Journal of the History of the Behavioral Sciences最新文献

The Joint Commission on the Mental Health of Children (JCMHC) was a sprawling, multidisciplinary project that took shape in the years immediately after the assassination of President John F. Kennedy. Participants included child psychiatrists, educators, psychologists, social workers, philanthropists and other laypeople and professionals interested in the plight of children. While the original inspiration for the JCMHC was to address the potential for violence from disturbed children and adolescents, its findings and recommendations were an indictment of American society itself in which poor children went hungry, minority children were oppressed and there were not sufficient resources dedicated to the mental health of the nation's population of young people. The task forces and committees of the JCMHC spent significantly more time addressing prevention and mental health rather than mental illness. Two years into the work of the JCMHC, the leadership formed a committee to specifically examine issues related to race. The final report, published in popular book form as Crisis in Child Mental Health, arrived after the unraveling of the liberal consensus that had fueled President Lyndon Johnson's Great Society programs. Most of the proposed solutions for government intervention were ignored by the Nixon administration. The focus on mental health and the willingness to take a critical look at the detrimental effects of racism had represented child psychiatry at that time. In the decades that followed, however, child psychiatrists turned away from issues about prevention, race and environment and instead focused on the problems of mental illness in individual children.

In 1920, the psychiatrist Abraham Myerson published a self-help book titled The Nervous Housewife. In his book, he argued that the living conditions in urban-industrial America were responsible for a significant increase in the number of housewives who suffered from nervous symptoms. He also warned that women were consequently becoming increasingly discontent with the role and were beginning to desire a life outside motherhood and housewifery. Accordingly, The Nervous Housewife offered housewives and their husbands directions on how to improve her living conditions. This would allow readers to manage and prevent the emergence of nervous symptoms so that women would continue to desire a life as housewife and mother. Throughout the 1920s, Myerson would continue to publish health advice for housewives on how they could manage and eliminate their nervous symptoms. This article analyzes how Myerson connected the everyday experiences and conditions of the housewife's life to her nervousness in his texts and reveals how his motivation was to keep women satisfied with what he deemed was their proper societal role, that of housewife and mother. In doing so, it will also compare his work to other self-help texts on nervousness to illuminate how his how-to guide was innovative, while examining both scholarly and popular reviews of his book to reveal what his peers and readers perceived as the benefits of his advice.

This article examines the introduction of “sensitivity training” to 1970s Swedish work life. Drawing upon a range of empirical materials, I explore the politics that were involved in the process of translating and adapting this group dynamic method to the Swedish context and consider how its proponents argued for its value. By approaching sensitivity training as an attempt to govern, shape, and regulate both human beings and the work organizations of which they were a part, I argue that sensitivity training presents an unexpectedly early example of a governing rationality that has elsewhere been described and theorized as “neoliberal.” The fact that sensitivity training was established in Swedish work life already in the early 1970s thus challenges the historiography of neoliberal modes of government, which have elsewhere been associated with a neoliberal shift in state policies occurring in the 1980s and 1990s. The article demonstrates how emotionally liberating practices in the late 1960s and early 1970s were embraced by some of the most politically influential actors in contemporary Swedish society, such as the corporate sector and the trade unions. As blue-collar trade unions and social democrats voiced increasingly far-reaching demands concerning workplace democracy and improved workplace conditions, advocates of sensitivity training presented their method as crucial to the process of “democratizing” and “humanizing” Swedish work life. Intimately associated with the new therapies of humanistic psychology, sensitivity training was used within the corporate sector to foster a more emotional and authentic leadership style that would embrace the values of emotional awareness, self-expression, and self-actualization. The crying boss emerged in this context as a key figure in the project of creating a “democratic” and psychologically satisfying organization. Yet, sensitivity training was also described as a means for companies to make better use of what was now asserted as their most important economic asset: the human being. From the outset, the idealistic vision of an emotionally liberated, democratic workplace was thus entangled with a specific kind of economic rationality, in which the emotionally liberated, self-actualizing individual emerged as a capital or asset that would be better utilized if the organization allowed—even encouraged—employees to engage in their own well-being and self-optimization.