The Fear Factor:The Fallacy of Imagination and the Power of Truth!

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Organizations demand, on the one hand, cooperative endeavor and commitment to common purposes. The realities of experience in organizations, on the other hand, show that conflicts of interest exist among people who ultimately share a common fate and are supposed to work together. What makes business more political and less ideological and rationalistic is the overriding importance of conflicts of interest. If an individual or group is told that his job scope is reduced in either absolute or proportional terms for the good of the corporation, he faces a conflict.

Should he acquiesce for the idea of common good or fight in the service of his self-interest? Any rational man will fight how constructively depends on the absence of neurotic conflicts and on ego strength. His willingness to fight increases as he comes to realize the intangible nature of what people think is good for the organization.

And, in point of fact, his willingness may serve the interests of corporate purpose by highlighting issues and stimulating careful thinking before the reaching of final decisions. Conflicts of interest in the competition for resources are easily recognized, as for example, in capital budgeting or in allocating money for research and development. But these conflicts can be subjected to bargaining procedures which all parties to the competition validate by their participation. The secondary effects of bargaining do involve organizational and power issues.

However, the fact that these power issues follow debate on economic problems rather than lead it creates a manifest content which can be objectified much more readily than in areas where the primary considerations are the distributions of authority. In such cases, which include developing a new formal organization structure, management succession, promotions, corporate mergers, and entry of new executives, the conflicts of interest are severe and direct simply because there are no objective measures of right or wrong courses of action.

The critical question which has to be answered in specific actions is: Who gets power and position? This involves particular people with their strengths and weaknesses and a specific historical context in which actions are understood in symbolic as well as rational terms. To illustrate:. The fact that Knudsen subsequently was discharged from the presidency of Ford an event I shall discuss later in this article suggests that personalities and the politics of corporations are less aberrations and more conditions of life in large organizations.

But just as General Motors wants to maintain an image, many executives prefer to ignore what this illustration suggests: that organizations are political structures which feed on the psychology of comparison. To know something about the psychology of comparison takes us into the theory of self-esteem in both its conscious manifestations and its unconscious origins. Besides possibly enlightening us in general and giving a more realistic picture of people and organizations, there are some practical benefits in such knowledge. These benefits include:. Organizational life within a political frame is a series of contradictions.

It is an exercise in rationality, but its energy comes from the ideas in the minds of power figures the content of which, as well as their origins, are only dimly perceived. It deals with sources of authority and their distribution; yet it depends in the first place on the existence of a balance of power in the hands of an individual who initiates actions and gets results.

It has many rituals associated with it, such as participation, democratization, and the sharing of power; yet the real outcome is the consolidation of power around a central figure to whom other individuals make emotional attachments. The formal organization structure implements a coalition among key executives. The forms differ, and the psychological significance of various coalitions also differs. But no organization can function without a consolidation of power in the relationship of a central figure with his select group.

The coalition need not exist between the chief executive and his immediate subordinates or staff. It may indeed bypass the second level as in the case of Presidents of the United States who do not build confident relationships within their cabinets, but instead rely on members of the executive staff or on selected individuals outside the formal apparatus. The failure to establish a coalition within the executive structure of an organization can result in severe problems, such as paralysis in the form of inability to make decisions and to evaluate performance, and in-fighting and overt rivalry within the executive group.

When a coalition fails to develop, the first place to look for causes is the chief executive and his problems in creating confident relationships.

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But in any failure the place to look is in the personalities of the main actors and in the nature of their defenses which make certain coalitions improbable no matter how strongly other realities indicate their necessity. But defensiveness on the part of a chief executive can also result in building an unrealistic and unworkable coalition, with the self-enforced isolation which is its consequence.

One of the most frequently encountered defensive maneuvers which leads to the formation of unrealistic coalitions or to the isolation of the chief executive is the fear of rivalry. A realistic coalition matches formal authority and competence with the emotional commitments necessary to establish and maintain the coalition.


People become suspicious of one another, and through selective perceptions and projections of their own fantasies create a world of plots and counterplots. The displacement of personal concerns onto substantive material in decision making is potentially the most dangerous form of defensiveness. The need for defenses arises because people become anxious about the significance of evaluations within existing power coalitions.

But perhaps even more basic is the fear and the rivalry to which all coalitions are susceptible given the nature of investments people make in power relations. While it is easy to dismiss emotional reactions like these as neurotic distortions, their prevalence and impact deserve careful attention in all phases of organizational life.

All individuals and consequently groups experience areas of stress which mobilize defenses. The fact that coalitions embody defensive maneuvers on those occasions where stress goes beyond the usual level of tolerance is not surprising. An even more serious problem, however, occurs when the main force that binds men in a structure is the need to defend against or to act out the conflicts which individuals cannot tolerate alone.

Where coalitions represent the aggregation of power with conscious intention of using the abilities of members for constructive purposes, collusions represent predominance of unconscious conflict and defensive behavior. In organizational life, the presence of collusions and their causes often becomes the knot which has to be unraveled before any changes can be implemented. The collusion of latent interests among executives can become the central theme and sustaining force of an organization structure of top management.

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The themes vary just as do the structures which make a collusion. Thus one common theme is the need to control; another is the need to be admired and idealized; and still another is the need to find a scapegoat to attack in response to frustrations in solving problems. If people could hold on to and keep within themselves areas of personal conflict, there would be far fewer collusions in organizational life.

But it is part of the human condition for conflicts and needs to take over life situations. As a result, we find numerous instances of collusions controlling the behavior of executives. The result of this collusion, however, was to create a schism between headquarters and field operations.

Some of the staff members in the field managed to inform the board members of the lack of attention to and understanding of field problems. Discontent grew to such an extent that the board placed the president on early retirement. Subsequently, the new president, with the support of the board, decentralized authority and appointed new division heads who were to make their offices in divisional headquarters with full authority to manage their respective organizations.

One of the lingering problems of the new president was to dissolve the collusion at headquarters without wholesale firing of vice presidents.

Truth - Wikipedia

Just as power distributions are central to the tasks of organizational planning, so the conservation of power is often the underlying function of collusions. He also tacitly encouraged each supervisor to go along with whatever cliques happened to form and dominate the shop floor. However, over time a gradual loss of competitive position, coupled with open conflict among cliques in the form of union disputes, led to the dismissal of the vice president. None of his successors could reassert control over the shop, and the company eventually moved or liquidated many of the operations in this plant.

Faulty coalitions and unconscious collusions, as I have illustrated, can result from the defensive needs of a chief executive. These needs, which often appear as a demand on others to bolster the self-esteem of the chief executive, are tolerated to a remarkable degree and persist for a long time before harmful effects become apparent to outside stockholders, bankers, or boards of directors which ultimately control the distributions of power in organizations.

Occasionally, corporations undergo critical conflicts in organizational politics which cannot be ignored in the conscious deliberations which affect how power gets distributed or used.

The second portrays the predominance of paranoid thinking, where distortions of reality result from the surfacing of conflicts which formerly had been contained in collusions. The third portrays a ritualistic ceremonial in which real power issues are submerged or isolated in compulsive behavior but at the cost of real problem solving and work.

The chief executive in a business, along with the heads of states, religious bodies, and social movements, becomes an object for other people. It is obvious that a chief executive is the object because he controls so many of the levers which ultimately direct the flow of rewards and punishments. But there is something to say beyond this obvious calculation of rewards and punishments as the basis for the emotional attachments between leader and led as object and subject.

Where a leader displays unusual attributes in his intuitive gifts, cultivated abilities, or deeper personal qualities, his fate as the object is governed by powerful emotions. What makes for strong emotional attachments is as much in the need of the subject as in the qualities of the object. In other words, the personalities of leaders take on proportions which meet what subordinates need and even demand. If leaders in fact respond with the special charisma that is often invested in them at the outset, then they are parties to a self-fulfilling prophecy.

Of course, the qualities demanded have to be present in some nascent form ready to emerge as soon as the emotional currents become real in authority relationships.

Descartes's Imagination

The emotional attachments I am referring to usually contain mixtures of positive and negative feelings. If the current were only of one kind, such as either admiration or hostility, then the authority relationship would be simpler to describe as well as to manage. All too often, the way positive feelings blend into the negative sets off secondary currents of emotion which intensify the relationships. On the one side, subordinates cannot help but have fantasies of what they would do if they held the No. Such fantasies, besides providing fleeting pleasures and helping one to regulate his ambitions, also provide channels for imaginative and constructive approaches to solving problems.

Interest Conflicts

It is only a short step from imagining what one would do as chief executive to explaining to the real chief executive the ideas which have been distilled from this flight into fantasy. If the chief executive senses envy in back of the thoughts, he may become frightened and choke off ideas which can be used quite constructively. But suppose a situation arises where not one but several subordinates enjoy the same fantasy of being No.

Suppose also that subordinates feel deprived in their relationship with the chief executive?