The case for not interpreting unconscious mental life in consulting to organizations

DESPITE differing theoretical orientations in psychoanalysis, there is general agreement that its distinctive feature among all therapies is its attempt to bring to consciousness mental conflict that is unconscious. Does this distinctive feature of psychoanalysis apply in organizational consultation? I argue that unlike clinical psychoanalysis, more harm than good occurs when consultants attempt to interpret unconscious material to clients in organizations. The main use of psychoanalytic psychology in consulting work is for observation and understanding on the part of the consultant, who as an advisor presents recommendations aimed at enhancing rationality.