Democracy or leadership: A false dichotomy. Harold Bridger on transitional (therapeutic) communities

In British adult therapeutic communities that emphasize democracy there is an ongoing ambivalence concerning the role of leadership. In 1984 Harold Bridger discussed how considering such organizations as ‘open-systems’ this dilemma could be resolved. In a paper that explains his thoughts on management more explicitly than in any of his other writings he discussed his concepts of the ‘transitional space’ in which the ‘double-task’ of tackling conscious as well as unconscious issues in facing the challenges of change. Arguing that this required an opportunity to ‘suspend business’ in which people could feel safe and belong, he contended that this would enable participants to face the future in a more flexible manner. He considered that this perception, derived from his previous experience at Northfield Military Hospital and in industry, was relevant to the functioning of therapeutic communities as well as transitional communities in general. An example of how a similar approach was effective in the fight against terrorism is given to demonstrate his ideas have a continuing relevance today.