Marxism and the psychology of self-deception

Carl Remick carlremick at hotmail.com
Mon Dec 31 19:05:43 PST 2001



>From: Chris Burford
>
>New Scientist 22.12.01
>
>"It's a wonderful lie"
>
>"How does self-deception work its magic? For a start, duping yourself makes
>you a better liar. If you can trick yourself into believing something that
>isn't true, you must be convincing, says Robert Trivers of Rutgers
>University, in New Brunswick, New Jersey.

Consider the corporate, epistemological hall of mirrors described by archetypal organization man Bob Slocum in Joseph Heller's Something Happened (1974), one of the best, most chilling, business novels ever written:

"... all of us work closely with the Sales Department and the Public Relations Department in converting whole truths into half truths and half truths into whole ones.

"I am very good with these techniques of deception, although I am not always able anymore to deceive myself (if I were, I would not know that, would I? Ha, ha). In fact, I am continually astonished by people in the company who do fall victim to their own (our own) propaganda. There are so many now who actually believe that what we do is really important. This happens not only to salesmen, who repeat their various pitches aloud so often that they acquire the logic and authority of a mumbo-jumbo creed, but to the shrewd, capable executives in top management, who have access to all data and ought to know better. It happens to people on my own level and lower. It happens to just about everybody in the company who graduated from a good business school with honors: these are uniformly the most competent and conscientious people in the company, and also the most gullible and naive. Every time we launch a new advertising campaign, for example, people inside the company are the first ones to be taken in by it. Every time we introduce a new product, or an old product with a different cover, color, and name that we present as new, people inside the company are the first to rush to buy it -- even when it's no good.

"When salesmen and company spokesmen begin believing their own arguments, the result is not always bad, for they develop an outlook of loyalty, zeal, and conviction that is often remarkably persuasive in itself. It produces that kind of dedication and fanaticism that makes good citizens and good employees. When it happens to a person in my own department, however, the results can be disastrous, for he begins relying too heavily on what he now thinks is the truth and loses his talent for devising good lies. He is no longer convincing."

Carl

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