The Gulags, the Chinese and Nazis Labor camps, were not the work of capitalists, but of capitalism’s enemies
BY JR NYQUIST
BY JR NYQUIST
In November 2010 The Economist published a piece on psychopathy. The article suggested,
however indirectly, that if psychopaths are packed into prisons they might also
be packed into corporate boardrooms. It is, after all, the stupid psychopaths
who get arrested. Perhaps the smart ones – being far more dangerous – go up the
corporate ladder. According to The Economist, “The combination of a propensity for
impulsive risk-taking with a lack of guilt and shame (the two main
characteristics of psychopathy) may lead, according to circumstances, to a
criminal career or a business one.”
In a short paper by Clive
R. Boddy, titled The
Implications of Corporate Psychopaths for Business and Society, the Corporate Psychopath
is defined as “those people working in corporations who are self-serving,
opportunistic, ego-centric, ruthless and shameless but who can be charming,
manipulative and ambitious.” Boddy claims that psychopaths “may theoretically
be present in organizations at senior managerial levels in much larger numbers
than their approximately 1% incidence in the general population would
suggest….”
Boddy’s paper claims that
“Corporate Psychopaths are drawn to corporations as sources of power, prestige
and money.” However, these folks are a “threat to business performance and
longevity because they put their own interests before those of the firm.” In
other words, psychopaths seek out situations where their tyrannical behavior
and exploitive abilities will be condoned or even admired without actually
caring if the business they manage ultimately succeeds.
In a book titled Working
With Monsters, Australian academic psychologist John Clarke shows
how destructive psychopaths can be in the workplace. They present themselves as
charming and efficient while, in reality, they are irresponsible and
self-serving. Always in search of victims to enslave, the psychopath prefers to
destroy rather than to build and should never be given authority over others.
Yet, more often than we would like to admit, such people acquire positions of
power for inflicting their petty tyranny on others. As Boddy wrote in his
paper, “coming across [psychopaths] in organizations could present an employee
with situations of harassment and humiliation.”
In an age of colossal
financial loss – of Ponzi schemes at the corporate and federal level – there
must be, somewhere in upper management, more than a few psychopaths. The damage
done by such people may be incalculable. Think of the Savings and
Loan crisis of the late 1980s and early
90s. Out of 3,234 savings and loan associations, 747 failed at an estimated
total cost of $370 billion. Ruthless individuals, with no sense of responsibility,
are highly dangerous when given management positions in sensitive organizations
such as banks, investment firms, or government. In this respect, the news may
be worse than we want to hear. Organizational psychologist Paul Babiak, author
of Snakes
in Suits, claims that psychopaths tend to rise quickly in
business on account of their charm and readiness to manipulate others. While
perfectly normal in outward appearance, the psychopath may appear to be an
ideal leader. But in reality he victimizes everyone who relies on him.