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REPORT NUMBER
2.
GOVT ACCESSION
4.
TITLE (end
Subtitle)
5.
TYPE OF REPORT
&
PERIOD COVERED
AUTHORC*)
8.
10.
12.
REPORT DATE
June 1975
13.
NUMBER OF PAGES
66
15.
&
ADDRESSf//
SECURITY CLASS,
Unclassified
15.
SCHEDULE
DISTRIBUTION STATEMENT
17.
DISTRIBUTION STATEMENT
(ot the
abetted entered
In
Block 20,
If
18.
SUPPLEMENTARY NOTES
19.
KEY WORDS
If
ABSTRACT
If
This thesis reviews the basic structure of bureacracy and It explores the Navy the problems inherent in that structure. Acquisition Organization's bureaucratic framework at the program manager level with emphasis on problem areas between the
various elements. A suggested working took is developed around the transacThis tool is cont# tional analysis technique and game models.
(
DD
M
I
jAN
73
1473
(Page
1)
IS
OBSOLETE
SECURITY CLASSIFICATION OF THIS r>I^[(^en D^TIX,.,^
r>*<
Entar*^
20.
(cont.)
applied to several specific problems experienced by the program manager. From the application, a set of guidelines is defined and summarized.
DD
,
Form
by
Gordon Lee .kaar Lieutenant, United States Navy B.S., North Carolina State University, 1967
from the
ABSTRACT
This thesis reviews the basic structure of bureaucracy
and the problems inherent in that structure.
It explores
the
This tool is
program manager.
set
of guidelines
TABLE OF CONTENTS
I.
INTRODUCTION
A.
B.
8
8
REVIEW OF BUREAUCRACY
THE ACQUISITION ORGANIZATION AND BUREAUCRACY
10
C.
14
D.
16
18 18
II.
19
2
D.
TRANSACTIONS
1.
2.
23
Basic Diagram
23
Complementary Transaction
Crossed Transaction
23
27
29
31
3.
4.
Ulterior Transactions
E.
III.
REVIEW OF GAMES
A.
B. C. D.
34
34
34 36 36
DEFINITION OF A GAME
GAME ASPECTS
DEGREE OF GAMES
ILLUSTRATION OF A GAME
A FORMAL ANALYSIS
E.
38
IV.
39
39
43
43
44
47
4.
5.
48
49 51 52
6.
7. 8.
Blemish
Why Don't You
-
53
9.
Yes But
54
V.
57
57
59
60
D.
60
61
E.
VI.
SUMMARY
62 64
LIST OF REFERENCES
BIBLIOGRAPHY
INITIAL DISTRIBUTION LIST
65 66
LIST OF FIGURES
1.
Structural Diagram
24
25 25
28
28 30 30 37
3B.
4A. 4B.
5.
Yes But
I.
INTRODUCTION
A.
REVIEW OF BUREAUCRACY
The complexity of dealing with large organizations,
specifically bureaucracies,
is
cratic model is often considered the baseline by social scientists and writers. view of rational
to the office,
-
legal authority.
pp.
368]
an
However, it
zational effectiveness.
In his Social Theory and Social Functions [Ref.
2]
,
Merton
operation of
archy imposes
a a
bureaucracy.
the form of increased emphasis on the reliability of behavior, i.e., representing a need for accountability and predictability of behavior.
followed
The consequences, as Merton sees them, are a reduction in
an
which decisions are made (categories for thinking through problem are decreased).
In turn and as a result, behavior
attack is increased.
The next result within the organization is a high degree
of reliability, maximized def ensibility of behavior, and a
system is maintained by these techniques, there is a continuing pressure to reinfoce the same techniques.
Even
cracy is
continuum rather
B.
Specific examples of
the role of the Program Manager lies within the larger organi-
Within
10
It
interfaces
Program Manager
after
a
Major Program.
With
The Program
performance accountability.
To
day-to-day contact with the contractor is through the Administrative Contract Officer, and his technical dialogue is via
the various Functioning Groups of his particular Systems
Command
11
He is in all respects
agency
Functional Groups
Program Manager.
The Contractor
is
the contract,
These relationships are subject to individual implementation which can present problems based on the Bureaucratic
system
imperson-
displacement of goals:
Individuals have goals of their own which do not always coincide with organisational (sic) goals. More precisely, from the point of individual members, organisational (sic) goals are simply the means through which individuals may achieve their private goals (the same can be said about the particular goals of various grouplings within the larger organizations). [Ref. 4, p. 59]
How then can the Program Manager cope with these apparent
"built-in" problem areas?
The typical background of
a
Program
organizational theory of
timely manner.
Transactional Analysis.
In Transactional Analysis
as a formal
framework around
interrelationships.
The scope of the Acquisition Organization ranges from the
Program Manager.
14
industry's product.
As the producer, the Program Manager is involved in
formal
The outcome of
the guidelines of
Program Manager.
The guide-
Transactional Analysis
can provide the means to read between the lines of the formal
15
As an
After
therapy session.
This
in which Transactional
However, it
16
situations.
17
II.
A.
Berne
therapy
Dynamics of Groups
He developed
many of Transactional Analysis' clinical techniques and helped organize Transactional Analysis' teaching programs.
The most recent addition to popular Transactional Analysis
I'm OK-Your're OK
This
18
B.
a a
response pattern.
Everyone has
Stroking
that
brings out the same feelings of "I'm OK" that were felt as
19
child.
It
is an
in an individual.
In the early-
non-logical response.
C.
sions.
particular
20
A definitive set of clues which can be used to determine the state in which an individual is functioning is
5,
pp.
91-93.
Parent Clues
a.
Physical
Furrowed Brow
Pursed Lips
The "Horrified Look"
b. c. d. e.
f.
Foot Tapping
Hands on Hips
Wringing of Hands
Tongue Clucking
g.
h.
2
Patting on Head
-
Parent Clues
a.
Verbal
b.
c.
...
;
Now,
told you?
Adult Clues
a.
Physical
b.
c.
21
d.
If the head
in mind.
4.
Adult Clues
a.
Verbal
b. c. d.
e
How much?
In what way?
Probable-Possible
Unknown
I
f.
think-It is my opinion
g.
5
Objective
-
Child Clues
a.
Physical
Tears
b.
c. d.
e.
f.
6
Pouting
Temper
High pitched, whining voice
Shrugging shoulders
Hand raising for permission to speak
-
Child Clues
a.
Verbal
Baby talk
I
b.
c. d.
wish,
want,
gonna
guess
e.
When
grow up
22
D.
TRANSACTIONS
1
Basic Diagram
The three ego states can be represented in a structural
Complementary Transactions
Given clues may be used to determine one's own acting
The
is
a
single stimulus
Transaction.
(S)
and response
in Figure 2A or unequal
In either case,
parallel.
Parent
23
Figure
Structural Diagram
24
D'C cr o
0)
H
+->
cq CM
(D U,
D U X
en fH rt
+->
cti
3
t>0
crt
H Uh
C CD
CD
r~>-
H
rH
0)
fH
>
CD
u
</)
E^ O
ft
0)
</)
P P
E
c o
H
+->
w
<L>
Ph
00
c*
oo
<x
<
00
PC
CD
5-.
nj o P-H
u
to
X
rt
^ c
ctf i-t
60 H
M
CD
CH
H
CD
E
CD
rH ft
>
CD
-J
25
or in
problem solving.
Adult
1:
excessive
Adult
2:
validating or disproving
(Child-Child)
is
Child
1:
"I
grow up,
"I
(Parent-Child)
is
characterized by
26
Parent:
Child:
or
Mr. J.
Mrs. J.
do."
The Workers
(as Child)
"Why not?
received one."
In each case of complementary transactions,
a
partic-
Harris reiterates
Analysis
"Rule
1.
[Ref.
5,
p.
70]
Crossed Transactions
One of the most troublesome transactions is the
crossed transaction.
transactions.
Figure
In both cases,
crossed transaction.
Either
27
o
H
+->
u
PQ ro
0) >h
03
(/)
C
rt
P
CO H
Uh
f-i
T3
<L>
H 2 m o <
10 V)
o
w ^
i
u
0)
c/)
fH
3 e
H
c o
Ph
to CD
M
II
CO
Pi
II
CO
peS
H ^ W Q 2 O
Oh 00
ti
H
4-
p*
< to
<D
U
j 10
a
03
u 3
t>0
f-i
H Uh
nd
<u 10
w o u
28
Agent (Adult)
Respondent (Parent):
In either case,
Respondent (Adult):
think I'll
make it."
(Complementary/Parallel)
cation requires
This
Analysis
"Rule
2.
Ulterior Transactions
The final and most subtle group of transactions are
Berne in Ref.
6,
p.
33 is:
Salesman:
29
>H
o
H
CO.
*ht
>h
C o
-H
+J
oo
oo
c^
o ^ 3
oo H
Ph
M
rH
CD
^
CD
U
03
(/)
X c
rH
03 rH
Q
in
CD
if)
P.H 3
H
00
II
3 D e
a
(/)
c o
rH
O
t
+->
<u
< S
-H
Jh
Pi
II
r- <
(. )
CD
+-
c
00 Gi
or
rH t3
^H
O
3-
<
0) rH
H
rH
3
bO H
P-,
-H rH -M IO U
crj
M
rH cd
CD
C O
</)
C
03
r-.
rH
<
3 MH C
30
The salesman,
child response,
adult
Contractor A:
Contractor
B:
People Play
causes for the ego states and the mode of transaction chosen,
[Ref.
5,
pp.
67-77]
31
1.
2. 3.
I'm not OK
I'm not OK
You're OK
You're not OK
I'm OK
I'm OK
You're not OK
4.
You're OK
You're OK
You're Not OK
In this position,
there is
denied.
You're Not OK
If this
is
accompanied by
conviction the
wrong
I'm OK
-
You' re OK
first three are based on the subconscious and block out all
or part of the Adult observations of the real world, or
32
I'm OK
and Harris, the object was to bring the patient to the I'm
OK
-
33
III.
REVIEW OF GAMES
A.
DEFINITION OF A GAME
Berne begins his chapter on games, Ref.
6,
p.
98, with
basic definition:
A game is an ongoing series of complementary ulterior transactions progressing to a well defined, predictable Discriptively it is a recurring set of transoutcome. actions, often repetitious, superf iciably plausible, with series a concealed motivation; or, more colloquially, of moves with a snare, or "gimmick." Games are clearly differentiated from procedures, rituals, and pastimes by two chief characteristics: (1) their ulterior quality Every game on the other hand, and (2) the payoff. is basically dishonest, and the outcome has a dramatic, as distinct from merely exciting, quality.
a.
. . .
B.
GAME ASPECTS
Thesis, Antithesis,
Moves,
Thesi s
To validate
a.
the
34
Aim
Roles
Transactional Paradigm
These
Moves
constitutes
move.
There is
a
minimum
given game.
Advantages
35
C.
DEGREE OF GAMES
The preceding elements form the basic game. The game can
it concealed.
D.
ILLUSTRATION OF A GAME
The combination of a definition, elements, and degrees
and Harris.
Yes But"
(YDYB)
6,
pp.
116-122 follows:
course in carpentry?"
Agent:
Friend:
Agent:
carpenter?"
Agent:
"Yes, but that would cost too much."
Agent:
problem
by the
solid vectors.
Social
Ulterior ~~
S
Stimulus
Response
AGENT
'YES,
FRIEND
"WHY DON'T YOU
BUT
Figure
Why Don't You
Yes But
37
E.
A FORMAL ANALYSIS
Thesis:
Aim:
Present
solution
Reassurance
Helpless person, sage advisor
Roles:
Dynamics:
Surrender conflict
Examples:
Omitted
Social Paradigm:
Adult-Adult
Parent-Child
(2)
Psychological Paradigm:
Moves:
(1) (3)
Problem-Solution.
Objection-Solution.
Objection-Disconcertion.
Reassurance of role-participation without
true responsibility.
Advantages:
38
IV.
A.
the
7,
112.
When we say then, that "Bessie is a cow," we are only noting the process - Bessie's resemblances to other "cows," and ignoring differences. What is more, we are leaping a huge chasm: from the dynamic process - Bessie, a whirl of electro-chemiconeural eventfulness to a relatively static "idea," "concept," or word "cow." the "object" we see is an abstraction of the lowest level; but it is still an abstraction, since it leaves out characteristics of the process that is the real Bessie. The word "Bessie" (cow,) is the lowest verbal level of abstraction, leaving out further characteristics- -the differences between Bessie yesterday and Bessie today, between Bessie today and Bessie tomorrow- -and selecting only the similarities. The word "cow" selects only the similarities between Bessie (cow,); Daisy (cow-), Rosie (cow J and so on and therefore leaves out still more about Bessie. The word "livestock" selects or abstracts only the features that Bessie has in common with pigs, chickens, goats, and sheep.
.
.
.
39
or down the
set of organizational
position
terms.
Direc-
When
40
trans-
organizational posture.
Parental-Clues:
Overt,
ference table.
Child posture.
is
41
vice-president."
data,
needed set of
tinually over-sells
these same
words apply.
42
B.
CASE ANALYSIS
With
Temptation is strong
Thesis.
programs.
drives it to its "Parent" and it cannot find outside satisfaction, it may lapse into a game of "Harried."
Its parent
43
work ethic.
It will
then
downs
Antithesis.
An informal
for itself.
A second approach
Another close relationship in the Acquisition Organization is between the Program Manager and the Administrative
44
The program manager of a major weapon system requires extensive knowledge of the contractor, the progress of the program, and the probable future program trends and potential He also requires high-quality information on problems. which to base significant trade-off decisions when a problem arises, and in order to perform replanning when external factors demand such actions. The CAS office is in the best position to support the needs of the program manager in these areas since it is responsible for encouraging long term optimum performance by the contractor.
Thesis.
contractor's paperwork.
contractor
is
at his mercy.
Antithesis.
to break up.
hard game
business.
If not,
Above
(AIA)
The
CAS-contractor game.
Thesis:
Aim:
Roles:
Examples:
Social Paradigm:
Adult: Adult:
Adult-Adult
guess
have.
Ulterior Paradigm:
Parent:
Parent-Child
make a mistake."
Child:
Parent:
Moves:
(1)
Provocation-Accusation.
(3)
(2)
Defense-
Accusation.
Advantages:
Defense-Punishment.
46
"Look what
Ain't It Awful
The variant of NIGYSOB, Ain't It Awful
(AIA)
can run
the CAS and the program manager can carry on the one
game while the CAS and the contractor continue the other.
If the program manager reinforces the CAS with participation
in AIA,
stimulus.
had the
47
In this
three-
Restoration to an Adult-Adult-Adult
Professor
with
certain
To be comple-
merely
The
The con-
Adult.
Of course,
48
communication.
in this case,
is
tour at this
con-
6,
pp.
105-108.
To
In the common
a
psychiatrist.
"Look how
hard
'
ve tried.
In the case of the Acquisition Organizations,
the
49
change order,
request
The Administrative
The cycle
Still, the
One
accompanied with
tried."
Analysis
Thesis:
Aim:
Vindication.
Roles:
Manager)
Examples:
(1)
Child dressing.
(3)
(2)
Spouse, bucking
for divorce.
Contractor trying to
force
Social Paradigm:
Adult:
Adult-Adult.
(go to a
psychiatrist)
50
Psychological Paradigm:
Parent:
Parent-Child
(complete the
contract)
Moves:
(1)
Suggestion-Resistance.
(3)
(2)
Pressure-
Compliance.
Approval-failure.
Advantages:
(1)
guilt.
External Psychological(3)
evades responsibility.
Internal
Manager is the ulterior motivations for the action. program could be in legitimate trouble:
fications, excessively low bid, etc..
The
Or the contractor
management mistakes.
6.
pp.
88-91:
Thesis. White, feeling unsociable, becomes engrossed in some activity which tends to insulate him against people Perhaps all he wants at the moment is to be left alone. An intruder, such as his wife or one of his children, comes either for stroking or to ask him something like, "Where can I find the long-nosed pliers?" This interruption "causes" his chisel, paintbrush, typewriter, or soldering iron to slip, whereupon he turns on the intruder in rage and cries, "See what you made me do." Of course it is not the intruder but his own irritation which "causes" the slip, and he is only too happy when it occurs, since it gives him a lever for ejecting the visitor.
51
contractors.
program and
there is
a
Unfortunately,
accordingly.
(1)
At the
a
change.
(3)
Only when
determined to be
a game.
52
The two
Thesis:
with
comment on
He then
referring.
presenting
Payoff: For Black, the payoff comes at two levels,
Internally, he
in general.
Antithesis:
save time and bring the Black into a factual and adult-adult
grounds."
since White has given Black his payoff without any rounds of
the game.
8
.
Blemish
Berne sums this game up as being played,
"...
p,
113]
The
another corporation.
For instance,
the
psychological advantage of avoiding the intimacy which mightexpose his own company's blemishes.
9.
Yes But
payments ?"
54
ACO:
make
PM:
worse situation."
ACO:
PM:
ACO:
ACO:
The payoff is
situation.
Antithesis:
."a response
Child-Parent dialogue.
"Slippage
is
a
difficult problem.
do about it?"
This response
assumes the Parent role and allows the other party to continue
the game in the Child.
55
Analysis
Thesis:
See if you can present a solution
I
can't
Reassurance.
Roles:
Social Paradigm:
Adult: Adult: Adult:
Adult-Adult
. .
"What do you do if
"Why don't you
"Yes, but
.
."
..."
."
Psychological Paradigm:
Parent:
Child:
"I
Parent-Child
Moves:
(1) (3)
Problem-Solution.
(2)
Objection-Solution
Objection-Disconcertion.
(1)
(2)
Advantages:
surrender
(3)
56
V.
A.
The
sequence for applying these tools can vary with the individual.
A three step approach is suggested in this set of
guidelines
First and perhaps foremost is recognizing that
is in progress.
a
game
transaction.
transaction is observed.
Body Language
No
57
some research.
review of
the
backwards.
game is
chapters
An essential aspect of the game is always the payoff.
by the participants?
m OK
the mind.
58
B.
game is in progress,
(1)
(2)
(3)
Careful exami-
To break up a game,
crossing
media
For instance,
memo.
It must be
realized
transaction
Yes, But."
do if
."
problem."
"What
Parent-Child game.
59
C.
Ignoring
responses
In the case of a high level element of an organization
participating in
must be ignored.
The existence of a
also be encountered.
In this case,
it must be remembered
If an ongoing
D.
sources.
From
The formal
in Chapter IV.
The
Where
This
reference point
be mapped out.
A goal of
61
VI
SUMMARY
From the history, it progressed into areas of possible application of Transactional Analysis to the Acquisition Organization.
To clarify these areas, certain relationships within
the
Acquisition Organization.
purposes were presented.
This background
was summarized in
positions
A second goal,
to provide a familiarity with games and
were defined and analyzed in different methods. were then used in an illustration of
analysis.
a
a
game and
formal
to provide examples of
In Section IV,
Organization.
The set of analysis presented nine separate games found
in the Acquisition Organization.
Analysis involvement.
The approach included two types of organizational surveys,
provide
professional psychologist
63
LIST OF REFERENCES
Weber, Max, The Theory of Social and Economic Organization trans, by A M Henderson and Talcott Parsons, The Free Press of Glencoe, New York, 1964.
. .
1.
2.
Merton, Glencoe,
R.
K.
111:
2nd ed
3.
Richard H. Hall. "The Concept of Bureaucracy: An Empirical Assessment," American Journal of Sociology July 1963.
,
4.
Mouzelis, Nicos P., Organizations and Bureaucracy Adeline Publishing Co., 1968.
Harris, T. A., I 'm OK-You're OK Publishers, Inc., 1967.
Berne, Eric, Games People Play Inc., 1964.
, ,
Chicago:
5.
New York:
New York:
6.
7.
Hayakawa, S. I., Language in Thought and Action Harcourt, Brace arid World, Inc. 1964
,
New York:
64
BIBLIOGRAPHY
Alexis, Marcus and Charles Wilson, Organization and Decision Making Englewood Cliffs, New Jersey, Prentice Hall, 1967.
,
Applewhite, Phillip B., Organizational Behavior Cliffs, New Jersey, Prentice Hall, 1965.
Berne, E., Games People Play 1964.
,
Englewood
New York,
Berne, E., The Structure and Dynamics of Orgranizat ions an d Groups Philadelphia, J. B. Lippincott Company, 1963.
,
Management Guide
Washington,
New York,
Hall, R. H. "The Concept of Bureaucracy: An Empirical Assessment," American Journal of Sociology July 1963.
,
New York,
Hayakawa, S. I., Language in Thought and Action Harcourt, Brace, and World, Inc 1964.
.
Kast, Fremont E. and James E. Rosenzweig, Organizations and Management: A Systems Approach New York, McGraw-Hill, 1967.
,
Meininger, J., Success Through Transactional Analysis York, Grosset and Dunlap, Inc., 1973.
Mouzelis, Nicos P., Organizations and Bureaucra cy, Chicago, Adline Publishing Company 1968
,
Weber, Max, The Theory of Soc i al and E conomic Organization Trans, by A. M. Henderson and Talcott Parsons, New York, The Free Press of Glencoe, 1964.
65
Copies
2
2.
3.
Department Chairman, Code 55 Department of Operations Research and Administrative Sciences Naval Postgraduate School Monterey, California 93940
Professor John W. Creighton, Code 55Cf Department of Operations Research and Administrative Sciences Naval Postgraduate School Monterey, California 93940
Assoc. Prof. John D. Senger, Code 55Se Department of Operations Research and Administrative Sciences Naval Postgraduate School Monterey, California 93940
4.
5.
6.
Lieutenant
G. L. Skaar, USN 108 2nd Street, NAS FPO San Francisco 96637
66
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