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This is http://www.essayz.com/a9611261.htm Previous-Essay <== This-Essay ==> Following-Essay Click HERE on this line to find essays via Your-Key-Words. {Most frequent wordstarts of each essay will be put here.} ========================================================== %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) ==========================================================