Exploring parallel process within post-separation service organisations : the client, worker and organisation divorce

The complex unconscious processes that arise in human service organisations make them at risk of parallel process, a phenomenon where patterns of interaction originating in one setting are reflected, or repeated, in another. Without suitable reflective practices, workers risk enacting behaviour that originated with clients in other interactions. Client and worker interpersonal dynamics combine with the structure and work practice of an organisation to influence how potential parallel processes can be enacted. within the context of service provision to families affected by separation or divorce, Amanda Webb considers how clients, workers and organisations risk participating in unconscious processes. Active steps to prevent negative flow-on effects of parallel processes in the workplace are examined at individual practitioner, supervisory and organisational levels. Where parallel patterns of client behaviour occur widely in groups and teams, a managerial call to action is needed. Practical examples are drawn from the author's experience of working in, and consulting to, post-separation agencies over the past five years