Theory Of Neuroses Symptoms

Abstract

The chief executive officer of a large corporation, a man in his early fifties, found that he was losing energy and interest in his work. He became somewhat distant from his subordinates, in sharp contrast to his close working relationship with them. He began to drink heavily and would often not appear for meetings; when he did appear it was clear that he was unable to concentrate and in some distress. Several key subordinates tried to approach him with sympathetic concern for his changed behavior, but he rejected all such friendly approaches. One of the senior vice presidents called a member of the board of directors to report the CEO’s change in behavior. The board convened in executive session to consider what action should be taken in the face of this evidence that something was wrong with the CEO. They delegated a respected attorney, who was a member of the board, to approach the CEO to inquire into what had happened.