Citation

Anderson DK, White JD. Am. Rev. Public Admin. 2003; 33(2): 189-208.

Copyright

(Copyright © 2003, SAGE Publishing)

DOI

10.1177/0275074003251628

PMID

unavailable

Abstract

Although 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 that 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.