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The problem we typically face, where the individual under scrutiny is
ourself, is that of recognising irrational aspects of our psyche that are leading
us into behaviour not in our overall best interest. The successful entrepreneur
is felled by a massive heart attack brought on by persistent overwork, despite the
fact that he could long since have retired on the proceeds of the money he has already
made – such is a common enough case in point. The woman whose drunken father beat
her as a child, and who falls in love with a ‘wonderful’ man who turns out to be no
better, is another commonplace.
To claim that our reason alone dominates our lives is manifestly false. Hitler’s
decision to invade Russia was folly. In fact, it has all the hallmarks of the unconscious
– apparently, he fatally chose the course of action which was certain to undermine
him. I mention the latter case because we would be naïve to believe that in the
public domain – in business for example – human beings suddenly become capable of
rational behaviour, even if they are not so in their private lives. The tycoon who
overreaches himself and comes crashing down from a great height is rather a commonplace
than a rarity. The same man who, at one point in his life, is capable of exercising
exceptional judgement can also, in different circumstances, entirely lose that ability.
He develops an inflated idea of his qualities, and suddenly his touch has deserted
him, so that the habit of authority which will brook no challenge to his view of
things leads him helter-skelter to ruin and disgrace, though he has around him able
lieutenants who could have saved him.
When we attempt to understand human behaviour, we must acknowledge that we do not
simply make a well reasoned-out plan and proceed to carry it out. We do not do so
as single, private individuals, and we do not do so in concerted action in the public
arena, for example in politics or business or even, quite often, science. (As I
write, yet another story has just erupted of a world-renowned scientist cooking
the experimental books. This is not rational behaviour!) It therefore stands to
reason that, to understand either the actual, or the possible future circumstances
of a business or other public enterprise, we would be well advised not simply to
gather statistical information such as an accountant or stock market analyst might
provide, but also psychological information. This latter must include a view of
the unconscious forces at play in a situation, not merely a revealing of analyses,
trends, plans and so forth. |
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