Overview
In many organizations, structural ambiguities and the inaccessibility of authority can lead workers to make unrealistic, anxiety-ridden assumptions about their superiors and peers. Consequently, bureaucracies, which aim to make problem-solving impersonal and rational, often end up fostering attitudes that elevate the importance of personal relationships and make problem-solving difficult. Unconscious concerns lead people to exaggerate risks, focus on self-defense, and avoid initiative.
Drawing on case studies and extensive interviews with planners and administrators, this book reveals the underlying psychological structures of bureaucratic organizations, showing how they may hinder members' abilities to identify problems, analyze information, and make and implement decisions. Baum takes an interdisciplinary approach, combining practical issues (decision-making, planning, problem-solving, advising) with psychological issues (motivation, group phenomena, unconscious assumptions, transference, scapegoating), and presenting guidelines to help professionals accomplish goals more rationally.
This book will be of interest to practitioners, researchers, and graduate students in the fields of planning, public administration, organizational consultation, management, and organizational and social psychology.