] ; 0 I t 11:O t d<br >IT ~qOt I_D not l~c altogether surprising if" the lca~crs of: large<br >public organizations occasionaIly wake up unnerved because they<br >&cam d~at Cn~l，loyccs at Iowcr organizational [cvcls do not do<br >，imt ~l~c: [c adcrs xant thcin to， or cvcn hat thc leaders tlaink<br >tiler do. Most of-the tim< the leaders can doubdcss rcassurc<br >t]~c msclvc~ tllat the f ar is only a nightmarc. "it couldn t actually<br >}lau~c ， " they c.:~uld tell thcmsc!vcs; Td find out at once， in a<br >~.! ~Z( I1 ，~I~iI. CI C!lt ~IVS.<br > But there i;:，~st bc times when the ~Ccar and the doubts will not<br >bc q，.fiut~3. ~Ihcrc has bccn recent evidence that disol-.，cdicncc<br >occurs c c~ i~ thc military i1~ vartimc， the strcngth ofhicrarchy<br >a~d i ，;cipli:.~c notw thstamting t low then can leaders bc sure of<br >，.!mr goes on in less disciplined organizations? "1)o I rcally know<br >al~ou: d:c behavior offmy subordinates?" thcy must wonder once<br >in a v， hilc.<br > IF they lo，~k through the Iitcraturc on organizations， they will<br >find !it. .lc c，~p， pizicaI evidence on which to basc an answer to that<br >quc:<ic，~. The study described in this book is an cffort to add to<br >that mca~.Wr stor~?.<br > !acrt，crt ~，.autn.an is Senior Fellow in the Brookin，%s Govern-<br >111c llLal " "<br > Sit ~cs program， and Michael Couzcns was a rcscarch<br >a~sistant i，1 thac program through the life of this study. In the<br >col，r~;c of their x o.rk， the greatest debt the authors incurred was<br >to ti~c otiiccrs amt c~-lo ccs.: ， of the nine ffdcral orgaifizafioi~s<br >c>:ammcd in detail. There arc Gr t， x~ many people to permit<br >ackn，>，vlc，l.:giiG each individual s assistance s::t aratc，) ， bt;t the<br >cxt~m oftl~cir l~clp is a tributc to the opcm~css of Mac bureaucracy.<br > At lh-oc， kinL*s， drafts of" the mam~script wcrc reviewed by<br > vii<br >