43532 Chapters
Medium 9781855751910

3. On role-responsiveness

Sandler, Anne-Marie; Sandler, Joseph Karnac Books ePub


In Chapter 2 Freud’s notion of wish-fulfilment through the attainment of an identity of perception was described and amplified in general terms. In the present chapter it is applied specifically to countertransference and to the way in which pressures are placed upon the analyst to make him conform to an unconsciously wished-for role. The concepts of actualization and role-responsiveness are introduced, together with the idea of the “free-floating responsiveness” of the analyst in the analytic situation.

* * *

The term “countertransference” has many meanings, just as the term “transference” has. Freud first saw countertransference as referring to the analyst’s blind spots that presented an obstacle to the analysis. From the beginning, countertransference was consistently seen as an obstruction to the freedom of the analyst’s understanding of the patient. In this context, Freud regarded the analyst’s mind as an “instrument”, its effective functioning in the analytic situation being impeded by countertransference. Counter-transference in the analyst was equated with the resistance in the patient.1

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Medium 9780253356833

17. Campaign on the High Seas

David M. Jordan Indiana University Press ePub

The nation's media had a fine old time with the Democrats' convention. The New Yorker, for instance, had this to say:

Radio listeners found the latest Chicago convention louder and funnier than the GOP one. The brash Democrats have an engaging way of broadcasting their family squabbles so that the whole nation can listen in.1

Life magazine commented that the Democrats, even with one eye on the war, still put on “one of their rousing, old-fashioned political jamborees, complete with parades, mobs, wirepulling and loud, irritable bickerings.” It was, the writer continued, “unlike the Republican convention where harmony and dullness prevailed.” Everybody was heard: “labor leaders, southerners, political bosses, visionaries, and reactionaries followed each other to the platform. Delegates cheered first one, then the other. Sometimes they cheered just to hear themselves cheer.”2

Jonathan Daniels, a White House staffer, was “appalled by the ruthlessness with which Hannegan carried out” the elimination of Henry Wallace. “So were many other New Dealers,” Daniels wrote. “And Wallace was not the only personage who felt he had a right to feel that he had been done in in the dark. Jimmy Byrnes, believing he had a go sign from the President, definitely felt that way.”3

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Medium 9781626560819

A Pocket Guide to Let’s Stop Meeting Like This and More

Dick Axelrod Berrett-Koehler Publishers ePub

We shall not cease from exploration

And the end of all our exploring

Will be to arrive where we started

And know the place for the first time.


Our journey is now complete. We have given you what we know works to create productive, engaging meetings. It’s now up to you to make the ideas, tools, and tips your own. We offer you two questionnaires to start you on your way. These questionnaires will help you discover the way things are. You can use the first questionnaire to assess your own behavior in meetings. You can distribute the second questionnaire to meeting participants to assess their experience in a meeting. PDF versions of these questionnaires are available under “Free Stuff” at our website.

Here are four steps to changing your meeting behavior:

1. Pick a meeting to analyze—a meeting that occurs with some frequency, be it weekly, monthly, quarterly, or annually.

2. Complete “Your Meeting Experience Questionnaire.”

3. Review the results and identify one area where you would like to behave differently.

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Medium 9781574411775

18. Economics and the Cowboy

John R. Erickson. Photographs by Kristine C. Erickson University of North Texas Press PDF

Chapter Eighteen

Economics and the Cowboy

If the economics of cattle ranching are gloomy, it should come as no surprise that the economic picture of cowboying will wear the same hat. Indeed, the surprise might be that cowboying has survived into the twenty-first century and that any horseback jobs remain at all in an industry so beset with economic woes.

During the time span that has seen cowboying emerge as a profession, roughly from 1880 to the present, other industries have bloomed and faded, first creating jobs for skilled practitioners and then leaving them unemployed. One thinks of the textile industry in New

England and the coal mining industry in West Virginia and Kentucky, enterprises that once thrived and around which whole towns were built.

Today, very little remains of those once-vibrant industries except songs, folklore, memories, and sad little towns. The cattle business, for all its problems, has at least managed to cling to life and continues to provide jobs for a small pool of skilled laborers.

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Medium 9781605099552

Chapter 11: Lessons from Pioneering Leaders

Sugerman, Jeffrey Berrett-Koehler Publishers ePub

Pioneering leaders are often aggressive about taking risks, and our research suggests that this is an area of leadership that many people wish they’d done more of earlier in their careers. Whether you consider yourself high or low on the Pioneering Dimension, we’ll show you the ins and outs of this dynamic approach. As we discussed in Chapter 2, the Pioneering Dimension is located on the northern side of the model, which means that Pioneering leaders tend to be fast-paced and outspoken. We’ll explore some key characteristics that epitomize the Pioneering Dimension of leadership in action.

Pioneering leaders want to drive the group toward results, to share their passion and energy, and more than anything, to keep things moving onward and upward at a rapid pace. These achievement-oriented leaders exude an air of confidence and authority, and they tend to set lofty goals for both themselves and the group. They see themselves as inspirational, and they often enjoy the challenge of rallying people together to work toward a shared vision. They’re charismatic leaders who work hard to gain alignment with the people they need to get the job done. Like other leaders whose styles fall on the northern side of the model, Pioneering leaders like to maintain a fast pace. These leaders are particularly willing to take risks, to seek out new opportunities, and to make rapid changes.

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