Downloadable Resources

Over a period of more than twenty years, Martin has written extensively on the topics of organizational effectiveness, team effectiveness, group and organizational dynamics, experiential learning and adventure therapy. A list of many of Martin's publications can be found in the main menu Publications.

Below we offer you access to the publications for which copyright permission is held by the author or has been obtained to allow open access.

Thinking in Groups and Teams: A new (2017) on-line free special issue of an Italian Group Analytic Journal. 

This is a collection of papers that includes some of the foremost thinkers on this topic. The link to the pdf journal issue is here: Special issue on thinking in groups and teams


The Therapy in Human Connections - further reading

This very selective reading list is a result of participants in the above workshop asking where to find relevant published material. Click here for a 2-page Word document.


Reflective Space

This process enables teams and team members to surface and work with material that would otherwise remain out of awareness and could potentially clutter the emotional and psychological functioning of the team and hence reduce its overall effectiveness. Download a short description here. 

 

Thinking Space

The notion of 'thinking space' is based on the principle that Groups, teams and other collectives need certain conditions in order to be able to think together successfully. 

A one-page summary of the principles of thinking space

This is a short document that I provide to client organizations when I have run sessions to assist them to develop thinking spaces in their organizations. (For more information on thinking spaces see the published material that is listed in my bibliography elsewhere on this web site.) 

Organizational Effectiveness and Leadership

The clever use of Clever People: Harnessing collective knowledge and intelligence in teams and organizations [Note, this is a large file: 18Mb so you may be advised to go for a cuppa while it downloads]

This is a PDF of a presentation hosted on January 23rd 2013 by the Australian Psychological Society College of Organizational Psychologists: The University of Western Australia Club, Crawley, WA. The presenters notes for the talk as well as PowerPoint slides are incorporated in the document. 

Abstract: Billions of dollars are spent every year by Australian businesses seeking talent that is deemed "best and the brightest" of their peer group. While the relationship between cognitive ability and individual job performance is fairly well researched, far less is known about how to most effectively harness the combined intellectual horsepower of a group of high performers.

In this presentation, readers can expect to be provided with a framework of principles and techniques that they can apply to enable group and team members to mobilise their collective knowledge and intelligence to get the job done - whaterver the job is.   

Title: Consulting to catastrophic breakdown in inter-team relationships: Using an “opinion bubbles” framework. 

This paper (Conference presentations) outlines a conceptual model for understanding conflict in organizations and some of the ways in which very serious conflict can be addressed without litigation or even mediation. The paper is written from the perspective from a consultant but nonetheless is likely to be particularly useful for anyone who seeks to work in a constructive way with conflict. 

The presentation was given at the 2012 Annual Symposium of the International Society for the Psychoanalytic Study of Organizations ( www.ispso.org ); July, in San Diego, USA.

An unpublished outline of an innovative system for working with severe conflict in organizations.

This brief document outlines a system that I use for dealing with severe conflict in organizations.  

Leadership for Collective Thinking in the Work Place (2007)

This article outlines in simple terms factors that leaders need to take into account if they want to maximise the way in which their teams make use of their collective knowledge and intelligence - a fundamental issue in work places. This is essential reading for anyone who wants to be a part of an effective organization.

Ringer, T. M., & Robinson, P. (1996). Focus and strategic action in management: using a systemic model of organizational culture to inform managerial actions. Work Study, 45(6), 5 - 16.

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 organization'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 complexity, 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.

Robinson, P., & Ringer, T. M. (1999). Caught disaster: Using the layered systems model as a diagnostic tool for wayward software projects. Work Study, 46(1), 211-217.

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, organizations, and teams. The model acts like a series of ``filters to perception'' to assist managers to assess how well an organization is functioning at each level. It can be applied to large organizations, 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.

Personal effectiveness in the professional role

Doing a good job...

A presentation outlning the basic elements of doing a good job for consultant facilitators. Emphasises the need for self-monitoring and to take the unconscious seriously. 

A pdf file of a powerpoint presentation. Presented at "Red Hot Bananas Masterclass" SpaceCubed, 45 St Georges Tce, Perth, Western Australia on December 1, 2012. 

Emotions

This article explores the existence and function of emotions and intuition in the work place. Download

Bullies in the workplace

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

Conflict at work

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....

Fishing with Maui: Working with Depth Issues in Management Consulting. A presentation to the NZ Psychological Society Conference, Auckand University August 2001.

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.

Ringer, T. M. (1999). Two vital aspects in the facilitation of groups: Connections and containment. Australian Journal of Outdoor Education, 4(1), 5-11.

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.)

Ringer, M. & Gillis, H. L. (1995). Managing psychological depth in adventure programming. Journal of Experiential Education, 18 (1), 41-51

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

This is a critique of 'paint-by-numbers' types of facilitation.