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The challenge faced by family businesses and their stakeholders, is to recognise the issues that they face, understand how to develop strategies to address them and more importantly, to create narratives, or family stories that explain the emotional dimension of the issues to the family. The most intractable family business issues are not the business problems the organisation faces, but the emotional issues that compound them. Applying psychodynamic concepts will help to explain behaviour and will enable the family to prepare for life cycle transitions and other issues that may arise. Here is…mehr
The challenge faced by family businesses and their stakeholders, is to recognise the issues that they face, understand how to develop strategies to address them and more importantly, to create narratives, or family stories that explain the emotional dimension of the issues to the family. The most intractable family business issues are not the business problems the organisation faces, but the emotional issues that compound them. Applying psychodynamic concepts will help to explain behaviour and will enable the family to prepare for life cycle transitions and other issues that may arise. Here is a new understanding and a broader perspective on the human dynamics of family firms with two complementary frameworks, psychodynamic and family systematic, to help make sense of family-run organisations. Although this book includes a conceptual section, it is first and foremost a practical book about the real world issues faced by business families. The book begins by demonstrating that many years of achievement through generations can be destroyed by the next, if the family fails to address the psychological issues they face. By exploring cases from famous and less well known family businesses across the world, the authors discuss entrepreneurs, the entrepreneurial family and the lifecycles of the individual and the organisation. They go on to show how companies going through change and transition can avoid the pitfalls that endanger both family and company. The authors then apply tools that will help family businesses in transition and offer their analyses and conclusions. Readers should draw their own conclusions from careful examination of the cases, identifying the problems or dilemmas faced and the options for improved business performance and family relationships. They should ask what they might have done in the given situation and what new insight into individual or family behaviour each case offers. The goal is to avoid a bitter ending.
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MANFRED F.R. KETS DE VRIES brings a unique perspective to the much-studied subjects of leadership and the dynamics of individual and organizational change. He is a clinical professor of leadership development and holds the Raoul de Vitry d'Avaucourt Chair of Leadership Development at INSEAD, France & Singapore. He is also the Director of INSEAD's Global Leadership Center. He has held professorships at McGill University, the Ecole des Hautes Etudes Commerciales, Montreal, and the Harvard Business School, and he has lectured at management institutions around the world. He is a founding member of the International Society for the Psychoanalytic Study of Organizations. The Financial Times, Le Capital, Wirtschaftswoche, and The Economist have rated Manfred Kets de Vries among the world's top fifty thinkers on management and among the world's most influential people in human resource management. He is the author, co-author, or editor of more than 24 books and over 250 scientific papers as chapters in books and as articles. His books and articles have been translated into more than 25 languages. He was also the first non-American recipient of the International Leadership Award for "his contributions to the classroom and the board room." Kets de Vries is a consultant on organizational design/transformation and strategic human resource management to leading US, Canadian, European, African, Australian and Asian companies. As an educator and consultant he has worked in more than forty countries. DR. RANDEL S. CARLOCK is the first Berghmans Lhoist Chaired Professor in Entrepreneurial Leadership, the founding Director of the Wendel International Centre for Family Enterprise and a founding board member of the Global Leadership Centre at INSEAD. Previously he was the first Opus Professor of Family Enterprise and founder of the family business center at the University of St. Thomas in Minneapolis, MN (USA). Carlock has an MA in education and training (1976), an MBA in strategic management (1983), and a Ph.D. (1991), all from the University of Minnesota. His doctoral dissertation explored the role of organization development in managing high growth entrepreneurial firms. He has also completed a post graduate certification in family and marriage therapy at the Institute of Psychiatry, King's College, University of London (1998) and a certificate in psychodynamic counseling at Birkbeck College, University of London (1999). He was awarded a Certificate in Family Business Advising with Fellow Status (2001) by The Family Firm Institute, Boston, MA (USA). He is the author of several books, articles, book chapters, videos and case studies. He has over 25 years of experience serving as an executive with a global family business and as CEO and chairman of his own NASDAQ listed corporation. He currently advises global business families and corporations around the world specializing in Asia, Europe and the Middle East. ELIZABETH FLORENT-TREACY, Research Project Manager at INSEAD, Fontainebleau, France, and Singapore, She works in the INSEAD Global Leadership Centre, and the Wendel International Centre for Family Enterprise. She has conducted research in the following areas: global leadership; global organizations; corporate culture in European and global organizations; American, French and Russian business practices; family business issues (governance, succession, strategy); entrepreneurial leadership; cross-cultural management; women and global leadership; cultural aspects of mergers and acquisitions; transformational leadership; expatriate executives and families; and the psychodynamics of leadership. She holds degrees in Sociology (BA) and Organization Development (MA). Elizabeth has written authored or co-authored 4 books, 21 articles, working papers and book chapters and 18 case studies on leadership and family business topics.
Inhaltsangabe
Preface xiii Acknowledgments xxv Part I: Questions and Observations 1 Introduction 3 Endnote 7 1 A Psychological Perspective on Business Families 9 Psychodynamic and family systemic perspectives 10 Key ideas from the psychodynamic approach 11 The role of transference and countertransference 12 The family systemic perspective 17 A therapeutic alliance 20 A summing-up 21 Endnotes 22 2 The Challenges of Love and Work 25 Conflicting goals in the family business 26 The three-circles model 29 How conflict can develop 32 Endnotes 38 3 Family Business Practices: Assessing Strengths and Weaknesses 39 The interface of business and family practices 42 Assessing the health of a family business 60 Endnotes 62 Part II: Reflection and Learning 63 4 the Life Cycle as An Organizing Construct 65 The multiple life cycles of the family business 66 Key models of human psychological development 68 The family life cycle 75 Carter and McGoldrick's family-based life cycle model 76 Applying the life cycle in family businesses 78 Endnotes 81 5 Narcissism, Envy, and Myths In Family Firms 83 Personality types 83 Managerial implications of dysfunctional narcissism 90 The importance of individuation 91 The family firm as transitional object 92 The power of envy 95 Games families play: the role of family myths 103 The impact of family myths on the family business 105 Summary 109 Endnotes 109 6 the Entrepreneur: Alone at the Top 111 Common personality characteristics of founder-entrepreneurs 111 Larry Ellison and Oracle 113 Deciphering the inner theater of the entrepreneur 117 Common defensive structures in founder-entrepreneurs 128 Maintaining the balance 130 Endnotes 131 7 Leadership Transition: Replacing a Parent as Ceo 133 Options for tackling the succession problem 133 The inheritance 135 Psychological pressures on new leaders 136 Staying on course 144 Endnotes 146 8 A Systemic View of the Business Family 147 A two-way relationship 147 The evolution of systems theory 148 The development of family systems theory 149 The family systems proposition 154 Family scripts and rules 156 Family scripts in the family business 157 A practical example of family systems thinking 162 Endnotes 163 9 Diagnosing Family Entanglements 165 The family genogram 166 The Circumplex Model of marriage and family systems 172 Differentiation of self from family of origin 176 Two family stories 178 Endnotes 185 Part III: Integration and Action 187 10 Addressing Transitions and Change 189 Lewin's ideas on change 189 A model of individual change 191 Major themes in the individual journey toward change 196 The process of change within organizations 200 The change process in families 205 Family focus or organization focus? 212 Endnotes 213 11 The Vicissitudes of Family Business 215 The Steinbergs: A study in self-destruction 215 The immigrant dream 216 His mother's son 218 The entrepreneur's vision 220 Sam as a family business leader 220 The entrepreneur's dilemma: Passing the baton 223 The next generation 224 Irving Ludmer: Play it again, Sam 225 A family systems perspective on the Steinbergs 228 The effects of Sam Steinberg's inner world on the family business 233 The inner theater of Sam's daughters 236 What if? 239 Endnotes 240 12 Putting Family Business Intervention Into Practice 241 The Family Action Research Process 242 The succession conundrum 243 The role of the outside adviser 271 Advice to families seeking help 271 The benefits of a psychodynamic systems perspective 274 Final words 275 Endnotes 276 Appendix 1: Developing a Business Family Genogram 277 Creating the genogram 277 Therapeutic applications of the genogram 278 Using the genogram to identify family scripts and themes 279 How genograms improve communication 282 Endnote 282 Appendix 2: the Clinical Rating Scales And the Circumplex Model 283 How the CRS work 284 Endnote 287 Index 289
Preface xiii Acknowledgments xxv Part I: Questions and Observations 1 Introduction 3 Endnote 7 1 A Psychological Perspective on Business Families 9 Psychodynamic and family systemic perspectives 10 Key ideas from the psychodynamic approach 11 The role of transference and countertransference 12 The family systemic perspective 17 A therapeutic alliance 20 A summing-up 21 Endnotes 22 2 The Challenges of Love and Work 25 Conflicting goals in the family business 26 The three-circles model 29 How conflict can develop 32 Endnotes 38 3 Family Business Practices: Assessing Strengths and Weaknesses 39 The interface of business and family practices 42 Assessing the health of a family business 60 Endnotes 62 Part II: Reflection and Learning 63 4 the Life Cycle as An Organizing Construct 65 The multiple life cycles of the family business 66 Key models of human psychological development 68 The family life cycle 75 Carter and McGoldrick's family-based life cycle model 76 Applying the life cycle in family businesses 78 Endnotes 81 5 Narcissism, Envy, and Myths In Family Firms 83 Personality types 83 Managerial implications of dysfunctional narcissism 90 The importance of individuation 91 The family firm as transitional object 92 The power of envy 95 Games families play: the role of family myths 103 The impact of family myths on the family business 105 Summary 109 Endnotes 109 6 the Entrepreneur: Alone at the Top 111 Common personality characteristics of founder-entrepreneurs 111 Larry Ellison and Oracle 113 Deciphering the inner theater of the entrepreneur 117 Common defensive structures in founder-entrepreneurs 128 Maintaining the balance 130 Endnotes 131 7 Leadership Transition: Replacing a Parent as Ceo 133 Options for tackling the succession problem 133 The inheritance 135 Psychological pressures on new leaders 136 Staying on course 144 Endnotes 146 8 A Systemic View of the Business Family 147 A two-way relationship 147 The evolution of systems theory 148 The development of family systems theory 149 The family systems proposition 154 Family scripts and rules 156 Family scripts in the family business 157 A practical example of family systems thinking 162 Endnotes 163 9 Diagnosing Family Entanglements 165 The family genogram 166 The Circumplex Model of marriage and family systems 172 Differentiation of self from family of origin 176 Two family stories 178 Endnotes 185 Part III: Integration and Action 187 10 Addressing Transitions and Change 189 Lewin's ideas on change 189 A model of individual change 191 Major themes in the individual journey toward change 196 The process of change within organizations 200 The change process in families 205 Family focus or organization focus? 212 Endnotes 213 11 The Vicissitudes of Family Business 215 The Steinbergs: A study in self-destruction 215 The immigrant dream 216 His mother's son 218 The entrepreneur's vision 220 Sam as a family business leader 220 The entrepreneur's dilemma: Passing the baton 223 The next generation 224 Irving Ludmer: Play it again, Sam 225 A family systems perspective on the Steinbergs 228 The effects of Sam Steinberg's inner world on the family business 233 The inner theater of Sam's daughters 236 What if? 239 Endnotes 240 12 Putting Family Business Intervention Into Practice 241 The Family Action Research Process 242 The succession conundrum 243 The role of the outside adviser 271 Advice to families seeking help 271 The benefits of a psychodynamic systems perspective 274 Final words 275 Endnotes 276 Appendix 1: Developing a Business Family Genogram 277 Creating the genogram 277 Therapeutic applications of the genogram 278 Using the genogram to identify family scripts and themes 279 How genograms improve communication 282 Endnote 282 Appendix 2: the Clinical Rating Scales And the Circumplex Model 283 How the CRS work 284 Endnote 287 Index 289
Rezensionen
"...explores the reasons why some family businesses are dysfunctional - and how to cure them." (The Guardian, Saturday 15th September 2007)
"fascinating new book" (The Independent, Tuesday 9th October 2007)
"a unique insight into the subject." (Guardian Unlimited guardian.co.uk, Thursday 13th December)
"You'll find this book well worth reading" (Edge, February 2008)
"...an insight into addressing key family buisness issues." (Gulf Buisness, February 2008)
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