Can good values prevent our descent
into deception?
Can good values help our ascent from
deception?
We’re Going Wrong (Cream,
originally recorded/released in 1967)
2005
Royal Albert Hall version: http://www.youtube.com/watch?v=Hlx5s96gDvI
*****
This entry offers several core
quotes about the nature of deception (part one, primarily from social psychologists)
and about values to support personal and financial integrity (part two, from
mission organizations). It continues the call by the 100+ signatories of the Shine the
Light—Together petition, made to all those affected by the NCI et al fraud. Those being called to help (in addition to government investigative bodies) include specific organisations in the church-mission and
humanitarian communities; former and current personnel, leaders, board members, donors,
and partners; projects and people receiving NCI money; and all those who have
information and influence to help. This entry also echoes one of Rand Guebert’s consistent
concerns in his professional review regarding NCI et al: “One question arises over and over in
this review--where is the ethical and accountable corporate governance?” (Integrated
Executive Summary, p. 9)
Descending into Deception
“So what are the seven social processes that
grease the slippery slope of evil? Mindlessly taking the first small step.
Dehumanization of others. De-individuation of self. Diffusion of personal
responsibility. Blind obedience to authority. Uncritical conformity to group
norms. Passive tolerance to evil through inaction or indifference.” Philip
Zimbardo, The Psychology of Evil, TedTalk http://www.youtube.com/watch?v=OsFEV35tWsg
.
“When we make mistakes, we must calm the cognitive dissonance
[inner disharmony between our ideal self and actual self] that jars our
feelings of self-worth. And so we create fictions that absolve us of
responsibility, restoring our belief that we are smart, moral, and right—a
belief that is dumb, immoral, and wrong."
.
"Yet mindless self-justification, like quicksand, can draw
us deeper into disaster. It blocks our ability to even see our errors, let
alone correct them. It distorts reality, keeping us from getting all the information
we need and assessing issues clearly. It prolongs and widens rifts between
lovers, friends, and nations. It keeps us from letting go of unhealthy habits.
It permits the guilty to avoid taking responsibility for their deeds. And it
keeps many professionals from changing outdated attitudes and procedures that
can be harmful to the public." Carol
Tavris and Elliot Aronson. Mistakes
Were Made (but not by me): Why We Justify Foolish Beliefs, Bad
Decisions, and Hurtful Acts, 2007(excerpts from overleaf, pp. 4-10)
.
“But at any time an organization makes
a seriously wrong decision, its leaders should call for an intensive
postmortem. Such learning opportunities are too often overlooked. The tendency
is simply to call on the public relations department to spin the mater, to make
another inadequately thought-out decision, and perhaps to scapegoat, even fire,
a few staff members. Because most companies cover up their mistakes instead of
learning from them, systemic flaws in information flow tend to remain to do
their damage another day….Pride in belonging to a high-performing or a
high-status group and the cozy sense of belonging to a tight-knit
organizational “family” can be genuine sources of professional satisfaction.
The paradox is that there is a dark side to belonging—the almost reflexive
temptation to spin information in ways that protect the group’s shared pride,
to make the group look better than it really is, or even simply to preserve the
group. All these make it easier for group members to suppress information or
distort it.” Warren Bennis, Daniel Goleman, and James O'Toole, with Patricia Ward
Biederman. Transparency:
How Leaders Create a Culture of Candor, 2007 (pp.
22-23; 35-36)
.
"Using a variety of influence tactics, the
psychopaths manipulated their network of one-on-one personal bonds to gather
information they could use to advance their own careers, derail the careers of
rivals, or enlist technical support when the company made demands on them (to
actually do their jobs). Specifically, their game plans involved manipulating
communication networks to enhance their own reputation, to disparage others,
and to create conflicts and rivalries among organization members, thereby
keeping them from sharing information that might uncover the deceit. They also
spread disinformation in the interest of protecting their scam and furthering
their own careers. Being exceedingly clever and secretive, they were able to
cloak their association with the disinformation, leading others to believe that
they were innocent of manipulation. (pp. 129-130)....Unfortunately no group is
more surprised to learn that they have been psychologically manipulated than
those who believe they are smarter and stronger than others, no matter how true
this may be....(p. 131)We did find coworkers, peers, and executives who saw
through some of the manipulation and deceit...Unfortunately few brought their
concerns to the "victims" or to management. Reasons for this silence
most often included " I'm minding my own business"; " No one
would listen to me"; and "It's not my place to intervene."(p.133)
....Eventually it became obvious that the psychopaths were effectively
balancing the discrepant views of their coworkers, and relying on consistent
charm, occasional intimidation, and basic trusting nature of people, and
frequent organizational changes to maintain their fictional personas in the
eyes of those who mattered most....(p. 136) Eventually someone tries to do
something about it. A former pawn might challenge or confront the individual,
and perhaps even try to bring the situation to the attention of higher ups.
Unfortunately, by this time the psychopath is well positioned through the
networks already established with others in the power hierarchy. The tables are
turned because the credibility of the complaining employee has already been
"managed" and undermined. The employee wonders what has happened. As
potential rivals and detractors are neutralized, the psychopath is free to
continue operations unchallenged.....(p. 138) Unfortunately some unnamed
victims were reorganized out of their jobs, had their careers derailed, or left
their companies in disgust." (p.140)
Paul Babiak and Robert Hare, Snakes in Suits: When Psychopaths Go to Work,
2006 (excerpts from chapter six; Pawns, Patrons, and Patsies)
.
Committing to Values--Valuing Commitments
World Evangelical Alliance: Mission
Commission
"[This
code spurs us]…to integrity and to holiness, to faithfulness to our marital
vows, to full financial transparency, to personal and corporate
transformational discipleship, to serious mutual accountability, and to the
honourable treatment of each other as created in the image of God. The degree
to which we fall short may determine whether we ought to continue in ministry
and as Associates of the WEA Mission Commission….We commit ourselves to financial
integrity. We accept our responsibility as stewards of God’s resources. We will
reveal our funding proposals and open our personal financial records to
trusted colleagues for their critique. Our corporate financial books will be
evaluated by competent accounting firms who can examine our finances and by
courageous colleagues who can evaluate our motives and processes as we raise,
account for and utilize funds." (Connections, August 2007, pp. 12ff). Retrieved from:
.
"Members are
expected to maintain high standards of integrity in the areas of publicity,
fund raising and accountancy, which will commend the cause of world mission as
represented by Global Connections….In all activities, members should be
characterised by honesty, integrity and a validity of purpose, method and
means, in harmony with Christian principles, as well as with a recognition of
the laws of the lands in which it works….In the raising and use of funds,
members have obligations to donors, the Christian public and people with whom
they work, to ensure that income is used solely to fulfil the declared
objectives. This obligation includes: Publishing clear statements on the
proposed use of funds. Having an annual audit (or independent examination) of
the accounts in line with the Charities Act and if appropriate the Companies
Act. These should be made available to donors and the general public upon
reasonable request. Having clear management systems and clear evidence that
fund raising and disbursement authority is not vested exclusively in any one
individual. Ensuring that the expenditure on administrative overheads and
publicity is kept to a level consistent with efficiency. Providing simple
understandable reports, charts and diagrams to show the public how funds has
been used." Retrieved from:
.
Youth With A Mission
"We are called to lead holy and righteous lives that
exemplify the nature and character of God….YWAM affirms that everything exists because
God communicates. Therefore, YWAM is committed to truthful, accurate, timely
and relevant communication. We believe good communication is essential for
strong relationships, healthy families and communities, and effective ministry." Retrieved from:
.
Mercy Ships International
"Mercy Ships is
committed to being completely transparent with you. Donors like you deserve
more than vague overviews. You deserve to see how your contributions directly
impact those in need of critical care and love. View our financials page to
download our annual reports, audit reports, and form 990s. If you need anything
else, call us. We love talking with our partners about all that we’re doing to
reach the world’s forgotten poor." Retrieved from: https://www.mercyships.org/financials/
.
In Summary
There are two ways, one of life and one of
death,
and there is a great difference between
these two ways.
Didache, circa 70 a.d.
