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In this article the author uses Harry Stack Sullivan's theory of social psychiatry and various psychoanalytic applications of organizational theory to suggest to what extent bureaucratized human relations and formal organizational stuctures are products of the psyche and thereby perpetuated by people. A central theme is that bureaucracy enhances the structural manifestation of embedded defensive operations of the person. Asserting the dominance of security needs as motivating forces over other human needs, Sullivan's psychiatry uncovers a serious paradox for students of organizational behavior and development interested in directing the course of bureaucratic reform and organizational change. This article directs future empirical research on the topic of interpersonal and organizational resistance to change and psychological reliance on bureaucratic styles of management.

Fatherhood on the horizon -- A father is born -- Fathers introducing, toddlers to the world -- Guiding boys toward the world of men -- Encouraging mastery, competence, and pride in middle childhood -- From hero to fallen hero -- Coaching from the sidelines -- Man to man -- Reversing roles in later life -- Epilogue: The arc of life

We start with the premise that organizations are processes of human behavior that are experienced as experiential and perceptual systems governed by unconscious processes. This starting point leads us to discuss psychoanalytically informed organizational perspectives as a means of understanding how psychological reality shapes organizational dynamics. In particular, we argue that psychoanalytic organizational diagnosis requires a central role for transference and counter-transference. That is, interpreting data through the lens of transference and counter-transference assists in unpacking organizational identity and culture by relying upon an `experience near' stance for examining the narratives of organizational life. This introspective and empathic stance makes transference and counter-transference one of the core elements of a psychoanalytically informed organizational consultation. We provide a case illustration and conclude with some thoughts on how leaders and members of organizations can improve organizational performance by attending to the complex nature of psychological reality in the workplace.

Individual regression in groups stems from anxiety arising from each individual's attempt to construct a psychodynamic equilibrium between one's demands for adequate self-identity (individuality that is not a threat to other group members) and group membership (affiliation that is not a threat to one's identity). The dilemma of reconciling needs for individuality and group membership provokes annihilation anxiety in which one resorts to regressive action in order to protect one's self from anxiety associated with uncertain object-relations, annihilation and feelings of persecution, and loss of affiliation. As a result, group cultures often are characterized by unconscious actions and shared fantasies stemming from the sum of individual regressed and primitive coping defenses. Individual regression and other primitive defensive actions are observable at the group level of analysis, and lend themselves to description as a group culture. The psychodynamics of individual and group regression with four work-group typologies is illustrated. Each typology represents a predominant coping pattern observed in groups as members attempt to contain their basic anxiety.

Appreciation for irrational individual and organizational characteristics is fundamental to the ability to "enter"and comprehend the true significance of interpersonal and organizational behavior. Efforts to better comprehend human performance in complex bureaucratic organizations must acknowledge the impact of irrational psychological defensiveness on administrative behavior. The authors construct a conceptual model of psychological responses to stress in bureaucratic organizations in which they illustrate the dynamic, interactive relationship between stress, self-esteem, and psychological defenses aimed at alleviating anxiety, and the ability to act responsibly.

Väter wurden in der Literatur bisher eher symbolisch (als Patriarch, als abwesender Vater) denn real wahrgenommen. Der US-Psychotherapeut nimmt hinsichtlich des Vater-Sohn-Verhältnisses eine neue Bewertung vor. Entlang der Lebensphasen - von der Geburt bis ins Alter - stellt Diamond das "unausweichlich männliche Projekt" vor. Er belegt nicht nur die überaus wichtige Rolle des Vaters für den Sohn in Sachen Identitätsausbildung, Gefühls- und Krisenmanagement, Selbstständigkeitsentwicklung usw., der Autor betont auch die Gegenseitigkeit der Vater-Sohn-Beziehung: "Die einzigartige Bindung zwischen Vater und Sohn geht aus der wechselseitigen Identifizierung mit der Männlichkeit des anderen hervor." Gelingen kann das, was Diamond die "intergenerationelle Kontinuität der Vater-Sohn-Beziehung" nennt, natürlich nur, wenn sich die Väter "einbringen", bereit sind, die verschiedenen Entwicklungsphasen gemeinsam zu leben. - Ein wichtiger Beitrag zum Thema, der die einschlägigen Titel von z.B. K. Nerburn (ID 39/01), S. Biddulph (zuletzt BA 4/01), H. Petri (BA 5/04), J. Selby (BA 7/03) ergänzt und erweitert. (3)