Some comments on Bernard and White's use of the public private, unconscious trichotomy in the analysis of roles and role relationship
Article Abstract:
In a commentary on Bernard and White's (B-W) article on person-role conflict in the March 1986 issue of Group and Organization Studies, the author commends B-W for the usefulness of their trichotomy of role levels for both analysis and teaching. However, a more balanced appraisal of the organizations discussed by B-W is called for, one that would identify the people who were struggling to overcome the destructive role relationships identified. Finally, too strong a commitment to complementary, healthy role relationships as called for by B-W is inadvisable, because such a view overlooks the fact that a conflict between the various roles can be a significant source of productivity and creativity.
Publication Name: Group & Organization Studies
Subject: Psychology and mental health
ISSN: 0364-1082
Year: 1986
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The future of American organizations: an interview with Marshall Sashkin
Article Abstract:
A major concern of US businesses, schools, and executives is the future of management at US corporations and the role played by organization development (OD) professionals. In this interview, OD author and consultant Marshall Sashkin suggests some ways in which the US can improve its competitive position in the global economy. Sashkin emphasizes that effective managers need to have strong skills in problem-solving, and an understanding of group processes and decision-making. Sashkin believes that emphasis on short-term profits is counterproductive, and liquidates the corporation's long-term assets.
Publication Name: Group & Organization Studies
Subject: Psychology and mental health
ISSN: 0364-1082
Year: 1987
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The relationship between person-role conflict and systems dysfunction
Article Abstract:
In order to examine the conflicts between people's public role within an organization, their private roles, and their unconscious desires, two organizations are scrutinized: a school for the gifted and a private psychiatric hospital. In both situations, unresolved tensions between public roles and private inclinations led to inefficient performance. It is concluded that for an organization to flourish, the relationship between the public, private and unconscious dimensions of the workers' roles should be complementary, not adversarial.
Publication Name: Group & Organization Studies
Subject: Psychology and mental health
ISSN: 0364-1082
Year: 1986
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