In a special issue that firmly addresses itself to space and time, we choose to discuss enacted concepts that we see lend themselves to the building of binary opposition and thinking as space and time become blended such that one has difficulty remembering what has happened to space in 'such a short period of time'. As such, the impetus for this paper has less to do with space or time than it does with inquiry into human relationships. That being said, we strive to learn more about space and time by looking at relationships humans have with themselves, each other and with organisations. When we say we have to “watch our selves”, we at the same time, mean this in at least three different ways. In the first place, to watch our selves means to become aware of the potential space and time have as experiences that shape the way we think and comprehend our worldviews -- our psyches' spaces -- before we act to shape our worlds.

In July 2005, the 4th International Critical Management Studies Conference was held at
Cambridge University and it contained a stream on space and time in organizations. In the
call for papers, the stream convenors -- the editors of this special issue -- made it clear,
that outstanding papers would be considered for publication in this journal and the
Journal of Organizational Change Management (see Carr & Hancock, 2006). The papers
in this volume represent what the editors' and reviewers' believe were outstanding
papers that raised significant issues for organization studies beyond a tight focus on the
management of change.

As a boy, summering with his extended family in Kennebunkpoti, Maine, George W. Bush was Boss Cousin: the oidest in a swarm of his own brothers (and sister) and the sons and daughters of his aunts and uncles. They played games all day, from tag to tennis to basketball. George, one of the players told me years later, very much liked to win — and, as oidest sibiings always do, wrote the ruies (or rewrote) them to guarantee it. That's the way he prefers to operate even now. Kart Rove, the president's longtime political consigllere, calls them 'game-changing moves'. Bush tikes to outmaneuver his foes by using his dout to change the game itself It's worked many times. (Fineman, 2002).

This article revisits and seeks to add to some of the author's earlier work to highlight, once again, the manner in which art is able to return our gaze and induce critical reflection. In line with Herbert Marcuse's notion of "The Great Refusal", it is suggested that art has the potential to help us 'see' anew that which is familiar, the everyday, the banal. Drawing upon the work of the surrealist art movement, the paper highlights the manner in which an "estrangement-effect" is created that gives us sufficient distance to reflexively consider the taken-for-granted. The techniques used by the surrealists are shown to have their parallels in the work of some who occupy a 'space' in the field of organisation studies. The author argues the case that the field of organisation studies needs to recognize and protect this space of refusal.

This is a guest editorial to the TAMARA JOURNAL special issue, Art & aesthetics of the unconscious.

This article revisits a previously published case study of group dynamics that related to when a leader dies (or is absent). The conceptual lens used to re-read these group dynamics, is one derived from psychoanalysis and specifically features the notion of the death instinct and the work of C. Fred Alford. The paper frames its discussion of the case study using Alford's five dramas of “acting out the missing leader”. Like a drama, the paper locates the case study as a series of acts and scenes with a specific psychodynamic script that is being played-out. The paper has broader implications than simply “When a leader dies” as the discussion speaks to an understanding of larger leader - follower behaviour.