Incest 0000i-xiv FM 1 - William L. White

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Figure 4-C The Profession of Organizational Closure Professional Social Sexual High Priest Dogma Faith Passion and Euphoria Homogenization of Staff Commitment vs. Competence Low Staff Turnover Overextension of Agency Excessive Time Demands Loss of Outside “You care more about your Mentors job than you do about me” Decreased Outside Contact Work-Dominated Social Network Training as Brainwashing Loss of Feedback Marriage Casualties Loss of Nonwork Social Relationships Competition for Strokes Scapegoating Outside Enemy Staff Sexual Relationships Gossip and Rumor Staff Split into Dyads/Triads Boredom Loss of Faith Stagnation Trapped Plots and Uprisings Increased Rigidity Distancing of Administrative Staff High Staff Turnover Fall of High Priest Casualties Health Indicators Excessive Behavior Indicators Emotional Indicators Relationship Indicators Attitude Indicators Value Indicators
5 Professional Closure In this chapter, we will further explore the idea that professional distress can be a symptom of system distress and that both types of distress can be caused or exacerbated by the closure of the organizational family. Professional closure begins with the assumption that all of the professionaldevelopment needs of the organization’s members can and should be met inside the boundary of the organizational family. This closure is evidenced by reduced contact with people and institutions outside of the organization and by the onset of a highly predictable sequence of problems and experiences. It is not unusual for an organization that is starting up, reorganizing, or confronting a crisis to close itself off from the outside world. Closure under such circumstances is often necessary for the survival of the organization and the emotional safety of its members. The boundary flexibility that can facilitate such timely closure, as we noted earlier, is a sign of a healthy, resilient organization. These same healthy organizations also can, when circumstances change, reopen themselves to increased contact with the outside social and professional world. Some organizations find themselves unable to reverse the closure process. The organization takes on the tone of an overprotective parent sheltering organizational family members and the organization itself from what is perceived as a hostile and threatening world. An “It’s us against the world” attitude begins to dominate organizational values as the fear and mistrust of outsiders become permanent components of the workplace culture. This closure process isolates staff from outside sources of replenishment, increases the physical and emotional demands upon staff, leads to a deterioration in personal and professional relationships, and, in short, sets the stage for severe individual and organizational distress. 50
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The Incestuous Workplace
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Hazelden Center City, Minnesota 550
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4 5 3.3 The Microsystem / 30 3.4 Th
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8 9 7.11 Gossip and Rumor: Informat
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13 14 Systems Interventions: Bounda
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Sexual Closure 99 free choices of i
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AREA OF INCEST DYNAMIC IN INCEST DY
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Sexual Closure 103 combined experie
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Sexual Closure 105 counter feelings
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Sexual Closure 107 currently being
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Sexual Closure 109 counselor and th
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Sexual Closure 111 were held by les
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Sexual Closure 113 they split up, m
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Sexual Closure 115 as staff members
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Sexual Closure 117 exploitation by
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Sexual Closure 119 systems that all
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Sexual Closure 121 Analysis. The re
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Sexual Closure 123 D. Social and se
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Sexual Closure 125 Again we see the
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Sexual Closure 127 8. Though often
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Why Closure? 129 program, successfu
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Why Closure? 131 the destructive fo
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Why Closure? 133 government. But co
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Porous Organizations and Their Lead
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10 Role Conditions and the Worker C
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Role Conditi0ns and the Worker Casu
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Figure 11-D Replenishment Network D
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12 Surviving Toxic Systems In the l
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282 Confronting Overproduction. Som
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296 14.16 A Personal Note in Closin
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Glossary Boundary. The invisible sk
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Glossary 301 Ecosystem. The multila
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Glossary 303 Replenishment Network.
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Glossary 305 Social Closure. The me
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William L. White, m.a., is a senior
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Incest 0000i-xiv FM 1 - William L. White

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