This article aims to explore how group analytic and psychodynamic theory and concepts can contribute to our understanding of what is activated at a human level during mergers and acquisitions (M&As), focusing on endings and loss. It is hoped this understanding will better equip those working in the field to deliver a more ‘regenerative’ than ‘murderous’ outcome. Along with other writers (Hirschhorn, 1990; Bunker and Alban, 1992), the author’s view is that such theory can offer unique insights into human behaviour at an unconscious level, in an organization experiencing major change. By gaining deeper insights into the inner turmoil generated by such change, people may be helped to navigate the tricky terrain of the unconscious and become better equipped to heal and move forward in their own and their organization’s development.
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