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%UNOFFICIAL PERSONAL REFLEXIVE HUMANE SCIENCE WHOLE+961126
   %INTEGRATIVE OBJECTIVE QUANTITATIVE MANIPULATIVE+961126
  %CONTROL ADDICT ORGANIZATION SYSTEMATIC PLAN GOAL 961126

     There  is  a  contrast  between  what  scientists  do
officially  and  formally  as groups in  their  systematic
organizations'  ways---on the one hand, what a few  of the
more   creative,    secure and personable  scientists   do
unofficially as individual persons.

     Scientists  as groups working in official  systematic
organizational  ways  do not take actions  to  affirm  the
reflexive   behaviors  of the few more creative,   secure,
and    personable    scientists   who   unofficially    as
individual  persons  do  very  personable  things.    Such
personable  people  are  not honored for  their  reflexive
behaviors,   but rather for their explicitly objective and
scientific  accomplishments.    The  fact that  some  such
accomplished  scientists  are very personable  people  is,
however,  used to defend impersonal organizational science
against  critics who point out that organizational science
is  addicted to impersonal considerations and manipulative
behaviors  which focus  almost exclusively upon  objective
understandings, predictions and controls.

     Organizational science does not with integrity affirm
the    particular    kinds   of   behaviors    (reflexive,
personable,     non-objective,     spontaneous)      which
distinguishes the few most creative, personable and secure
scientists  from  others  who  are  less  worthy  of  full
respect.

     Scientists by and large believe and/or act as if  the
whole is  never any more than the sum of  its  constituent
parts.  In keeping with this they believe and/or act as if
their  organizations are never addictive in nature because
the  selected outstanding individual leaders are obviously
not addictive in nature.  Scientific organizations operate
with  a system of checks and balances which "insure"  that
they  will  not  make the mistake of  selecting  addictive
individual  persons  for top leadership positions.    They
cannot  reflect reflexively in non-objective ways upon the
possibility  that their organizations might be functioning
as  addictive organizations---in the manner of  individual
addicts  who play collusive games of mutual self deception
in  their  personal relationships.    Because  they  avoid
reflexive     behaviors     (both     individually     and
organizationally)   they are blind to  the  disintegrative
consequences  of their peculiar  assumptions,   attitudes,
convictions, beliefs, values, ideals,  ideas and operating
principles.     Issues  of  personal   and  organizational
integrity are rarely if ever addressed either individually
or organizationally; informally or formally.

                                                                                                                               
                         (c) 2005 by Paul A. Smith in      
                    (On Being Yourself, Whole and Healthy)  
                                                                                                                               
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