I am concerned in this chapter with the management of drinking and drug taking - particularly as it pertains to the situation in the UK. Intuitively, intoxication would seem to be a direct contrast to the sober rationality and selfmanagement necessary for the correct performance of organisational or societal roles. One might, therefore, expect today's institutions, 'greedy' as they are for the labour power and cultural alignment of employees (Coser, 1974), to demand moderation or abstinence from these subjects. We might look for organisations to function so as to exclude or manage the intoxicated body, discipline it into different forms of behaviour or supplant the irrationality of intoxication with performative rationality and calculability. In the section immediately following this introduction, I will show moves in these directions through the technology of workforce drug and alcohol testing
