Syndrome de la double contrainte et logiques d’actions contradictoires. Le cas des offices de tourisme
Public organisations, such as tourist offices, are unique in that their governance combines political leadership with managerial leadership. This article looks at the complex concept of the double bind in this context. Double bind, a term coined by Gregory Bateson in the 1950s, refers to a situation...
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| פורמט: | Article ou chapitre numérique |
| שפה: | Français |
| יצא לאור: |
2024
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| גישה מקוונת: | Accès Université d'Orléans et IFPM Accès Université d'Orléans et IFPM |
| סיכום: | Public organisations, such as tourist offices, are unique in that their governance combines political leadership with managerial leadership. This article looks at the complex concept of the double bind in this context. Double bind, a term coined by Gregory Bateson in the 1950s, refers to a situation in which an individual or group of individuals is faced with contradictory demands, leaving them trapped in a no-win scenario. In public organisations, this phenomenon also exists and can have profound implications for decision-making, leadership and organisational culture. By exploring the main theoretical frameworks, concrete examples and the views of a sample of tourist board directors, this article aims to highlight the omnipresent nature of double bind in public organisations. Possible strategies for reducing the negative effects of the double bind are suggested. |
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