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 has been obtained to allow open access.
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.
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.
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.
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
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
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.)
THIS PAPER IS APPROXIMATELY 1.3 MB
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.
