Lately, I’ve been immersed in the work of Philippe Bourgois, particularly his research on homeless heroin addicts. This is a natural continuation of my long-standing sociological and political interest in marginalized groups: the downtrodden, residents of housing projects, street gangs, mobsters, and petty criminals. My journey began years ago with Street Corner Society and Tally’s Corner, and Bourgois’ work is a powerful addition to this lineage.

Bourgois exposes fundamental flaws in public policy regarding the treatment of homeless heroin users. He critiques how the system handles everything from recurring abscesses to the misplaced obsession with preventing bloodborne diseases via shared needle use. His central argument is striking: these individuals need ongoing treatment—not cures.

He illustrates the futility of interventions aimed at ending needle sharing, for example, within a culture where sharing—and betrayal—are deeply intertwined. It’s not just addiction; it’s a social world with its own logic, codes, and contradictions.

In contrast to the profound dysfunction Bourgois describes among homeless heroin users, most organizations are not completely broken. Yes, a few may resemble the “deep pits of hell” he portrays, but most are not entirely dysfunctional. Still, all organizations carry some degree of incurable pathology.

These include chronic political infighting, ceremonial status shaming, bureaucratic numbness, narcissistic leadership, and more. Organizational Development (OD) professionals too often approach these issues with an air of misplaced certainty—as if they can be “cured” with the right tool or framework. This is misguided. Coping better? Yes. Solving or eradicating them? No. These pathologies are, by and large, permanent features of collective human endeavor.

Why? Because organizations are, at their core, groups of people coming together to get something done. This dependency naturally breeds anxiety, which manifests as dysfunction. The messiness—conflicts, inefficiencies, and political undercurrents—is the sawdust of collaboration.

At 76, I doubt many are eager to read long reflections like these—especially in an era of Gemini and ChatGPT, with their sleek, bite-sized wisdom. But if you’ve made it this far, here’s my core message:

Don’t try to “fix” organizational pathology. Focus on mitigating it.

This approach has guided my work for over 45 years and has served clients well. No new fad, framework, or tech revolution changes this truth.