000			01370pab a2200181 454500
008			180718b2003 xxu||||| |||| 00| 0 eng d
100			_aAnderson, Debra K.
245			_aOrganizational psychoanalysis in public administration
260			_c2003
300			_ap.189-208.
362			_aJun
520			_aAlthough not new, the use of psychoanalysis to study, assess, and work with organizations is certainly not central to the field of public administration. This article argues that psychoanalysis adds value to rational-technical reforms because in addition to addressing the structural and rational aspects of organizations, it focuses on the implicit, unconscious, and often covert influences that can hinder individual and organizational performance. The authors focus on six key issues within public administration - task, autonomy, authority, responsiveness, finances, and accountability - arguing that psychoanalysis helps illuminate the conscious and unconscious dynamics and influence each. The article concludes by supporting the combined use of rational-technical and psychoanalytic approaches in order to help individuals and organizations risk and tolerate change. - Reproduced.
650			_aOrganizational change
650			_aPublic administration
700			_aWhite, Jay D.
773			_aAmerican Review of Public Administration
909			_a57557
999			_c57557 _d57557