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Abstract
This article explores a consultation to a financial services firm that lost 39 percent of its employees in the World Trade Center on September 11, 2001. The consultation required both psychological and organizational work in a way that contributes to the evolving concept of the “organizational clinician.” This orientation leads to the conclusion that organizational consultants should be trained in clinical concepts (i.e., identity formation, transference-countertransference, and security needs) and that psychologists working in organizations should be trained in organizational development-systems concepts (i.e., mission, strategy, structure, performance, role, task, and authority). Cross-fertilization between clinicians and organizational consultants is especially necessary when working with organizations that have been traumatized or are experiencing change. This article reviews the work completed to help this firm's management, employees, and families grieve, recover, and succeed. It concludes with a look at the skills and competencies required to be an organizational clinician.
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Notes on contributors
Marc Maltz
Marc Maltz, M.B.A., past co-director, Organization Program, William Alanson White Institute; partner, TRIAD Consulting Group LLC.
