The Ethical Executive: Becoming Aware of the Root Causes of Unethical Behavior: 45 Psychological Traps That Every One of Us Falls Prey To

By Robert Hoyk; Paul Hersey | Go to book overview

JONESTOWN

In 1978, in a South American settlement called Jonestown—named after its leader Reverend Jim Jones—over nine hundred people committed suicide. Under the leadership of Jones, the communal members of Jonestown gathered together; for the most part, they administered a cyanide-laced drink to their children and then drank themselves. “Their bodies were found lying together, arm in arm.”

How could such a horror ever happen? Many of these people were middle- or upper-middle-class professionals: nurses, lawyers, college professors, businessmen, social workers.

The story begins about twenty years earlier when Jones established his church, the Peoples Temple, in Indiana. The Peoples Temple is a tragedy about how Reverend Jones—little by little—became a cruel dictator. Over a long period of time, under his directives, members eventually gave all their personal property and savings to the Peoples temple; spouses were forced to sexually degrade their partners, and parents beat their children to the point of unconsciousness. By the time his church settled in South America, Jones controlled almost every aspect of the lives of his congregation.

In 1978 a small group of journalists and “concerned relatives” led by Congressman Leo Ryan visited Jonestown. After a short visit, two families, members of the Peoples Temple, tried to leave with Ryan and his group. As they were boarding planes, they were “ambushed

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The Ethical Executive: Becoming Aware of the Root Causes of Unethical Behavior: 45 Psychological Traps That Every One of Us Falls Prey To
Table of contents

Table of contents

  • Title Page iii
  • Contents vii
  • Acknowledgments xi
  • Foreword xiii
  • The Ethical Executive xv
  • Trapped! 1
  • Why Do Traps Exist, and What Are They? 6
  • Why This Isn’t Just Another Business Ethics Book 8
  • A Word about Research 13
  • Part I - Primary Traps 15
  • Trap 1 - Obedience to Authority 17
  • Trap 2 - Small Steps 21
  • Sidesteppingr Esponsibility 23
  • Trap 6 - Competition 27
  • Self-Interest 31
  • Trap 10 - Conflicts of Loyalty 37
  • Trap 11 39
  • Trap 12 - Conformity Pressure 43
  • Trap 13 - "Don’t Make Waves" 44
  • Trap 14 - Self-Enhancement 46
  • Trap 15 - Time Pressure 48
  • Trap 16 - Decision Schemas 51
  • Trap 17 - Enacting a Role 53
  • Trap 18 - Power 55
  • Trap 19 - Justification 57
  • Trap 20 - Obligation 60
  • Part II - Defensive Traps 61
  • Annihilation of Guilt 63
  • Minimizing 68
  • Trap 33 - Addiction 75
  • Trap 34 - Coworker Reactions 77
  • Trap 35 - Established Impressions 79
  • Trap 36 - Contempt for the Victim 82
  • Trap 37 - Doing Is Believing 85
  • Part III - Personality Traps 87
  • Trap 38 - Psychopathy 89
  • Traps 39 and 40 - Poverty and Neglect 92
  • Trap 41 - Low Self-Esteem 94
  • Trap 42 - Authoritarianism 95
  • Trap 43 - Social Dominance Orientation 96
  • Trap 44 - Need for Closure 98
  • Trap 45 - Empathy 100
  • Part IV - Analyzing Dilemmas 103
  • The Parable of the Sadhu 105
  • Jonestown 109
  • Final Words 117
  • Notes 119
  • Index 131
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