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The Independent Inquiry into Child Sexual Abuse published a damming report regarding child protection in religious organisations and settings. One of the findings was that ‘In many cases, concerns about external involvement are connected to a desire to protect the reputation of a religious organisation’. Of course, there are many other issues highlighted in the report, but I wanted to concentrate on this notion of protecting organisational reputation. When I hear the phrase ‘organisational reputation’ my blood generally runs cold because I know that behind these words lay a multitude of sins.
Companies and public sector bodies have policies that are designed, at least in part to protect organisational reputation. The rationale behind these policies often lacks transparency. It might be that the protection of the organisation’s reputation ensures it maintains its customer or client base, an enhanced reputation sees more customers or clients, a poor reputation might see this dwindle, to the detriment of the organisation and ultimately to the detriment of its employees and owners. It is difficult to recover from a poor reputation and in the case of business, this is sometimes catastrophic.
However, behind the notions of organisational reputation and policies lays a multi-layer of complex organisational and human behaviours which ultimately lead to institutional corruption and violence. Things will go wrong in organisations, whether that be as a result of human behaviour such as poor decision making or illegal activity or as a result of system failure, such as the failure of software or hardware. Any of these failures might harm the reputation of the organisation and herein lies the nub of the matter. When there are failures, because of organisational culture, which often finds its basis in finding someone to blame, there is a propensity to try to keep the issues ‘in house’, to protect the organisation. By doing so, managers and those in charge ensure that they are not scrutinised regarding the failure, be that individual failures, failures of policies or failures of systems and processes. So, the organisational reputation is not necessarily about protecting the organisation, it is more about avoiding scrutiny of those individuals in power. The mention of organisational reputation in policies and processes has another effect, it silences employees. Whistle blowing policies are subjugated to notions of organisational reputation and as a result silence is maintained for fear of some form of informal sanction. The maintenance of silence ensures organisational reputation, but this corruption also ensures continued institutional violence and corrupt practices. The longer it continues the more those in power have a vested interest in ensuring that the issues are not addressed, lest they are uncovered as offenders through their inaction. ‘We are all in this together’ takes on a new meaning. Thus, corrupt or criminal practices simply continue.
And if the wrongdoing is uncovered, becomes public, then the first reaction is to find a scapegoat thus avoiding the scrutiny of those in power. Rarely in these inquiries do we find that those put in the dock are the managing directors, the chief constables, the heads of children’s services, the archbishops or politicians. Rarely do we see those that caused the problem through inadequate or unworkable policies or strategies or working conditions are ever brought to book. Often its simply portrayed as one or two bad apples in the organisation. Thus, organisational reputation is maintained by further institutional violence perpetrated against the employee. That is not to say that in some cases, the employee should not be brought to book, but rarely should they be standing in the dock on their own.
For ‘organisational reputation, just read institutional corruption and violence.
Starting the year with a light-hearted post. My original post was going to be on a much more serious legal issue, but I’ll save that for later in the year! As the new year starts, I must say I’m not one for resolutions, but I do try to make sure that I start off on the right foot in regard to organisation of my professional and personal life.
For my professional life I am a fan of calendars and notebooks. I am a visual person and I need to write everything down otherwise I become stressed trying to remember everything I am supposed to do. I have three notebooks and yes, I am unapologetically a Harry Potter fan if you couldn’t tell. First is for my research projects, notes from meetings and training, and general planning. Second is for notes from academic podcasts that I listen to and reflect on. Third is my organiser for the year – need to know where I am week to week! While I do use technology for scheduling, I have returned to having a paper backup. (As a public service announcement make sure to back up your phone, do it today, right now. My phone completely died on Christmas Day and my last back up was July 2018). In addition, I use a wall calendar to track everything.
For my personal life being minimalistic is important to me and not feeling cluttered as I feel this impacts on my productivity. Moving overseas was a big help in letting go of items which I felt obligated to hold onto. When you know that each box you are shipping overseas is going to cost you approximately AUD$80 it definitely makes you think about what is important to you. Between my partner and I, we ended up with eight boxes. We donated, gifted, sold and threw out so much stuff. Even since moving a year ago I still go through items a couple of times a year.
It is important to start small and deal with each task at a time, otherwise it can be overwhelming. To help motivate me I follow professional organisers on Instagram, listen to the Minimalists podcast, and watch organisation programs on Netflix like the new Tidying up with Marie Kondo (love a good before and after shot). Watching other people go through the decision-making process makes me realise how much obligation is felt when holding onto things. In the end it is just stuff. While I have been able to minimise a lot of my possession – I still only have one suitcase of clothes. It doesn’t mean I have to get rid of everything I am not this way with books, I believe I will soon be able to build a fortress.
- Research in Action – Dr Katie Linder
- Recommend looking at Dr Katie Linder’s websiteas she has a number of other podcasts on academic life
- Topcast: The Teaching Online Podcast – Dr Tom Cavanagh and Dr Kelvin Thompson
Organisation Podcast and Program
- The Minimalists
- Tidying up with Marie Kondo on Netflix