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252 SNAKES IN SUITS<br />

be groundless. Others may uncover serious managerial and morale<br />

problems.<br />

disparate treatment of staff<br />

Because psychopaths see people playing different roles in their psychopathic<br />

drama (that is, pawns, patrons, patsies, and police), they<br />

will treat some better than others. This disparate, and often subtle,<br />

treatment of others may never really be known except to the individuals<br />

themselves. And, for reasons explained in chapter 10, they may<br />

never come forward to report their feelings. As a result, it may take a<br />

very long time for coworkers and management to figure out what is<br />

really going on, if they see it at all.<br />

Unfortunately, it is usually only the most gross or egregious<br />

treatment of others that gets attention and prompts action. But even<br />

this treatment is readily explained away and justified by the corporate<br />

psychopath. For example, one psychopathic manager promoted a junior<br />

staff member as a reward for her good work, even though another<br />

person in the department had more experience and was more<br />

deserving of the promotion. The person who was passed over was<br />

considered a rival by the psychopath because he had received some<br />

positive attention from others in the company. The promotion was<br />

designed to block the potential rival’s career and to guarantee continued<br />

support from an obedient, indebted junior person.<br />

In another case, an individual who had been in a supervisory position<br />

for only three years was nominated as a high potential, with an<br />

eye toward taking a position as vice president within the next two<br />

years. Although there were clearly more qualified people in the organization,<br />

the psychopathic nominator was able to persuade the succession<br />

committee of his choice. In this case, considerable money,<br />

from a limited fund, was spent on developmental activities over the<br />

objections of others on the committee. At the end of two years, the<br />

“high-potential” candidate was no more ready to assume the responsibilities<br />

of a vice president’s job than at the time he had been nominated.<br />

When he was not promoted he left in disgust, having been<br />

promised a great career by his psychopathic boss.

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