Categories
l. Quality of Decision-making and Command (2)

Quality of Decision-making and Command (Part 2)

For a command to be issued, opportunities and threats which provide motivators to the command component or the organisation and its stakeholders must exist.  Normally, there are several at any one time and the command component will grasp the opportunity or avoid the threat which yields greatest emotional benefit, leaving others for later. However, what is regarded as the highest priority opportunity or threat depends upon the command components traits as described in the previous article. For example, a self-serving attitude will favour personal opportunities and threats over organisational ones.

A potential solution is then identified, and the resources required for its implementation are compared with those available. As explained in a previous article, the use of resources has a negative emotional impact. However, the greater their availability, the less this impact.

The potential solution is also compared for compliance with the command component’s understanding of the culture in which the organisation operates, i.e., social values, norms, and beliefs. Understanding of this culture can vary from a full understanding to none at all, or it can be misinterpreted. Normally, the less compliant the proposed solution, the greater the disbenefits of acting on it. However, self-serving command components can have no cultural schema, a distorted one, or may simply ignore it.

The trustworthiness of the subordinate components or followers selected to implement the command is a risk that is also assessed. This will normally be based on feedback on their past performance and a perception of whether they share mutual interests with the command component or the organisation and its stakeholders. The more trustworthy the subordinates, the greater the benefits of implementing the proposed solution.

Other risks are also considered, for example, the failure of the proposed solution to deliver the benefits anticipated, or the use of greater resources than anticipated.

A risk/benefit/cost analysis is then carried out. If carried out by an individual, it is usually based entirely on emotional impacts. However, in larger organisations it can be a more formal process. Ultimately, however, even the most thorough formal analysis is founded on emotional impacts. The analysis yields an overall emotional benefit or disbenefit by adding together the positive emotional value of the benefits sought, the negative emotional value of the resources used, and the negative emotional value of any cultural non-compliance. The trustworthiness of the followers chosen to implement the solution and any other risk factors increase or decrease these individual values.

Based on this analysis, a decision is then taken on whether to implement the proposed solution. If the analysis shows a positive overall emotional benefit, then it will normally be implemented, and the command component will then consider the next highest priority opportunity or threat. However, if it has an overall emotional disbenefit, it will not. An alternative solution will be proposed, and the process will repeat until a satisfactory solution is found, or it is concluded that there is none. Thus, one of two feedback loops will occur, depending on this decision.

If it has been decided to proceed with a solution, then a command will normally be issued. Motivators, i.e., satisfiers, may also be offered to encourage the follower to implement the command. The resources required for these motivators will have been taken into account during the risk/benefit/cost analysis. However, if the follower has previously proven unwilling or if the use of resources can be reduced, then a coercive approach involving contra-satisfiers may be threatened.

Finally, if it has been decided to implement a course of action which does not comply with cultural values and norms, e.g., if the command component’s motives are entirely self-serving, then mitigation will be necessary. In the case of an individual leader, this can take the form of false displays of culturally acceptable motivation, explanations, rationales, distractions, etc. In the case of a business organisation, mitigation services are provided by public relations consultants, advertising consultants and business psychologists. As also stated by H.G. Wells, “Advertising is legitimised lying”. In the case of a political organisation, advice can be provided by spin doctors. In the extreme it can become propaganda and the silencing of dissenting voices. Again, the resources needed for this will have been taken into account in the risk/benefit/cost analysis. It is interesting to note that a surfeit of self-serving leaders leads to a surfeit of mitigation. This, in turn, leads to much social confusion regarding the truth, and thus, to mental ill health. Positive psychology and mindfulness merely treat the symptoms and not the cause. Furthermore, they distract us from dealing with the cause.

Categories
g. Anti-social Needs and Behaviour

Anti-social Needs & Behaviour

Our normal needs have an evolutionary basis and are those which, in the past, best enabled us to survive and procreate. They are the result of order brought about by life’s struggle against entropy and can be likened to the sandcastle described in my first article “Schrodinger’s Other Paradox”. They have a basis in both genetic and cultural evolution.

Unfortunately, due to the same evolutionary processes, some individuals have anti-social needs which cause behaviour that is a contra-satisfier resulting in harm to others. Note that I do not regard simple differences of opinion or personality as being anti-social. Nor do I regard outrage or disapproval as a harm. There must be a genuine impact on the contra-needs of others. Anti-social needs are the inevitable effect of entropy both on society and on the human genome, and can take many forms, most of which are harmful. Their existence can be likened to the many ways in which the sandcastle can begin to decay into a random heap of sand.

In practice, both normal needs, anti-social needs, and the behaviour they cause are defined by laws, norms, and consensus. These differ from nation to nation, culture to culture, and time to time. Generally, however, crime is subject to laws and punishment by the state, for example, imprisonment for theft. Violation of moral and religious codes has been regarded as punishable by God. Historically, for example, hell has been the ultimate fate of sinners. In some highly religious societies, the state can also intervene and, for example, impose punishment for blasphemy. Violation of social norms is punishable by the community by, for example, shunning. However, acts that cause mental stress or psychological damage to the victim often receive no censure.

Our contra-needs, or those harms that we wish to avoid, also have an evolutionary basis and are largely universal. Any behaviour which impinges on them will, therefore, be regarded by the recipient as unacceptable. If social controls favour normal needs, then the tendency will be towards orderly and healthy societies. However, if religious dogmas, political ideologies, corruption, or any combination of the three gain undue influence, especially control of the state, then incompatibilities can occur. This results in a society which can only be sustained through force, coercion, and repression.

Although normal needs are relatively universal and based on what has best enabled human beings to survive and procreate, disorder can occur in infinite ways. The causes of anti-social needs are, therefore, boundless. Examples include heredity, biological disfunction, drugs, upbringing, poverty, social, political, and economic factors, and so on. Criminologists recognise, for example, that the causes of crime are unique to each individual and that a combination of several factors may be in play.

It is impossible, therefore, to categorise anti-social needs. Furthermore, because an actor with anti-social needs will usually disguise them to avoid social controls, and will not be forthcoming with researchers, it is also extremely difficult to assess the priority that he or she gives to them and to anticipate when anti-social behaviour will occur.

Anti-social needs do, however, lie on a scale of type, which can vary from extreme psychological disorder, to exaggerated normal needs. Once a need is adequately satisfied, we usually move on to the satisfaction of others. However, for a variety of reasons, such as social influences, force of habit, or personality traits, it is possible to become trapped in the satisfaction of a particular need, to the extent that it is indulged in to harmful excess. For example, the pursuit of excessive wealth, power, or celebrity.

Anti-social needs also lie on a scale of harmful intent. At one extreme lie psychopathy, paedophilia, narcissism, etc., where the need is only satisfied by deliberately causing harm to others. At the other extreme lie antisocial behaviour and Schadenfreude or pleasure at the misfortune of others. Anti-social behaviour, as we presently understand it, is inconsiderate behaviour. It incudes, for example, vandalism, graffiti, littering, and dumping rubbish.

Finally, anti-social needs lie on a scale of effect which depends on the priority given by the victim to the relevant contra-need. Death, for example, would be high in the list of a victim’s contra-needs.

Life is a struggle against entropy, and it is inevitable, therefore, that we will always be faced with anti-social needs. However, this does not mean that we should just accept them. They are entropic in nature, and we are compelled by evolution to fight against them.

Most criminologists recognise that the best predictor of future behaviour is past behaviour. It is also the case that people are attracted to institutions, organisations, and individuals who they feel will satisfy their needs. Knowing this, risk assessment, deterrence, prevention, and mitigation, based on the priority of the relevant contra-needs and the number of people affected, could be a practical approach. This would, for example, involve assessing the risk of an institution being steered in a harmful direction, and taking measures to reduce the risk that an individual with relevant anti-social needs can take its reins.