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Living the Policy Process$
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Philip B. Heymann

Print publication date: 2008

Print ISBN-13: 9780195335385

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195335385.001.0001

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A Structure Held Together by Respect

A Structure Held Together by Respect

Chapter:
(p.144) 9 A Structure Held Together by Respect
Source:
Living the Policy Process
Author(s):

Philip B. Heymann

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195335385.003.0009

Two cases that illustrate that Professor Abraham Maslow was right in attaching great motivating power to the desire for belonging and for respect or esteem are presented. These two cases examined the disruptive effects on a decision-making team of respect that is withheld or is simply absent. More than that, the cases permit the observation of the operation of the power of respect in one type of team that is pervasive and unusually important: teams made up of a superior and his immediate subordinates. A brief overview of the Iran-Contra affair is given. Secretary of State George Shultz was not to enjoy satisfaction in his dealings with Reagan over Iran. In July, Shultz tried to bring Iran policy back under the control of the State Department by nominating a trusted Pakistani government minister as an intermediary with the Iranians. Shultz also placed the blame squarely on the president's staff. It is shown that the relationship between President George Bush and Treasury Secretary Paul O'Neill was doomed because of their lack of reciprocal confidence and respect.

Keywords:   respect, Abraham Maslow, decision making, Iran-Contra affair, reciprocal confidence, George Shultz, Paul O'Neill

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