ABSTRACT
Mr. Carter, a top executive in a multinational firm, knew exactly what he wanted his psychoanalyst to be. He wanted him to be the best. Thus, he made unusually extensive inquiries about the reputations of the analysts in his area. One analyst in particular-Dr. Smith-was mentioned favorably numerous times; he was considered the "dean" of analytic practitioners and described as the analyst's analyst. Satisfied that now he had the best, Mr. Carter arranged for an appointment, which required a considerable wait. He protested and attempted to use various means of persuasion to effect a special early meeting. Yet when his tactics failed, he settled down to wait, reassured that indeed this analyst was in demand. Finally, the day arrived; Mr. Carter went to the analyst's office. As the door to the waiting room opened and the analyst entered, the executive pulled himself to his full six feet two inches in preparation for shaking hands. Dr.
