It is not done to call “bullshit”

A hearty collection of the JC’s pithiest adages.

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Is this the first principle, or the last word, in practical risk management?

Given that any commercial organisation is a self-perpetuating autocracy, we should expect a great deal less licence to the free expression by the rank-and-file of uncomfortable opinions than is virtue-signaled by the boss in his daily lectures on the telescreen.

Those who survive in an organisation are shaped and enculturated by it. They do not so much learn not to call “bullshit”, but rather are selected for the sort of sunny disposition from which it does not to occur to them to call “bullshit”.

Such “brand ambassadors” in turn, are a crucial part of the recruitment process — almost everyone is part of the recruitment process, somehow, these days — and so they select people who they think are a “good cultural fit” — that is, rather like them: similarly disinclined to call “bullshit”, or even notice it.

Now, “calling bullshit” might not be actively repressed in the organisation — to the contrary, the politburo may implore their people to do so at every opportunity, and may even mean it. For people are not punished for calling bullshit: they just don’t. It is bred out of them.

But for every well-intending manager who encourages the frank exchange of views, there will be three in HR who wish the world were a safe space were everyone was kind, all points of view respected, and those feeling fragile should free to lie down or have a cry.

Thus, organisations thrive and flourish despite, and not because of, their internal governance.

It is not done to call “bullshit”

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