I et pågående kig på Røde Kors, især Dansk Røde Kors, og denne afskyelige organisations praksis med, at skabe problemer, som ledelsen så efterfølgende kan høste profit på at bearbejde (ikke løse), faldt jeg over denne artikel.
Den omhandler visse generelle problemer i organisationer som sådan. Om kongnitiv dissonans skrives der, under rubrikken Causes of Misconduct:
Cognitive biases can compromise these ethical capacities. Those in leadership positions often have a high degree of confidence in their own judgment. That can readily lead to arrogance, overoptimism, and an escalation of commitment to choices that turn out to be wrong either factually or morally.7 As a result, people may ignore or suppress dissent, overestimate their ability to rectify adverse consequences, and cover up mistakes by denying, withholding, or even destroying information.8
A related bias involves cognitive dissonance: People tend to suppress or reconstrue information that casts doubt on a prior belief or action.9 Such dynamics may lead people to discount or devalue evidence of the harms of their conduct or the extent of their own responsibility. In-group biases can also result in unconscious discrimination that leads to ostracism of unwelcome or inconvenient views. That, in turn, can generate perceptions of unfairness and encourage team loyalty at the expense of candid and socially responsible decision making.10
Svensk Røde Kors drev ældre frivillig til selvmord, hos Snaphanen, af Julia Caesar: Her.