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Enter the Psychopath, Stage Left<br />

103<br />

Over the years, we were able to collect more information on how<br />

some of these individuals—industrial or corporate psychopaths—<br />

interacted with coworkers and management over extended periods.<br />

Gradually, a consistent pattern emerged, a pattern eerily similar to<br />

the parasitic lifestyle described in chapter 3. Based on all our observations,<br />

it is now clear that a small number of individuals with psychopathic<br />

personality features can be found in some business<br />

organizations. Some highly motivated individuals with psychopathic<br />

personalities (as assessed by the Hare PCL-R or PCL: SV) were able<br />

to enter an organization, evaluate strengths and weaknesses in its culture<br />

(processes, communication networks, corporate politics), use<br />

and abuse coworkers, “deal with” opposition, and climb the corporate<br />

ladder. How they did it, and more important, why they were so<br />

successful, took a number of studies and a bit of time to fully understand<br />

and answer. When cases were compared side by side, some<br />

similarities were noted, with almost every industrial or corporate psychopath<br />

following a similar career progression. These individuals<br />

were able to enter the corporation, adapt to its culture, and manipulate<br />

coworkers and executives, as described in detail below and in the<br />

next chapter.<br />

Entering the Corporation<br />

The initial challenge for any psychopath trying to join a company is,<br />

of course, to be hired. Like psychopaths who easily enter people’s<br />

personal lives, corporate psychopaths are able to join organizations<br />

more easily than one might expect. This is because the standard techniques<br />

used to screen out underqualified individuals are well known<br />

and little match for the psychopath’s lying and manipulative skills.<br />

The typical selection process involves reviewing the résumés of<br />

job candidates for the knowledge, skills, abilities, and attitudes<br />

needed to do a good job. On the surface, the process seems quite<br />

straightforward, but it involves a lot of planning and effort and is not<br />

foolproof. For midlevel and lower-level jobs, lists of requirements

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