THE ALEXITHYMIC EXECUTIVE 69behavior. People belonging to certain national cultures may show these
characteristics; we have only to think of stereotypical descriptions —
cold, emotionless, reserved — that we apply to some cultures. In this
sub - type, alexithymic reactions may also be a consequence of external
infl uences at later life stages, including the workplace.
In some organizations — those that frown on any form of emotional
expression — alexithymic - like behavior is a necessary survival strategy.
In addition, certain industries or functional specializations may
attract people with alexithymic - like tendencies. Because it is more cir-
cumstance - specifi c than primary alexithymia, secondary alexithymia
is more temporary than its counterpart. It is also more prevalent;
indeed, all of us might react in an alexithymic - like fashion in certain
situations.
Alexithymics in the workplace
Many organizations offer environments that legitimize behavior that
would be seen as strange in a different setting. In doing so, they give
those with an alexithymic disposition a form of relief, in that they
provide some kind of structure. This structure helps disguise alexithymic
behavior and provides a ‘ containing ’ environment (Bion, 1961). Alex-
ithymics are frequently extremely successful, particularly within large
organizations where playing safe, making the right noises, predictability,
and relative inconspicuousness are rewarded. Many organizations favor
predictability over maverick and innovative behavior because people
who do not take risks do not make expensive mistakes. However,
employing such people not only creates the possibility of providing
entirely the wrong sort of role model for other executives but also con-
tributes to mediocrity, which drives out excellence.
Two types of organization seem to cultivate alexithymic behavior:
the compulsive and the depressive. The compulsive organization is
bureaucratic and tends to be inwardly focused. It usually has a rigid
hierarchy, in which individual status is related to job title. The leadership
dominates the organization from top to bottom, demanding strict con-
formity to rules and procedures.
The depressive organization is in many ways similar, but actually
in worse shape. It frequently drifts with no sense of direction and is
often confi ned to antiquated, so - called mature markets. Its survival
depends on protectionist practices, and it is characterized by extreme
conservatism, a vague set of goals and strategies, and an absence of
planning. Structurally, these organizations are bureaucratic, ritualistic,