The article discusses the concept of psychological contracts in organizations, focusing on written and unwritten agreements. It highlights the work of Denise M. Rousseau, whose book "The Psychological Contract" explores how these contracts shape employee relationships and performance. Rousseau argues that the psychological contract is a subjective perception of promises and obligations between individuals and organizations, influenced by various "contract makers" such as personal history, organizational structures, media, and institutions. The article categorizes four types of psychological contracts: relational, transactional, balanced, and transitional, each with distinct characteristics and implications for organizational dynamics. It also touches on the increasing prevalence of transactional and transitional contracts, which prioritize written agreements and short-term relationships, respectively, while traditional relational contracts are becoming less common. Additionally, the article references François Dupuy's book "Lost in Management," which critiques the over-reliance on indicators and reporting in management, arguing that this approach can lead to a loss of control over complex organizational systems.The article discusses the concept of psychological contracts in organizations, focusing on written and unwritten agreements. It highlights the work of Denise M. Rousseau, whose book "The Psychological Contract" explores how these contracts shape employee relationships and performance. Rousseau argues that the psychological contract is a subjective perception of promises and obligations between individuals and organizations, influenced by various "contract makers" such as personal history, organizational structures, media, and institutions. The article categorizes four types of psychological contracts: relational, transactional, balanced, and transitional, each with distinct characteristics and implications for organizational dynamics. It also touches on the increasing prevalence of transactional and transitional contracts, which prioritize written agreements and short-term relationships, respectively, while traditional relational contracts are becoming less common. Additionally, the article references François Dupuy's book "Lost in Management," which critiques the over-reliance on indicators and reporting in management, arguing that this approach can lead to a loss of control over complex organizational systems.