The Advisor as Invited Intruder
从心理动力学视角分析政策制定者与顾问之间的互动，揭示组织环境与关系本身如何导致管理者做出违背自身利益的行为。
Frequently a policy maker or other administrator turns to an advisor for assistance in analyzing a problem and identifying sources of action to remedy the problem. Efforts to understand this advising relationship most often emphasize the ways in which an administrator uses an advisor to serve political interests' or typical differences in ways of thinking which separate administrators who act from advisors who think.2 Both the political and cognitive perspectives assume that administrators always act rationally so as to further their interests. There is, however, a potential for the psychological dynamics of advising relationships to lead administrators to act in ways which are inconsistent with their interests.3 It is important to recognize these dynamics in order to limit the ways in which they may lead administrators to act against their interests. This article presents a psychodynamic perspective on advising. This perspective emphasizes the psychological characteristics of the relationship between an administrator and an advisor. The perspective looks at the ways in which an administrator's experience of an organization may contribute to certain predispositions toward an advisor. In addition, the perspective examines psychological dynamics which are peculiar to the relationship between someone asking for advice and an advisor. The next two sections examine two different sources of psychological dynamics in the advising relationship. The first examines the organizational environment in which administrators work. The second examines dimensions of the advising relationship itself.