Among the 40 interview subjects are CEOs and top-level executives from a range of industries: oil, pharmaceutical, computer, tire, manufacturing, public relations, branding, advertising and undercover marketing; in addition, a Nobel-prize winning economist, the first management guru, a corporate spy, and a range of academics, critics, historians and thinkers are also interviewed.
In the mid-1800s the corporation emerged as a legal "person." Imbued with a "personality" of pure self-interest, the next 100 years saw the corporation's rise to dominance. The corporation created unprecedented wealth but at what cost? The remorseless rationale of "externalities" (as Milton Friedman explains, the unintended consequences of a transaction between two parties on athird) is responsible for countless cases of illness, death, poverty, pollution, exploitation and lies.
THE PATHOLOGY OF COMMERCE: CASE HISTORIES
To assess the "personality" of the corporate "person," a checklist is employed, using diagnostic criteria of the World Health Organization and the standard diagnostic tool of psychiatrists and psychologists. The operational principles of the corporationgive it a highly anti-social "personality": it is self-interested, inherently amoral, callous and deceitful; it breaches social and legal standards to get its way; it does not suffer from guilt, yet it can mimic the human qualities of empathy, caring and altruism. Four case studies, drawn from a universe of corporate activity, clearly demonstrate harm to workers, human health, animals and thebiosphere. Concluding this point-by-point analysis, a disturbing diagnosis is delivered: the institutional embodiment of laissez-faire capitalism fully meets the diagnostic criteria of a "psychopath."
But what is the ethical mindset of corporate players? Should the institution or the individuals within it be held responsible? The people who work for corporations may be good people,upstanding citizens in their communities, but none of that matters when they enter the corporation's world. As Sam Gibara, Former CEO and Chairman of Goodyear Tire, explains, "If you really had a free hand, if you really did what you wanted to do that suited your personal thoughts and your personal priorities, you'd act differently."
Ray Anderson, CEO of Interface, the world's largest commercialcarpet manufacturer, had an environmental epiphany and re-organized his $1.4 billion company on sustainable principles. His company may be a beacon of corporate hope, but is it an exception to the rule?
A case in point: Sir Mark Moody-Stuart recounts an exchange between himself (at the time Chairman of Royal Dutch Shell), his wife, and a motley crew of Earth Firstactivists who arrived on the doorstep of their country home. The protesters chanted and stretched a banner over their roof that read, "MURDERERS." The response of the surprised couple was not to call the police, but to engage their uninvited guests in a civil dialogue, share concerns about human rights and the environment and eventually serve them tea on their front lawn. Yet, as the Moody-Stuartsapologize for not being able to provide soy milk for their vegan critics' tea, Shell Nigeria is flaring unrivaled amounts of gas, making it one of the world's single worst sources of pollution. And all the professed concerns about the environment do not spare Ken Saro Wiwa and eight other activists from being hanged for opposing Shell's environmental practices in the Niger Delta.
The Corporationexists to create wealth, and even world disasters can be profit centers. Carlton Brown, a commodities trader, recounts with unabashed honesty the mindset of gold traders while the twin towers crushed their occupants. The first thing that came to their minds, he tells us, was: "How much is gold up?"
You'd think that things like disasters, or the purity of childhood, or even milk, let...
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