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to Power in Organizations
Although I have not read their article, your review gave me some
idea of their position and, of course, your concerns about the application
of behavioral analysis in explaining individual behavior in an organizational
setting. Your observations struck a chord (harmonic, of course) with
me. Certainly the use of the contingency model has been of value in
my experience both clinically and organizationally, but only after
I learned through monumental failures and frustrations to use the
model when an analysis of the relationship of known variables/facts
affecting a condition or situation has been performed. Assuming relationships
which are correlational to be functional and 'assigning' reinforcing
values is a recipe for disaster. In addition, knowledge of a behavioral
history individually and organizationally is required but often ignored.
The most successful and powerful leaders I've encountered show no
evidence of imposing their will or influence on those they control.
In fact, they seem more than willing to give away the control by attributing
their own success to others. Others feel better for having known and
served under them. Their profiles are low - they are not the Donald
Trumps of the world displaying power on The Apprentice. The Trump-types
are the second generation entrepreneurs following World War II. An
interesting book describing the first generation is called Kindred
Spirits by Callahan - post-WWII Harvard Business School group. Remember
- The counter-control capabilities of subordinates is often overlooked
and underestimated. The rat can bite the bar as well as the experimenter.
In short, I enjoyed the thought provoking topic. But, of course, I,
too, could be wrong, but I don't think so! - Bob Taylor
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