| |  The societal developments of the past centuries have had repercussions within Dutch culture in various ways. This particularly applies to the way in which people experience themselves and their fellows. Due in part to the guild system, a strong individual sense of justice has prevailed ever since the Middle Ages. In this respect, as Voltaire once remarked, the Dutch culture is especially renowned. When present-day European euphoria leads to praise for the Dutch ‘polder model’, this is based to a not unimportant extent on this historic breeding ground: the realization that human existence is precious and offers immense possibilities for ‘unshackling’ (emancipatio) and responsibility.
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 | |  The structure of an organization is as considerable as it is imperceptible. When one analyses it visually, it proves to be a motley affair.213 The central question, then, is whether these differing aspects have a structural connection, or whether—despite the deepest of probing—no ascertainable structure is applicable to the organization In the latter case, the organization is a veritable Pandaemonium and no simple answer to our central question is possible. Yet another question is whether individual members can identify with the organization in its oblique manifestations. No simple answer can be expected to this, either. To begin with, however, one can distinguish several forms of active involvement in the control of the organization. On the human level, this is the active management of the organization and the mystification of daily transactions.
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