How Integrating Organizational Theory With Systems Psychodynamics Can Matter in Practice: A Commentary on Critical Challenges and Dynamics in Multiparty Collaboration

Prins’s article (2010) exemplifies how a systems psychodynamic orientation can contribute to our understanding of those interorganizational phenomena known as multi-agency collaborations. She demonstrates the descriptive and explanatory poten-tial of incorporating this particular type of theory into well-executed qualitative research for organizational change as it is underway. Her findings highlight key points of diffi-culty in an initial year of a cross-boundary project. It is precisely the apparent quality of the research and consultancy that makes this case study useful for purposes of heu-ristic and academic discussion. A thoughtful design and rigorous implementation of longitudinal analysis, during 12 months worth of change processes (Prins, 2010, Figure 2), allows Prins “to docu-ment the process ” (p. 285). Her consulting colleagues handled the organizational development and change (OD&C). They designed an intervention strategy that can be understood as applying theory about multi-agency collaboration while also enacting consultancy competence. The phased methodology, main events, and challenges (Prins, 2010, Figure 3) are presented in an accessible way. The rich, thick description reveals unfolding action so that the reader can join the author in thinking about what did or did not happen and why