
There is an apocryphal tale – which happens to be true as well – that tells of a BBC reporter in Northern Ireland at the height of the troubles in the late 1980s. He was trying to explain, live on air, to the news anchor in London, the intricacies of the politics, religion, violence and tribalism, with the law, police and paramilitaries all thrown in for good measure. It was a tragic-yet-hopeful complex spaghetti of issues and events, and hard to explain in one report. So here is how he summed it all up: “Anyone who thinks they understand what is going on around here clearly hasn’t grasped the situation”. Quite. If you thought you understood what was happening, you would really need to think again.
Any clergyperson who has acted as the chair of a Parochial Church Council will know the experience of trying to find common ground amid a cacophony of opinions. On contentious matters, it is seldom possible to arrive at the point where we can say that this is the undisputed unanimous position of the whole group. In spite of Paul pleading for Christians to be of ‘one heart and one mind’, this seldom is the reality we find in practice. Many decisions, which go to a vote, have a substantial minority grumbling that what has been decided is wrong.
The academic study of group behaviour is not one that is familiar to most people. Some of the insights which can be discerned from these studies are nevertheless fascinating and useful for the Church. We sometimes want to forget the untidiness and even unpleasant dynamics that can exist even in ordinary committee work. As long-term readers of this blog will know, I have always been interested in the way groups function. What happens in a committee or a congregation is sometimes in complete contrast to what individuals say they want. When we recently looked at the writing of Le Bon and his 19th century studies of the crowd, we discovered that the normal consciousness of individuals is sometimes compromised or changed when they become part of a large group. Freud picked up this theme, noticing the way that primal unconscious processes could erupt into the conscious mind of members of a crowd. He theorised that a group like the church or the army would have a corporate super ego. This would, in a group setting, replace the one used by the individual. The army operated smoothly because a Commander in Chief was making the decisions about what were the important tasks for that army to perform. In Freud’s understanding, the person of Christ was the guiding principle, or super-ego, operating within the Christian. This created a stability of belief and practice. Freud’s observations are interesting regardless of whether we agree with them. They show him taking seriously the corporate aspect of human awareness as well as that of the individual. His speculations about the unconscious dynamics that operate within a crowd/mob, sometimes involving violence, helped his successors to an understanding of the phenomenon of fascism in the 30s.
Another pioneer of group studies, Wilfred Bion, deserves our attention. He was working with groups of officers invalided home during the Second World War. These had been incapacitated by some kind of mental trauma. Bion’s task was to rehabilitate them so that they could function once again and continue to make their contribution to the war effort. He decided on an experiment. This was to put the men into groups so that they could learn to work together and accomplish simple tasks which would involve cooperation. These Bion work groups were initially thwarted by resistance from the members of the group. Bion went on to analyse what was really going on, and how it was stopping the men working together. He called these processes of resistance, which were impeding the work tasks, basic assumptions. These basic assumptions were a kind of group mental attitude which they all shared. Put another way, the group members were acting out of a group mind, resisting doing the tasks which the group were being given. Two of these basic assumptions can be mentioned here. One is a tendency of a group always to look around to find someone to be their leader. This is, in itself, an avoidance tactic. It makes one person responsible for what goes on so the others can sit back. The second basic assumption is what Bion called fight or flight. This is a tendency for all members to use the group to look for and struggle against perceived enemies. This hostility towards another group (real or imagined) is irrational but it is a successful way of relieving primal anxieties about identity of the group. It certainly succeeded in the temporary undermining of the group tasks which were the whole point of Bion’s groups.
The study of basic assumptions and the way that these unconscious processes erupt into the work of groups, large or small, is something which was closely studied in the 70s and 80s. The Tavistock Clinic invested a great deal of energy and manpower into studying and experimenting with such groups. Sadly, from the point of my own interest, this area of study seems to have become far less fashionable over the last 20 years. It may account for the way that fewer people are on the look-out to notice the way that unconscious processes are at work in many group situations. People do not want to see how often group dynamics are rife in institutions and workplaces, including the churches. The former Dean of Westminster, Wesley Carr, was interested in this material but, since his death, I am not aware of anyone in the churches who is interested in this important class of research and study. When we, of an older generation who were aware of these interests, observe dysfunction in church groups and institutions, we are reminded of the relevance of this theoretical material to church conflicts.
One group in the news at the moment is the Governing Body of Christ Church at Oxford. Obviously, we only know what they choose to tell us about the conduct of their meetings, but it is hard not to speculate about the dynamic of these meetings. We would expect that they behave in a way similar to any other group with 60+ members. Some will be happy to sit back and listen to the activist core which is driving the agenda without expressing any opinion. They will let decisions be made on their behalf, as long as it does not touch or affect them too much outside the meetings. The second basic assumption of fight or flight will provide the group energy which is needed to pursue the vendetta against the Dean. Probably only a tiny number will personally have any deep irrational dislike of the Dean, one which has created so much malevolence. Nevertheless, some of that hatred may have spilled beyond the core. Even the most intelligent members of a large group may find something attractive in being sucked into doing what many groups enjoy most, hating a scapegoat. What I write here is, of course, speculation, but I understand that a toxic environment has indeed spread over parts of the college. Unconscious negative forces, the kind described by Le Bon, Freud and Bion are alive and well in twenty-first century Oxford.
Among the press releases put out by Christ Church for the consumption of the public is one that I am still puzzling to make sense of. However, we believe that an external, independent review will provide further reassurance about the decisions that were taken, and a way forward for all involved.” This statement contains two ideas that are mutually incompatible. The first of these is the word ‘independent’ and then it is closely followed by the words ‘will provide further reassurance about the decisions’. How can any group suggest what an independent review should provide? Although the statement is slightly qualified by the words ‘we believe’, there should be here a stronger commitment to this independence. Independence has to guarantee that any conclusion will be in accordance with the facts and the judgement of the one doing the review. Was this statement written by a fairly junior and inexperienced member of a reputation management company? It certainly does not suggest any detailed care for the reputation of the institution issuing it.
Declining academic interest in group dynamics over the past 20 to 30 years has meant that most people are now blind to the possibility for organisations like colleges and the churches to act irrationally. Bion, sixty years ago, wanted us to see how these unconscious, irrational and destructive forces can take hold in group functioning. When we talk about independence in evaluating groups and their behaviour, we mean rising above and beyond the hatreds and behaviours indulged in and fostered within much institutional life. When such irrationality becomes dominant in an institution, as it seems to be doing in Christ Church at present, calm analytical minds need to be brought in to show the difference between passionate feeling and factual material. Such judgement and stability must come from the outside.
Looking at the College from the outside, gleaning material provided by the Press and by Private Eye, we see an institution apparently bent on self-destructive behaviour. These, we believe, are driven by the unconscious processes identified by Bion and will, over a period of time, do enormous damage to the College. It may be said of Christ Church Oxford in a history written about the College many years hence. 2018 to 2022 was a period of corporate institutional insanity. No one seemed to understand what was going on and the College took some time to recover. One thing we certainly hope not to read is that the dysfunctions of the time swept away the Dean of the College.