Resumo

Freud's concept of the death drive, representing self-destructive tendencies and compulsive repetition, can influence organizational behaviors. Integrating psychoanalytic concepts, particularly death drive, with organizational theory helps leaders understand and manage unconscious motivations driving repetitive and potentially detrimental actions. This interdisciplinary approach offers a conceptual model and framework for improving leadership, fostering innovation, and enhancing adaptability within organizations.

Repetition within organizations ensures stability and efficiency but can lead to rigidity and resistance to change. The death drive, as described by Freud, can manifest in organizational behaviors, perpetuating routines that hinder innovation. This study explores how integrating psychoanalytic theory with organizational practices can illuminate unconscious motivations and provide strategies for creating adaptive spaces that promote ambidexterity.

Organizations often exhibit resistance to change due to deeply ingrained repetitive behaviors and routines. This inertia, influenced by the death drive, stifles innovation and adaptability, leading to stagnation. Understanding the psychological underpinnings of these behaviors is crucial for addressing resistance and fostering a culture that balances stability with flexibility.

Leaders can create adaptive spaces within organizations, facilitating the free flow of information and ideas. By promoting psychological safety, cross-functional collaboration, and environments for experimentation, leaders can channel the energy of the death drive into positive, creative activities. This involves integrating psychoanalytic concepts, particularly death drive, with leadership practices to enhance organizational resilience and innovation.

Adaptive spaces promote innovation and adaptability by allowing the expression and transformation of repetitive behaviors. Organizations that implement these strategies see increased responsiveness to change, higher employee engagement, and enhanced overall effectiveness. The proposed conceptual model and framework help leaders balance stability with flexibility, fostering a dynamic and resilient organizational culture.

Integrating psychoanalytic theory with organizational practices bridges individual psychological dynamics and collective organizational behaviors. This approach provides leaders with tools to understand and manage unconscious motivations, fostering a culture of innovation and adaptability. The interdisciplinary framework enhances leadership practices and contributes to developing more resilient and effective organizations.