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 %CONFRONT ADDICT PERSON PRESIDENT CEO ORGANIZATION 891213

     The addictive person does not begin to recover unless
the person becomes committed to being honest with self and
others  about mistakes made and wrongs committed;  and  so
becomes able to learn from mistakes.

     The  addictive person cannot be coerced into becoming
honest  through  confrontation  and  coercion,   but   the
addictive  person may be encouraged to continue  addictive
behavior  by  people  who are willing  to  participate  in
collusive games of mutual self deception. To encourage the
addictive  person  to cease addictive behavior;   friends,
relatives,    co-workers  and  associates  may  refuse  to
participate  with the addict in collusive games of  mutual
self deception.

     Refusal  to participate in collusive games of  mutual
self deception at minimum involves refusing to be party to
or    to    accept   explicit    lies    and    deliberate
misrepresentation  of  facts.  Such refusal is  of  little
effect  if  it  does not extend to more  subtle  and  less
obvious   misleading  behavior  which  does  not   involve
explicit  lies.   Effective  refusal involves  refusal  to
participate  in  pretense,   looking-the-other  way,   and
confusing wish with reality.

     It  is  hard enough to refuse to be a participant  in
the collusive games of mutual self deception if the addict
is a close friend, relative, or spouse. It is perhaps more
difficult if the addict is the CEO, President, or Chairman
of  the  Board of the corporation upon  which  livelihoods
depends. In the latter case there may be many participants
in  the  corporate collusions,  and the threat of  tearing
apart  the fabric of collusive deceptions will  inevitably
threaten the profitability of the corporation;  leading to
many  defensive  codependent  maneuvers  on  the  part  of
supporters of the status quo.  The status quo is generally
highly  respected by not only internal personnel,  but  by
customers who would hate to discover they have been misled
and  fooled.   Many  people  create  great  pressures  for
dishonest conformity.

     The  issues are the same in the instance of corporate
addiction,  as in the instance of personal addiction:   in
the  absence of a profound dedication to honesty,   people
and  corporations cannot learn from  their  mistakes---and
are  doomed  to  repeat  mistakes  until  they  do  become
committed  to  profound honesty which deals honestly  with
mistakes  and  their consequences.  Corporate honesty  and
learning  from mistakes is rarely possible in the face  of
un-confronted  addictive behavior on the part of the  CEO,
President, or Chairman of the Board.

     For  corporations  to  avoid  the  disintegration  of
addictive  processes  they need to find ways to deal  with
all  forms of addictive behavior within  the  corporation;
both  personal  and  organizational,   for  all  forms  of
addiction  are  interdependent in the character  of  their
processes.  Steps need to be taken to insure that  members
of the corporation see clearly that the costs of dishonest
behavior are greater than the costs of honestly  admitting
to and learning from mistakes.  Members of the corporation
need  to  have role models in  the  corporate  leadership,
whereby  they see that it is personally profitable to talk
openly  and honestly about what mistakes have  been  made,
and  what can be learned from the mistakes which have been
made. See books by Anne Wilson Schaef for further details.

                                                                                                                               
                         (c) 2005 by Paul A. Smith in      
                    (On Being Yourself, Whole and Healthy)  
                                                                                                                               
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