal bounds of confidentiality and privacy with which the subject under discussion would normally be treated.
The Facile-itation of Facilitation: Reproduced from Scisco Conscientia