Public Corruption
The Costs of Public Corruption – And The Need for the Public to Fight Back
by Patrick Fitzgerald
U.S. Attorney for the Northern District of Illinois
...Corruption can also change the face of a community. Over and over, for several decades, some Chicago aldermen have given away public benefits, like zoning rights and city-owned land, to real estate developers who, in turn, have lined the aldermen’s pockets and campaign purses.
Undoubtedly the most harmful consequence of endemic public corruption in a community is the apathy that it engenders – the culture of acceptance. Over many years of seeing corruption in almost every facet of government, many residents of a community begin to simply accept corruption as the immutable status quo. They come to assume government is broken and ineffective and destined to function corruptly. The consequences of this culture of acceptance in a community are many. Some residents simply disengage from the political process and no longer trust their government to function well or in their interest. Other residents may come to believe they must engage in corruption in order to gain government benefits themselves. Still others will begin to look the other way when they witness corrupt transactions. And honest folks are discouraged from entering politics or suffer from the skepticism engendered by others’ misdeeds.
The culture of acceptance makes it very difficult to detect, investigate and prosecute corruption. Although there are a variety of federal statutes that we use to prosecute corruption, including fraud, bribery and extortion statutes, as well as RICO, prosecutions cannot be successful without truthful witnesses and willing cooperators. Because voluntary assistance from the public in corruption cases is often hard to come by, we use many investigative techniques that assist us in gathering evidence and requiring cooperation, such as the use of grand jury subpoenas, grants of immunity, consensual recordings, and wiretaps. Using a wide range of these tools to vigorously investigate corruption can lead to convictions of corrupt officials once thought to be above the law, which, more effectively than anything else, demonstrates that the public need not accept corruption. Successful prosecutions that show that no one is beyond the reach of corruption statutes serve to encourage, empower and mobilize members of the public to work to change the culture of acceptance. We are grateful in the Northern District of Illinois that juries time and time again have rejected the argument that corruption is acceptable because it is the “Chicago way.”
In addition to the need for effective prosecutions, federal prosecutors must engage in community outreach to ensure that all residents of a community know that they can have a voice in stopping corruption and that they need not accept corruption in any degree—at any level of government. In the Northern District of Illinois, we try to send the message as often as we can that community involvement is critical in rooting out corruption. We regularly communicate that residents must take an active role in their government so that it properly functions for them. We also emphasize that the vigorous efforts of law enforcement should not be used as a rationale for the community to stay silent. The public’s refusal to accept corruption is the first line of defense in the fight against it.
While corruption will never be eliminated from our communities, vigorous investigation and prosecution of corrupt officials can serve to reduce its harmful effects and, most importantly, greatly diminish the culture of acceptance.
As I wrote these names, I realized for the first time that City Council Nancy Hamilton is married to Planning Board Chairman, Wayne Hamilton. This sickens me as I think of how I struggled to understand how a City Council woman could be part of this slaughter to a domestic survivor mom and children. Clear as day now. I remember hearing Paul talk about his company in a Planning Board meeting during the construction of the new WCGH Annex ( also corrupt site conditions as in the horrifically huge Capt. Albert Stevens School corruption- Slocum forced to admit after holding out for 3 years for statutes-see below. Planning Board totally corrupt) What company was/is that? Was it construction? The Hamilton's also hold many properties and have ties to Searsport. Now I see why Nancy did not want to get involved in saving Belfast from the Searsport Tanks. She said it was none of our business. Seriously, it's on tape on the meeting. Incredible. But she gets high and mighty on law breaking when a few of Mayor Ash's re-election signs go missing. There must be boatloads of uncovered corruption. Wake Up Belfast Residents.
2/17/14 Uneducated, unaware, it is epic in Belfast City Hall. Calculating, convincing, power control, heartless and dangerous when exposed. No doubt, facts and behaviors are here. Condescending ego is your first clue. City Councilor Mike Hurley, City Councilor Nancy Hamilton, City Planner Wayne Marshall, City Manager Joe Slocum, City Attorney Bill Kelly, Code Enforcement Officer Tod Rosenburg, Paul Hamilton Planning Board Chairman...
The Costs of Public Corruption – And The Need for the Public to Fight Back
by Patrick Fitzgerald
U.S. Attorney for the Northern District of Illinois
by Patrick Fitzgerald
U.S. Attorney for the Northern District of Illinois
...Corruption can also change the face of a community. Over and over, for several decades, some Chicago aldermen have given away public benefits, like zoning rights and city-owned land, to real estate developers who, in turn, have lined the aldermen’s pockets and campaign purses.
Undoubtedly the most harmful consequence of endemic public corruption in a community is the apathy that it engenders – the culture of acceptance. Over many years of seeing corruption in almost every facet of government, many residents of a community begin to simply accept corruption as the immutable status quo. They come to assume government is broken and ineffective and destined to function corruptly. The consequences of this culture of acceptance in a community are many. Some residents simply disengage from the political process and no longer trust their government to function well or in their interest. Other residents may come to believe they must engage in corruption in order to gain government benefits themselves. Still others will begin to look the other way when they witness corrupt transactions. And honest folks are discouraged from entering politics or suffer from the skepticism engendered by others’ misdeeds.
The culture of acceptance makes it very difficult to detect, investigate and prosecute corruption. Although there are a variety of federal statutes that we use to prosecute corruption, including fraud, bribery and extortion statutes, as well as RICO, prosecutions cannot be successful without truthful witnesses and willing cooperators. Because voluntary assistance from the public in corruption cases is often hard to come by, we use many investigative techniques that assist us in gathering evidence and requiring cooperation, such as the use of grand jury subpoenas, grants of immunity, consensual recordings, and wiretaps. Using a wide range of these tools to vigorously investigate corruption can lead to convictions of corrupt officials once thought to be above the law, which, more effectively than anything else, demonstrates that the public need not accept corruption. Successful prosecutions that show that no one is beyond the reach of corruption statutes serve to encourage, empower and mobilize members of the public to work to change the culture of acceptance. We are grateful in the Northern District of Illinois that juries time and time again have rejected the argument that corruption is acceptable because it is the “Chicago way.”
In addition to the need for effective prosecutions, federal prosecutors must engage in community outreach to ensure that all residents of a community know that they can have a voice in stopping corruption and that they need not accept corruption in any degree—at any level of government. In the Northern District of Illinois, we try to send the message as often as we can that community involvement is critical in rooting out corruption. We regularly communicate that residents must take an active role in their government so that it properly functions for them. We also emphasize that the vigorous efforts of law enforcement should not be used as a rationale for the community to stay silent. The public’s refusal to accept corruption is the first line of defense in the fight against it.
While corruption will never be eliminated from our communities, vigorous investigation and prosecution of corrupt officials can serve to reduce its harmful effects and, most importantly, greatly diminish the culture of acceptance.
As I wrote these names, I realized for the first time that City Council Nancy Hamilton is married to Planning Board Chairman, Wayne Hamilton. This sickens me as I think of how I struggled to understand how a City Council woman could be part of this slaughter to a domestic survivor mom and children. Clear as day now. I remember hearing Paul talk about his company in a Planning Board meeting during the construction of the new WCGH Annex ( also corrupt site conditions as in the horrifically huge Capt. Albert Stevens School corruption- Slocum forced to admit after holding out for 3 years for statutes-see below. Planning Board totally corrupt) What company was/is that? Was it construction? The Hamilton's also hold many properties and have ties to Searsport. Now I see why Nancy did not want to get involved in saving Belfast from the Searsport Tanks. She said it was none of our business. Seriously, it's on tape on the meeting. Incredible. But she gets high and mighty on law breaking when a few of Mayor Ash's re-election signs go missing. There must be boatloads of uncovered corruption. Wake Up Belfast Residents.
2/17/14 Uneducated, unaware, it is epic in Belfast City Hall. Calculating, convincing, power control, heartless and dangerous when exposed. No doubt, facts and behaviors are here. Condescending ego is your first clue. City Councilor Mike Hurley, City Councilor Nancy Hamilton, City Planner Wayne Marshall, City Manager Joe Slocum, City Attorney Bill Kelly, Code Enforcement Officer Tod Rosenburg, Paul Hamilton Planning Board Chairman...
2/17/14 Uneducated, unaware, it is epic in Belfast City Hall. Calculating, convincing, power control, heartless and dangerous when exposed. No doubt, facts and behaviors are here. Condescending ego is your first clue. City Councilor Mike Hurley, City Councilor Nancy Hamilton, City Planner Wayne Marshall, City Manager Joe Slocum, City Attorney Bill Kelly, Code Enforcement Officer Tod Rosenburg, Paul Hamilton Planning Board Chairman...
High toxicity leadership: Borderline personality disorder and the dysfunctional organization
Document Information:
Title: High toxicity leadership: Borderline personality disorder and the dysfunctional organization Author(s): Alan Goldman, (Arizona State University, Glendale, Arizona, USA) Citation: Alan Goldman, (2006) "High toxicity leadership: Borderline personality disorder and the dysfunctional organization", Journal of Managerial Psychology, Vol. 21 Iss: 8, pp.733 - 746 Keywords: Behaviour, Leadership, Organizations, Personality Article type: Research paper DOI: 10.1108/02683940610713262 (Permanent URL) Publisher: Emerald Group Publishing Limited Abstract:
Purpose – This paper aims to assess highly toxic personality disorders in leaders, implications for organizations, and methods for assessment and intervention.
Design/methodology/approach – Action research was used, including a thick description case study narrative and application of the DSM IV-TR.
Findings – Personality disorders are a source of a highly toxic and dysfunctional organizational behavior; borderline personality disorder in a leader may serve as a systemic contaminant for an organization.
Research limitations/implications – A qualitative, case study approach may not lend itself to replication or quantification; usage of the DSM IV-TR requires clinical training in counseling psychology; the growing incidence of personality disorders in leadership warrants cognizance, ability to assess, the creation of early detection systems and methods of intervention.
Practical implications – Through the narrative of a case study researchers and practitioners can obtain a glimpse into the day-to-day operations and nuances of a highly toxic leader and how it impacts an organization; interventions and solutions are provided.
Originality/value – This paper calls attention to highly toxic leadership and organizational dysfunction by investigating borderline personality disorder as a prototype.
| Title: | High toxicity leadership: Borderline personality disorder and the dysfunctional organization |
|---|---|
| Author(s): | Alan Goldman, (Arizona State University, Glendale, Arizona, USA) |
| Citation: | Alan Goldman, (2006) "High toxicity leadership: Borderline personality disorder and the dysfunctional organization", Journal of Managerial Psychology, Vol. 21 Iss: 8, pp.733 - 746 |
| Keywords: | Behaviour, Leadership, Organizations, Personality |
| Article type: | Research paper |
| DOI: | 10.1108/02683940610713262 (Permanent URL) |
| Publisher: | Emerald Group Publishing Limited |
| Abstract: | Design/methodology/approach – Action research was used, including a thick description case study narrative and application of the DSM IV-TR. Findings – Personality disorders are a source of a highly toxic and dysfunctional organizational behavior; borderline personality disorder in a leader may serve as a systemic contaminant for an organization. Research limitations/implications – A qualitative, case study approach may not lend itself to replication or quantification; usage of the DSM IV-TR requires clinical training in counseling psychology; the growing incidence of personality disorders in leadership warrants cognizance, ability to assess, the creation of early detection systems and methods of intervention. Practical implications – Through the narrative of a case study researchers and practitioners can obtain a glimpse into the day-to-day operations and nuances of a highly toxic leader and how it impacts an organization; interventions and solutions are provided. Originality/value – This paper calls attention to highly toxic leadership and organizational dysfunction by investigating borderline personality disorder as a prototype. |
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