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Control and Strategic Ideologies

Part of the Contemporary Systems Thinking book series (CST)

Abstract

We have seen in Chapter 7 that in the dialectic of control, the powerful typically occlude the interdependence of relations in pursuit of identity that they psychologically deem to be secured in their being independent and hence “in control.” This situation obtains no less at the aggregate level than at the individual level. This chapter develops the implication of this sociopsychological struggle in an organizational and social context, posing the thesis that management (or the state), when faced with threatening problems, strategically adopt particular ideologies depending on how they perceive the power position, or the organizational strength, relative to the social challenges faced.

Keywords

Social Integration Filial Piety Moral Panic Social Challenge Critical System Thinking 
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Copyright information

© Plenum Press, New York 1996

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