Below is copied from my first blog www.belfastbullies.blogspot.com
10/19/13 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.
City Council Mike Hurley, City Planner Wayne Marshall, City Manager Joe Slocum are the first line to take down the resident. Then up the ladder, the list goes on. Up to Governor LeRage. All see it and dance around it. Protecting and implicating themselves, the biggest mistake of all. Not me. No one has anything on me. I learned early from by equally dangerous one year older brother, George Jr. I get back up.
Below is copied from my first blog www.belfastbullies.blogspot.com
10/19/13 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.
City Council Mike Hurley, City Planner Wayne Marshall, City Manager Joe Slocum are the first line to take down the resident. Then up the ladder, the list goes on. Up to Governor LeRage. All see it and dance around it. Protecting and implicating themselves, the biggest mistake of all. Not me. No one has anything on me. I learned early from by equally dangerous one year older brother, George Jr. I get back up.
City Council Mike Hurley, City Planner Wayne Marshall, City Manager Joe Slocum are the first line to take down the resident. Then up the ladder, the list goes on. Up to Governor LeRage. All see it and dance around it. Protecting and implicating themselves, the biggest mistake of all. Not me. No one has anything on me. I learned early from by equally dangerous one year older brother, George Jr. I get back up.
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.
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.
| 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. 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.
|
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