THE LOGIC OF COLLECTIVE ACTION: PUBLIC GOODS AND THE THEORY OF GROUPS. By Mancur Olson, Jr. Rev. ed. New York: Schocken Books, 1971. 184 pp. $2.45

behavior is "determined" by an interaction between personality characteristics and role expectations. Stagner and Rosen seem unwilling to choose. It is not that they change perspective according to the problem, but rather that the reader is frequently uncertain which orientation is being utilized at a given time. The ambiguity begins on the first page, which contains the assertion: "We cannot hope to understand the behavior of the company executive or the union official without taking into consideration the organizational context." This seems to be a clear statement of perspective, but in the same introduction the authors conclude: "The following pages will therefore be devoted to an examination of ways in which the psychology of individuals illuminates the field of union-management relations." The forward, written by Victor H. Vroom -who edits the series of which this book is a part-implies that the book is written for advanced undergraduates and beginning graduate students. If this is the intended audience, I am hard put to understand the authors' consistent failure to cite the original sources of their perspectives. For example, there is an extended conceptualization of level of aspiration as determined by desire and perceived probability, without reference to Lewin; a presentation of motivation as inferred from purposive behavior, without reference to Tolman; an analysis of frustration-aggression, without mention of Dollard, et. al. One purpose served by special-area textbooks ought to be to suggest to students how general theory can be applied to a particular area. This can hardly be done when the "lines" are left as blurred and disguised as they are here. The first three chapters, following the introduction, examine perception, motivation, and frustration, which are presented as "the three keys to psychological insight into industrial disputes" (p. 55). Chapters 5 and 6 are oriented to the structure of the company and union organizations and to the "structuring role" of leadership. The final three chapters are directed specifically at the form and resolution of industrial disputes. It is in the final three chapters that the book moves most smoothly. The authors make an interesting distinction between dispute and conflict, viewing both as competition, but characterizing dispute by the presence of norms to guide the form, while conflict is more anomic. Following this distinction is a description of the forms of dispute (e.g., strike, slowdown, etc.) and then a reversion back to the phenomena of perception, motivation, and frustration as the "basic principles for guiding settlement of disputes." They conclude with an evaluation of procedures, such as human relations commissions, formal lines of communication, etc., which might be utilized in the prevention of disputes. (The authors' intense concern with dispute, manifested throughout the book, makes one wonder if the book could not be more appropriately entitled "The Psychology of Industrial Dispute.") To readers who are familiar with Stagner's earlier book, The Psychology of Industrial Conflict (1956), there will be much in this book which is familiar.* This short version of a psychological approach to industrial-labor relations should be of value to instructors of courses in this area, particularly those in business and management, who are looking for a brief introduction to the psychological perspective.