America's culture is moving in a new and dangerous direction, as it becomes more accepting and tolerant of dishonesty and financial abuse. Tamar Frankel argues that this phenomenon is not new; in fact it has a specific traceable past. During the past thirty years temptations and opportunities to defraud have risen; legal, moral and theoretical barriers to abuse of trust have fallen. She goes on to suggest that fraud and the abuse of trust could have a widespread impact on American economy and prosperity, and argues that the ...
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America's culture is moving in a new and dangerous direction, as it becomes more accepting and tolerant of dishonesty and financial abuse. Tamar Frankel argues that this phenomenon is not new; in fact it has a specific traceable past. During the past thirty years temptations and opportunities to defraud have risen; legal, moral and theoretical barriers to abuse of trust have fallen. She goes on to suggest that fraud and the abuse of trust could have a widespread impact on American economy and prosperity, and argues that the way to counter this disturbing trend is to reverse the culture of business dishonesty. Finally, she presents the following thesis: If Americans have had enough of financial abuse, they can demand of their leaders, of themselves, and of each other more honesty and trust and less cynicism. Americans can reject the actions, attitudes, theories and assumptions that brought us the corporate scandals of the 1990s. Though American society can have "bad apples," and its constituents hold differing opinions about the precise meaning of trust and truth, it can remain honest, as long as it aspires to honesty.
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Frankel's book is thought-provoking and original. It raises issues that affect all of us. If we listen to TV or open the newspaper, almost every day we read about dishonesty and fraud. We must ask ourselves whether America has changed. Yet, it may well be that we always had such abuses, except that we now have more information about them. Frankel recognizes this point. Her argument is not that there is more fraud today, but that there are more acceptances, more widespread justifications and sometimes more legitimizing of fraud. And that she proves with meticulous research. But she does not stop here. Her next question is: how did this come about? And her short answer is: Temptations went up and barriers to fraud went down at the same time. As examples, she discusses corporations that "cooked the books," and the attitude of corporate management in the manipulation of its stock options. Barriers to such behavior have gone down as the importance of markets (protect yourself!) has risen. While morality (limit your own temptations!) and the law (enforcing social rules) have gone down. The last question of course is: If all this is true, how do you resolve it. The answer she gives focuses on culture, and when culture is involved there is no quick fix. That is because culture is a social habit - the assumption (without much thought) of how people will behave. Habit takes a long time to form and a long time to change. Change must occur first by recognizing that we have gotten into a bad habit. Frankel shows that a culture of dishonesty is costly. It undermines economic prosperity. As such, we must aim at a better habit and each of us must do something to change it, while leaders must lead the way. "If Americans have had enough of financial abuse, they can demand of their leaders, of themselves and of each other more honesty and trust and less cynicism....A society can have `bad apples' and may disagree about the precise meaning of trust and truth, yet such a society can remain honest, so long as it aspires to honesty." Is a change in corporate culture underway? A recent article in the Wall Street Journal describes three CEOs who now behave differently: They listen to others. They tolerate criticism. They are not in the news, focusing on the corporation rather than themselves. Could they be the new and future leaders of American business?
