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This is Previous-Essay <== This-Essay ==> Following-Essay Click HERE on this line to find essays via Your-Key-Words. {Most frequent wordstarts of each essay will be put here.} ========================================================== %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) ==========================================================