Abstract
This paper tries to show that if there can be anything analogous to a basic set of ‘elements’ for organization behavior, then those elements must be founded, if only in part, on a psychological base that is adequate to the task. The paper does not contend that all of the complexities of organization behavior can be reduced to psychology, but rather, that an integration of Jungian Personality Psychology and Transactional Analysis provides a necessary basis for a deeper introspection into the nature of complex organization behavior.
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