Thursday, May 31, 2007

 

Insight on Organizational Culture

Mark Buchanan, who blogs behind the paywall at the New York Times' Times Select, had a really good posting a couple days ago. In part, it says,
People who engage in corrupt acts often do not see them as such. This much has emerged from studies of corporate scandals and fraud at places like Enron or WorldCom. In a study two years ago, for example, business professors Vikas Anand, Blake Ashforth and Mahendra Joshi concluded that most fraud within institutions takes place through the willing cooperation of many otherwise upstanding individuals with no psychological predisposition to be criminals.

Whether embezzling money, undermining product safety regulations, or even selling completely fake products, the perpetrators rationalize away their responsibility. They deny that they actually had any choice, saying that “everyone was doing it.” Or they deny that anyone really got hurt, so there really was no crime: “They’re a big company, they can afford to overpay us.”

*snip*

All of this isn’t so surprising, actually, when you realize that we like to feel good about ourselves and about those with whom we work, and that our brains have immense talent for producing reasons why we should. People engaged in corruption, the academic researchers suggest, create a kind of psychological atmosphere in which what they’re doing seems normal or even honorable . . .

*snip*

But the psychology of rationalization is only part of the story. The other element in all such cases seems to be a chain-like linking together of individual actions that can undermine social norms with surprising speed – or keep them safe, sometimes if just a single person remains strong.

*snip*

the fragility of social outcome, its potential sensitivity to the actions of just one person, brings home the profound importance of individual responsibility. Everyone’s actions count. The laws and institutional traditions we have were put in place precisely to help us avoid these social meltdowns, and to give people the incentive not to step over the line, especially when lots of others are doing so already.

I've done so much snipping above because Buchanan is trying to relate these observations to Bushco scandals, but I think his remarks have much wider generality!

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