ABSTRACT
This chapter highlights the definitions of good and bad authority, superimposed upon R. P. Hobson, M. P. H. C. Patrick, and N. Q. Valentine’s operational definitions of paranoid-schizoid and depressive position functioning. It utilizes three ideas, two from the clinical psychoanalytic literature and the other, the “state of mind” concept cited in the Introduction. Both highlight important processes to achieve depressive position functioning. While a negative organisational reaction may ensue, the ultimate personal responsibility does rest with the most senior manager to ensure that safe and effective care is being delivered to patients. The external consultant to offer an experience of good authority, he must act within his own limitations, differentiate between destructive and creative contributions, and be aware of envy in himself and others that can undermine the work of the organisation. Every organisation has its own individuality and personality and must be treated as such, whether it is in the voluntary, statutory, or private sector.
