Dublin Counsellor Blog

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13 May

Workplace Wellbeing Dublin

employee wellbeing dublin

70% of US employees do not feel “engaged” at work according to a 2013 Gallup poll. Tony Schwartz, CEO of The Energy Project, a firm working with Fortune 500 companies to improve employee morale and performance, says this workplace phenomenon is happening across the globe.

He says employees are demoralized and discouraged because their four core needs are not being met:

  • Physical – “opportunities to recharge at work”;
  • Mental – “being able to focus on the most important tasks and define when and where they get their work done”;
  • Emotional – “feeling valued for their contributions”;
  • Spiritual – “doing what they enjoy most and feeling connected to a higher purpose at work”.

Conscious Capitalism

New York-based Schwartz, whose clients include Google, Facebook, Coke, eBay and Nestle, says “we need a conscious kind of capitalism.”

Schwartz applies the lessons he teaches to his own company: employees work in 90 minute intense periods then take a break and don’t answer emails in the evenings or weekends.

Profits Doubled

“The best way to produce is to not work continuously. You’ll get more done in less time in a sustainable way. When employers meet those core needs, employees perform better for longer and more happily. (And) we’ve doubled our profits for four years consecutively,” he says.

Workplace Wellbeing Dublin

Workplace wellbeing in Dublin can learn this lesson: If core needs are not met, employee disengagement, either through lower productivity or absenteeism, will undermine the company. Sustainable work practices and optimal personal support will provide the win-win for both employee wellness and the company’s profits.

Employees see counselling/psychotherapy as the key provision for employee wellbeing. 76% of Dublin workers feel there is a need for counselling in the workplace. (Irish Association for Counselling and Psychotherapy, IACP, survey 2013)

Either on site or externally, I can provide cost effective counselling to both staff and management in the Dublin area.

For a wider description of the psychological services that I can offer to assist your workplace wellness, please see https://thomaslarkin.ie/corporate-counselling-dublin/

Or call me today to see how psychotherapy/counselling can work for your business.

Dublin Counsellor Blog

phone: 0857283697 | email: [email protected] | ← Back to Home

12 May

Psychodynamic Supervision Dublin

Psychodynamic supervision dublin

Psychodynamic supervision deals with unconscious dynamics in the supervisor, the supervisee and the client. This unconscious material manifests in transference, counter-transference and parallel process.


Supervisee transference onto the supervisor has to be named for the supervisee to look at in personal therapy. If it is not named, the supervisee’s own personal issues can be interfering with the work with the client. However, personal issues can be addressed in supervision when it increases the potential of the client work. After all, psychotherapists literally are their jobs so space to look at themselves in relation to their client is important.


This process helps the supervisee to distinguish between their counter-transference regarding their client and their own personal issues. The process of being able to identify and separate these is part of the development of the supervisee’s own ‘internal supervisor’.

Parallel Process

Parallel process is the unconscious parallel of the therapist/client relationship. The supervisor becomes the therapist and the supervisee literally becomes the client; a space for the supervisee to walk in their client’s shoes for a time, register how that feels and take the learning from it.

The supervisee will unconsciously mimic the client to show the supervisor how the client is in a session. The origin of this is from our own childhood and mimicry at play: ‘Children play hardest at games and repeat those games most often when they are trying to come to terms with some experience which is painful or are trying to master the anxiety aroused. (Mattinson, 1975, P. 43 and 44). Therefore, in supervision, the supervisee ‘in his attempt to describe what he cannot put into words, he unconsciously mimics.’ (Mattinson, 1975, P. 45) For a supervisor, it is the behaviour out of character with the supervisee that identifies the client and their behaviours.

Psychodynamic Supervision Dublin

For a wider description of how supervision works, check out http://www.thomaslarkin.ie/counselling-supervision-dublin/

email: [email protected] | tel: 085 7283697 | © Thomas Larkin 2014