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Chapter 4. Combating Evil
The Faces of Evil
Recognizing the presence of evil is an important first step.
Contemporary Western definitions of evil emphasize its destructiveness.
Evildoers do excessive harm, going well beyond what is needed to achieve their objectives.
Evil destroys self-esteem, physical and emotional well-being, relationships, communities, and nations.
University of Maryland political science professor C. Fred Alford defines evil as a combination of dread and pleasure.
He discovered that people experience evil as a deep sense of uneasiness, “the dread of being human, vulnerable, alone in the universe and doomed to die.”
Evil can also be a product of chronic boredom. Ordinary distractions such as television, movies,
surfing the Internet, shopping, and sports don’t fill the void, so people turn to evil instead.
Evil as Exclusion In moral exclusion, group members draw a mental circle. Those inside the circle (called the moral community or
scope of justice) are treated with respect Those outside the circle, on the other hand, are seen as
undeserving or expendable Mild forms of exclusion are part of daily life and include,
for example, making sexist comments, applying double standards when judging the behavior of different groups, and making unflattering comparisons to appear superior to others.
In extreme forms of exclusion evils such as human rights violations, torture, murder and genocide can occur.
Dispute resolution expert Susan Opotow believes that moral exclusion progresses through five states or elements that reinforce one another and can become a vicious cycle:
1. Conflicts of interest are salient. 2. Group categorizations are salient. 3. Moral justifications are prominent. 4. Unjust procedures are described as expedient. 5. Harmful outcomes occur.
Social scientists Nevitt Sanford and Craig Comstock believe that widespread evil occurs when victimizers are given permission or sanction to attack groups that have been devalued or dehumanized.
Sanctions can be overt or disguised. After the sanction is given it opens the door to
oppression because targeted groups no longer enjoy the protections given to the rest of society.
Breaking the Cycle of Evil A growing number of social scientists believe that
forgiving instead of retaliating can prevent or break cycles of evil.
In a cycle of evil, aggressive acts provoke retaliation followed by more aggression.
Forgiving evildoers is controversial. Because of this skeptics worry about the following: 1. That guilty parties will get off without acknowledging they
have done wrong or paying for their crimes 2. Forgiveness will be a sign of weakness 3. Forgiveness is impossible in some situations 4. Forgiveness cannot be offered until the offender asks for it 5. No leader has the right to offer forgiveness on behalf of
According to Robert Enright, professor of educational psychology and president of the International Forgiveness Institute at the University of Wisconsin, forgiveness is not the following: Forgetting past wrongs to “move on” Excusing or condoning bad, damaging behavior Reconciliation or coming together again (forgiveness opens
the way to reconciliation, but the other person must change or desire to reconcile)
Reducing the severity of offenses Offering a legal pardon Pretending to forgive in order to wield power over another
person Ignoring the offender Dropping our anger and becoming emotionally neutral
4 Stage Model of Forgiveness 1. Uncovering: the victim may deny the problem exists;
the person does acknowledge the hurt, and may experience intense feelings of anger, shame and betrayal
2. Decision: the injured party realizes that he/she is paying a high price for dwelling on the injury considers the possibility of forgiveness and commits to forgiving
3. Work: forgiveness is accomplished in this stage; attempts to understand the victim’s background; may experience empathy; absorbing the pain is the key in this stage
4. Deepening: this stage describes the outcomes of forgiveness; the person offering the forgiveness may develop a new purpose in life and find peace
4 strands to explain how warring groups can overcome their mutual hatred and bind together to restore fractured relationships 1. Moral Truth: forgiveness starts with recalling the
past and rendering a moral judgment 2. Forbearance: forbearance means rejecting
revenge in favor of restraint 3. Empathy: empathy doesn’t excuse wrongs but
acknowledges that offender and offended share much in common
A great number of leaders turn to spirituality to equip themselves as they make choices and attempt to forgive by reshaping our thoughts, emotions and behaviors.
More and more academics are studying the link between spiritual values and practices and organizational performance.
Downsizing, restructuring, rapid change, and information overload have generated fear and uncertainty in the workplace, which prompts us to seek stability and to reexamine our lives.
Investigators have discovered that spirituality enhances the following:
Commitment to mission, core values, and ethical standards Organizational learning and creativity Morale Productivity and profitability Collaboration Loyalty Willingness to mentor others Job effort Job satisfaction Social support Sensitivity to ethical issues
Donde Ashmos Plowman and Dennis Duchon define workplace spirituality as “the recognition that employees have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.” The inner life refers to the fact that employees have
spiritual needs (their core identity and values) just as they have emotional, physical, and intellectual wants, and they bring the whole person to work.
Meaningful work describes the fact that workers typically are motivated by more than material rewards.
Community refers to the fact that organization members desire connection to others.
Belief systems found in leaders who engage in common spiritual practices:
Demonstrating respect for others’ values Treating others fairly Expression of caring and concern Listening responsively Appreciating the contributions of others Engaging in reflective practice
Spiritual leadership begins with the inner life of the leader. Leaders who engage in spiritual practices develop: (1) hope and faith in a vision of service to others, and (2) a commitment to altruistic love.
After the initial excitement of discovering the benefits of spirituality, individuals and organizations will typically hit obstacles—frustration, financial challenges, feelings of emptiness
Framework that can be used to measure the spiritual climate of a workplace (to determine your organization’s spiritual progress):
Benevolence: kindness toward others; desire to promote the happiness and prosperity of employees.
Generativity: long-term focus; concern about future consequences of actions for this and future generations.
Humanism: policies and practices that respect the dignity and worth of every employee; opportunity for personal growth when working toward organizational goals.
Some leaders view spirituality solely as a tool for increasing follower commitment (obedience) and productivity, losing sight of the fact that spirituality has value in and of itself.
Other leaders try to impose their particular religious and spiritual views on followers.
In the worst-case scenario, authoritarian leaders engage in spiritual abuse.
Overemphasizing spiritual authority and forbidding challenges from followers
Demanding unquestioning obedience as a sign of follower loyalty, which takes away the right of subordinates to make their own choices
Keeping members apart from outsiders and dismissing external critics while, at the same time, hiding character flaws and unethical practices from the public