Analisis terminable e interminable by Sigmund Freud

By Sigmund Freud

En los albores del siglo XX, el neurólogo austriaco Sigmund Freud empezó a sentar las bases del psicoanálisis, un novedoso enfoque sobre los angeles psique humana que es tanto una teoría de l. a. personalidad como un método de tratamiento para pacientes con trastornos. los angeles significant contribución de Freud a l. a. psicología sería su concepto de inconsciente. Freud sostenía que el comportamiento de una character está profundamente determinado por pensamientos, deseos y recuerdos reprimidos; según su teoría, las experiencias dolorosas de l. a. infancia son desalojadas de los angeles conciencia y pasan a formar parte del inconsciente, desde donde pueden influir poderosamente en l. a. conducta. Como método de tratamiento, el psicoanálisis procura llevar estos recuerdos a los angeles conciencia para así liberar al sujeto de su influencia negativa.

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Having a lead independent director is most useful. From what I see, many do not know how to use them. The accomplished LID does not suddenly appear at the time of crisis. The involvement in board affairs is continuous. Of value is feedback to the chairman concerning operational matters, on how the board meeting was received by other board members, and the polling of views on matters of strategic and project importance. The service of counsel extends to the period of transition, the appointment of a new CEO.

2. Efficiency and effectiveness of decision making. In dynamic, fast-moving markets, bureaucracy and an ever greater number of meetings can undermine speed of response. Different individuals naturally come to contrasting conclusions, determined Delineating boundaries by personal views and also attending to the particular demands of their role. “It’s not just efficient: it’s effective. Having that one person responsible who can clearly overview the situation and lead others,” says Rethore. Ultimate decision responsibility in one pair of distinctly capable hands provides that extra edge over the competition.

Dissonance in the chairmanCEO relationship positions the enemy as within. Organizational lack of direction breeds a brand of disabling empowerment. Through the need to survive, each individual gains the confidence to push his or her own agenda, increasing the chance of contradiction and further conflict. For middle managers, observing senior management dissention and the lack of unity and clear direction from the chairman and CEO, emotional resignation sets in. Why bother? Who is listening? Why challenge when others who have done so in the past faced retribution?

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