Governance, temptation and child psychology
Mikie Stillman / NIRA director
September 2, 2002
"Be a good boy or you will have no toys."
"Just listen to me. Otherwise mommy won't like you anymore, honey."
All parents who have brought up children use these same mind-setting tools on their young children. Children experience similar psychological pressure at school from their teachers. They quickly realize certain rewards flow, whether toys or school grades, if they try to be good kids or teachers' pets.
Given this powerful mindset, I doubt that the same children, once they start working as employees whether in public sector or in private companies, would be able to consider that consumers' interests, shareholders' benefits or fairness for general public have a higher priority than their paternalistic bosses' orders.
"Do the work just as I tell you, then your salary will increase. You can buy your dream car or jewelry for your wife…. Those who have not obeyed the bosses' instruction will be fired first." Everyday many employees hear similar lines at work just echoing their deep-seated childhood memories and experiences.
These days so many corporate scandals are coming to light: massive rigged accounting of Enron and WorldCom in the US and in Japan several food companies tried to cheat the origin of beef to qualify for government financial compensations for their losses caused by mad cow disease. Our first response is to start talking about improving corporate governance issues. But we should not find it surprising that those who were constantly and unconsciously brainwashed by their parents and teachers that they would be rewarded and praised if they were good boys at home and at school will become compliant "yes men" or "brown-noses" in the workplace.
For ordinary people "not fighting against those who are more powerful than you" is a widely believed and practiced wisdom whether in the US or Japan. Most people live their whole lives according to this safe and wise dictum. The majority of employees naturally believe that by avoiding reckless battles with higher-ups their careers will be more successful. So who will be willing to struggle and in doing so contribute to the advancement or betterment of humankind?
History reminds us that kings claimed independence from the church. Then subjects established a political system to control the king's abuse of power. Colonies acquired independence from mother countries and slaves were freed from their masters. And now women and minorities are struggling to get more independence and freedom in their society.
"Children should be seen and not heard." "Faire le dos rond dans le torrent" ("Under the storm, you just keep your back bent not to see anything until it goes away"). Many maxims advising ordinary people not to make waves against higher authority are found in different cultures. However, those who challenge such paternalistic advice are the ones who have been changing history usually for the better.
In the past dissidents were persecuted and burned at the stake. Even in modern-day, many people lose their lives by resisting regimes. Just a decade ago we read the news about the last victim who tried to climb over the Berlin Wall before it was torn down. Sadly, many political refugees or prisoners of conscience exist in the 21st century.
In democratic countries like the US and Japan, luckily we do not jeopardize our physical lives by not obeying wrong orders from our superiors that would force us to commit illegal acts. But certainly a disobedient or disloyal attitude will undermine our social reputation and short-term career prospects. In case of private companies, social isolation and no promotion or salary increases can be expected. In the worst case, we might wind up unemployed.
To counteract these human nature practices and general mindset, the US and UK have introduced legal protections for whistleblowers and are even moving ahead to actively encourage or reward employees who report misconduct in the workplace. Japanese bureaucrats have always been well protected with job security under the Civil Servants Law. (Unless they commit misconduct themselves, those who do not obey legally or morally unjustifiable orders will not be fired, although they might be moved from the current post.) In theory, the civil service system sufficiently protects them from giving in to unjustifiable pressure whether from above or outside. Of course, the real problem is that in practice the cultural or personal upbringing of the individuals do not measure up to the theoretical strength of the system
There are many people, particularly in Japan, who could not bear the pain of being "socially murdered" and consider it as if they were physically killed. This seems to depend mainly on mental and moral development during their formative adolescence. Indeed young children need toy or TV reward/discipline to learn the minimum self-control such as sitting at table to eat or not to scream. Yet once they learn to think socially (see themselves as they interact with others) and are able to make moral decisions on their own, they begin to detect the failures and misconducts of their parents and notice that teachers or other superiors are not always right. Finally a certain self-esteem of not being so easily "bribed" by toys will also hopefully emerge in the most matured.
Corporate governance discussions should also include the issue of how to create and maintain an organizational culture where employees are not tempted by toys (promotions, stock options) in return for turning a blind eye to illegal or questionable corporate acts. An internal climate of an organization where misconducts and frauds are indulged and staff are praised if they participate in such acts should be resisted at the individual level and by society at large.
In the US whistleblowers are sometimes rewarded by outside society (book contracts, celebrity status). In Japan whistleblowers are still treated coldly or ostracized by the wider society which honors paternalistic obedience more. In this respect, despite the laws and public debate, little has changed from the tyranny of the past. And Japanese civil society does not yet realize that they themselves form part of the larger group, which is more important than the school or company, and from where the real pressure will come to liberate individuals' free moral judgments and accountability.
The writer is a think tank (NIRA) director. She is former Professor of Osaka University.
"Just listen to me. Otherwise mommy won't like you anymore, honey."
All parents who have brought up children use these same mind-setting tools on their young children. Children experience similar psychological pressure at school from their teachers. They quickly realize certain rewards flow, whether toys or school grades, if they try to be good kids or teachers' pets.
Given this powerful mindset, I doubt that the same children, once they start working as employees whether in public sector or in private companies, would be able to consider that consumers' interests, shareholders' benefits or fairness for general public have a higher priority than their paternalistic bosses' orders.
"Do the work just as I tell you, then your salary will increase. You can buy your dream car or jewelry for your wife…. Those who have not obeyed the bosses' instruction will be fired first." Everyday many employees hear similar lines at work just echoing their deep-seated childhood memories and experiences.
These days so many corporate scandals are coming to light: massive rigged accounting of Enron and WorldCom in the US and in Japan several food companies tried to cheat the origin of beef to qualify for government financial compensations for their losses caused by mad cow disease. Our first response is to start talking about improving corporate governance issues. But we should not find it surprising that those who were constantly and unconsciously brainwashed by their parents and teachers that they would be rewarded and praised if they were good boys at home and at school will become compliant "yes men" or "brown-noses" in the workplace.
For ordinary people "not fighting against those who are more powerful than you" is a widely believed and practiced wisdom whether in the US or Japan. Most people live their whole lives according to this safe and wise dictum. The majority of employees naturally believe that by avoiding reckless battles with higher-ups their careers will be more successful. So who will be willing to struggle and in doing so contribute to the advancement or betterment of humankind?
History reminds us that kings claimed independence from the church. Then subjects established a political system to control the king's abuse of power. Colonies acquired independence from mother countries and slaves were freed from their masters. And now women and minorities are struggling to get more independence and freedom in their society.
"Children should be seen and not heard." "Faire le dos rond dans le torrent" ("Under the storm, you just keep your back bent not to see anything until it goes away"). Many maxims advising ordinary people not to make waves against higher authority are found in different cultures. However, those who challenge such paternalistic advice are the ones who have been changing history usually for the better.
In the past dissidents were persecuted and burned at the stake. Even in modern-day, many people lose their lives by resisting regimes. Just a decade ago we read the news about the last victim who tried to climb over the Berlin Wall before it was torn down. Sadly, many political refugees or prisoners of conscience exist in the 21st century.
In democratic countries like the US and Japan, luckily we do not jeopardize our physical lives by not obeying wrong orders from our superiors that would force us to commit illegal acts. But certainly a disobedient or disloyal attitude will undermine our social reputation and short-term career prospects. In case of private companies, social isolation and no promotion or salary increases can be expected. In the worst case, we might wind up unemployed.
To counteract these human nature practices and general mindset, the US and UK have introduced legal protections for whistleblowers and are even moving ahead to actively encourage or reward employees who report misconduct in the workplace. Japanese bureaucrats have always been well protected with job security under the Civil Servants Law. (Unless they commit misconduct themselves, those who do not obey legally or morally unjustifiable orders will not be fired, although they might be moved from the current post.) In theory, the civil service system sufficiently protects them from giving in to unjustifiable pressure whether from above or outside. Of course, the real problem is that in practice the cultural or personal upbringing of the individuals do not measure up to the theoretical strength of the system
There are many people, particularly in Japan, who could not bear the pain of being "socially murdered" and consider it as if they were physically killed. This seems to depend mainly on mental and moral development during their formative adolescence. Indeed young children need toy or TV reward/discipline to learn the minimum self-control such as sitting at table to eat or not to scream. Yet once they learn to think socially (see themselves as they interact with others) and are able to make moral decisions on their own, they begin to detect the failures and misconducts of their parents and notice that teachers or other superiors are not always right. Finally a certain self-esteem of not being so easily "bribed" by toys will also hopefully emerge in the most matured.
Corporate governance discussions should also include the issue of how to create and maintain an organizational culture where employees are not tempted by toys (promotions, stock options) in return for turning a blind eye to illegal or questionable corporate acts. An internal climate of an organization where misconducts and frauds are indulged and staff are praised if they participate in such acts should be resisted at the individual level and by society at large.
In the US whistleblowers are sometimes rewarded by outside society (book contracts, celebrity status). In Japan whistleblowers are still treated coldly or ostracized by the wider society which honors paternalistic obedience more. In this respect, despite the laws and public debate, little has changed from the tyranny of the past. And Japanese civil society does not yet realize that they themselves form part of the larger group, which is more important than the school or company, and from where the real pressure will come to liberate individuals' free moral judgments and accountability.
The writer is a think tank (NIRA) director. She is former Professor of Osaka University.
The English-Speaking Union of Japan
不正会計と幼児期のマインドセット
スティルマン美紀恵 / NIRA（シンクタンク）ディレクター
2002年 9月 2日
「いい子にしていないとおもちゃを買ってあげないよ」
「言うことを聞かないと、○○ちゃんと遊んであげない」
こどもを育てた経験のある親なら、誰もが思い当る幼児に対するマインドセッティングである。子どもは、家では親から、学校では教師から同様のプレッシャーを受ける。こどもは、good boy, teacher’s petにしていれば、おもちゃにしろ成績にしろ何らかの好意的な見返りを受けると知る。そのこどもが長じて企業なり官庁で働くとき、上司の命令よりも消費者利益、株主利益、あるいは広く国民の利益を優先するようになるのだろうか。
「忠実に仕事をしていれば昇進させてやるよ。上がった給料で奥さんに宝石のひとつも買ってやれるぞ」
「業務命令違反者は真っ先に人員整理の対象になる」
と職場でも同じことを吹き込まれる。
エンロンやワールドコム事件、あるいは日本の牛肉偽装事件に端を発しコーポレート・ガヴァナンスの欠如が論じられるが、親や教師から何気なく日常的に「いい子でいると得をする」と吹き込まれた子どもが、社会に出ればyes man, brown- noseになるのは驚くべき話ではない。
「自分より強いものと争わない方が得策である」というのが、洋の東西を問わず賢い処世訓である。世の中の大部分の人はそのことを肝に銘じて一生を終える。そうして満足のいく人生を送った人も多いに違いない。が、それでは人類の歴史において、古くは世俗の王が教会からの独立を獲得し、人々が君主の専制を抑制し、植民地が独立し、奴隷が解放され、そして新しくは女性が自立を得るという輝かしい記録は誰が作ったのであろうか。
世の中の大部分の人は「黙っておいた方が得だ」「長いものにまかれておいたほうがいい」「お上に逆らってもろくなことはない」と忠告してくれる。その善意の助言にそむいた人々こそが歴史を変えてきたのである。かつて反逆者たちは、迫害され火あぶりの刑に処せられた。近代に入っても、体制に逆らって命を落とした人も多い。ベルリンの壁を超えようとする人が最後に射殺されてからまだ10年ちょっとしかたっていない。21世紀においても政治難民は存在する。
それに比べれば、米国や日本のように民主的な体制になった企業や官庁において、執行部、幹部が行っている不正行為に逆らったとしても、その組織から命を奪われることはまずない。企業の場合冷遇され、昇進、昇給が期待できず、最悪の場合職を奪われることも覚悟しなければならない。
それでも、英米ではホイッスルブローワーを保護する制度を整え、むしろ従業員に不正を早めに報告することを奨励する方向に向かっている。終身雇用制度のもとにある日本の公務員の場合、本人に非がなければ幹部や上位者の意向に従わなかった結果、左遷、降格はあっても解雇されることはない。公務員は裁判官同様、パブリックサーバントとして、一部の不当な圧力に屈しないよう制度上守られているのである。
もちろん、社会的生命を奪われることは、命を奪われるのと同じくらい苦痛だと感じる人もいるかもしれない。が、そこは思春期以降の自我の確立次第である。幼児のころは「椅子にすわって食べる」「奇声をあげない」といった人間として最低限の自己抑制を習得させるために、おもちゃとの交換条件を持ち出すのも親としてはひとつの方便である。が、多少なりとも自分の頭で考えられるようになってくると、子どもも親の失敗や間違いを見抜き、また教師の意見が必ずしも正しくないことに気づくようになる。おもちゃで簡単に釣られたくないというプライドも芽生えてくる。
コーポレート・ガヴァナンスの議論においては、是非「おもちゃ」（昇進）につられない組織文化を創るにはどうすればよいかを考えたい。組織内に不祥事を看過し、むしろ積極的に加担する方をよしとする雰囲気があり、組織の外の人々も、大勢に順応せずその組織から疎まれている者を白眼視するとすれば、そこでは世間という目に見えぬものが、かつての専制君主のように人々の心を抑圧しているのである。そして多くの人は、自分もその「世間」という暗黙のプレッシャーをかける集合体の一員であることを忘れがちである。
（筆者はNIRA（シンクタンク）ディレクター。前大阪大学教授）
「言うことを聞かないと、○○ちゃんと遊んであげない」
こどもを育てた経験のある親なら、誰もが思い当る幼児に対するマインドセッティングである。子どもは、家では親から、学校では教師から同様のプレッシャーを受ける。こどもは、good boy, teacher’s petにしていれば、おもちゃにしろ成績にしろ何らかの好意的な見返りを受けると知る。そのこどもが長じて企業なり官庁で働くとき、上司の命令よりも消費者利益、株主利益、あるいは広く国民の利益を優先するようになるのだろうか。
「忠実に仕事をしていれば昇進させてやるよ。上がった給料で奥さんに宝石のひとつも買ってやれるぞ」
「業務命令違反者は真っ先に人員整理の対象になる」
と職場でも同じことを吹き込まれる。
エンロンやワールドコム事件、あるいは日本の牛肉偽装事件に端を発しコーポレート・ガヴァナンスの欠如が論じられるが、親や教師から何気なく日常的に「いい子でいると得をする」と吹き込まれた子どもが、社会に出ればyes man, brown- noseになるのは驚くべき話ではない。
「自分より強いものと争わない方が得策である」というのが、洋の東西を問わず賢い処世訓である。世の中の大部分の人はそのことを肝に銘じて一生を終える。そうして満足のいく人生を送った人も多いに違いない。が、それでは人類の歴史において、古くは世俗の王が教会からの独立を獲得し、人々が君主の専制を抑制し、植民地が独立し、奴隷が解放され、そして新しくは女性が自立を得るという輝かしい記録は誰が作ったのであろうか。
世の中の大部分の人は「黙っておいた方が得だ」「長いものにまかれておいたほうがいい」「お上に逆らってもろくなことはない」と忠告してくれる。その善意の助言にそむいた人々こそが歴史を変えてきたのである。かつて反逆者たちは、迫害され火あぶりの刑に処せられた。近代に入っても、体制に逆らって命を落とした人も多い。ベルリンの壁を超えようとする人が最後に射殺されてからまだ10年ちょっとしかたっていない。21世紀においても政治難民は存在する。
それに比べれば、米国や日本のように民主的な体制になった企業や官庁において、執行部、幹部が行っている不正行為に逆らったとしても、その組織から命を奪われることはまずない。企業の場合冷遇され、昇進、昇給が期待できず、最悪の場合職を奪われることも覚悟しなければならない。
それでも、英米ではホイッスルブローワーを保護する制度を整え、むしろ従業員に不正を早めに報告することを奨励する方向に向かっている。終身雇用制度のもとにある日本の公務員の場合、本人に非がなければ幹部や上位者の意向に従わなかった結果、左遷、降格はあっても解雇されることはない。公務員は裁判官同様、パブリックサーバントとして、一部の不当な圧力に屈しないよう制度上守られているのである。
もちろん、社会的生命を奪われることは、命を奪われるのと同じくらい苦痛だと感じる人もいるかもしれない。が、そこは思春期以降の自我の確立次第である。幼児のころは「椅子にすわって食べる」「奇声をあげない」といった人間として最低限の自己抑制を習得させるために、おもちゃとの交換条件を持ち出すのも親としてはひとつの方便である。が、多少なりとも自分の頭で考えられるようになってくると、子どもも親の失敗や間違いを見抜き、また教師の意見が必ずしも正しくないことに気づくようになる。おもちゃで簡単に釣られたくないというプライドも芽生えてくる。
コーポレート・ガヴァナンスの議論においては、是非「おもちゃ」（昇進）につられない組織文化を創るにはどうすればよいかを考えたい。組織内に不祥事を看過し、むしろ積極的に加担する方をよしとする雰囲気があり、組織の外の人々も、大勢に順応せずその組織から疎まれている者を白眼視するとすれば、そこでは世間という目に見えぬものが、かつての専制君主のように人々の心を抑圧しているのである。そして多くの人は、自分もその「世間」という暗黙のプレッシャーをかける集合体の一員であることを忘れがちである。
（筆者はNIRA（シンクタンク）ディレクター。前大阪大学教授）
一般社団法人 日本英語交流連盟