Bion’s Legacy to Groups by Parthenope Bion Talamo

By Parthenope Bion Talamo

Bion's research of teams and crew strategies has an analogous caliber as Freud's discovery of transference or Klein's paintings in baby research. the best way he observed the emotional lifetime of the person within the crew, significantly his personal, spread out new territory for exploration, a going "beyond the confines", and this assortment seeks to list a debt to that new exploration.

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Rice and within the culture at large as more and more emphasis is being given to collaborative and facilitative leadership models. McGarrigle (1992) and Culver (1995) investigated these four basic orientations further by examining in detail the actual interventions made by consultants with different orientations and their impact on the group process and member learning. More such follow-up research is needed to develop further our understanding of consultancy, the requisite competencies, and the relationship among values/orientations, behaviour, and impact.

54). 2. Learning from experience, required for development, entails 1. 'It was not until 1966, when, at the suggestion of a friend and fonner fellow graduate student, Marshall Edelson, I attended a 12-day group relations conference conducted by A. K. Rice and Margaret Rioch at Mt. Holyoke, that Bion's work on groups came alive for me. In 1968, as programme chair for the Illinois Croup Psychotherapy Society, I invited Margaret Rioch (1970) to address us on the rationale and methods of group relations conferences in the Tavistock tradition.

What kind of leadership enables a group to manage its ba activity and productively transform these energies on behalf of task achievements, adaptation, and the accomplishment of sophisticated learning? What forces move a group from one basic-assumption mode to another? Are other clusters of affects and influences operative as other ba activities? Bion offers examples of interventions as well as a number of guidelines (Lipgar, 1993a). He states explicitly that "interpretation" is primary and is the strongest contribution the analyst/ consultant makes to the group's ability to work.

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