Organizational harm stems more from inattention than from evil intent

Evidence

In the case of 9/11 intelligence, moreover, the leadership of the FBI, wittingly or not, may have aided and abetted the process of institutionalizing such counterproductive role constraints by cautioning agents that “too much information sharing could be a career stopper” (p. 79, emphasis added). Such cautions could hardly help but have a chilling effect on individuals’ willingness to engage in extensive cooperative initiatives on their own. In fact, individuals who did so were often sanctioned for their efforts (cf., Weiss, 2003). — Roderick M. Kramer, Geoffrey J. Leonardelli, Robert W. Livingston, Social Cognition, Social Identity, and…, 1985 (#complicates, via linked claim)

Categorization

• XREF: connects to: Repeated corporate privacy violations indicate an intentional design rather than oversight — Shoshana Zuboff, The Age of Surveillance Capitalism, 153; Corporations readily actualize high potential for incubating organizational harm; Evil acts mainly arise from organizational pathologies rather than intrinsically evil individuals — John T. Jost and Jim Sidanius, Political Psychology, 4037 (+10 more)

Broader Connections

• Explicit organizational warnings against information sharing produced chilling effects that were then punished #complicates (0.72) — Roderick M. Kramer, Geoffrey J. Leonardelli, Robert W. Livingston, Social Cognition, Social Identity, and…, 1985