The Addictive Organization.

In The Addictive Organization the author offers a concept so new that "there is no place to search for models for recovery other than A.A." While anything can be addictive, organizations function as the addictive substance in the lives of many people. This occurs when it becomes the central focus in a person's life. Section I refers to several books, including The Neurotic Organization, to describe the unhealthy climate created by top executives. Many fine, interesting stories and examples are offered by the author to illustrate his points. This reviewer particularly enjoyed the stories about the various ways co-dependents (a favorite word of the author) protect their bosses. An organizational analysis showed how the addictive process is structured. The author describes 4 major ways in which addictions function in organizations.

Another section of this book addresses all the ways the addict, the adult child of an alcoholic, and the co-dependent repeat behavior in organizations that were learned in their families and other addictive settings. The adult child of an alcoholic (ACOA) has special difficulties in the workplace, according to the author. Workaholism (the addiction of choice of many ACOA's), perfectionism, rigidity in thinking, calmness during crises, and the tendency to avoid being a team player were some of the characteristics mentioned.

No discussion of addictive functioning would be complete without looking at the role of the co-dependent's behavior in the workplace. It was clear that co-dependents "avoid conflicts at all costs" in the author's description of how they relate to others. They will protect and cover for an addict because "he's a nice guy." Under the guise of caring, they use denial extensively. This moves them into the disease system while enabling the addict to continue in his disease. Co-dependents have a high tolerance for confusion and crises.

The later sections look at recovery in addictive organizations. This reviewer found this subject to be nicely handled by the author. But what happens when recovery is just a dream? The author states that when people do not actually recover from their addictive patterns, they are powerless to do anything but repeat the patterns wherever they go. She goes on to say that dysfunctional family patterns are repeatedly replicated in the family business.

Readers will be disappointed if they look for a blueprint for how organizations will look as they leave the addictive system. It is difficult to imagine what addicts, co-dependents, and ACOA's would be like without the behaviors and systems they know so well. While the author feels there is no one way to change the addict or the addictive organization, she goes so far as to concede that "there is no right answer."

The best remedy is the awareness of patterns and processes since aware people are less naive and vulnerable to addictive behaviors. Also, treatment centers have been set up to deal with addictions and addictive behaviors. Another approach has been to use outside consultants to assist organizations to examine themselves.

The information in this book has universal appeal. It is interesting to mention that when the author told people what her book was about, the response was always: "I know exactly what you are talking about; you are describing my organization!"

Charles Polance, Tacoma, Washington.