Originally, this interview ran on the Rorotoko cover page under the headline
“Healing the dark side of highly complex organizations.”
We highlighted two quotes.
On the first page:
“Leaders with lower levels of toxicity and a mild dose of hyperactivity, narcissism, or antisocial behavior may exhibit some extremely positive and super-functional behaviors, such as extraordinary levels of energy, elevated passion, and a tendency to be highly innovative. The very disorders that implode leaders and destroy organizations may also provide, in ‘lower doses,’ a creative, innovative, and obsessive edge to those who fall on the milder side of the spectrum of toxicity.”
On the second:
“Emotionally intelligent leadership techniques elicit far more positive employee responses, lower the incidences of grievance and lawsuits, and provide an antidote to the employee perception of widespread abuse.”
[T]he Holocaust transformed our whole way of thinking about war and heroism. War is no longer a proving ground for heroism in the same way it used to be. Instead, war now is something that we must avoid at all costs—because genocides often take place under the cover of war. We are no longer all potential soldiers (though we are that too), but we are all potential victims of the traumas war creates. This, at least, is one important development in the way Western populations envision war, even if it does not always predominate in the thinking of our political leaders.Carolyn J. Dean, Interview of February 01, 2011
The dominant premise in evolution and economics is that a person is being loyal to natural law if he or she attends to self’s interest and welfare before being concerned with the needs and demands of family or community. The public does not realize that this statement is not an established scientific principle but an ethical preference. Nonetheless, this belief has created a moral confusion among North Americans and Europeans because the evolution of our species was accompanied by the disposition to worry about kin and the collectives to which one belongs.Jerome Kagan, Interview of September 17, 2009
Editor’s note
Originally, this interview ran on the Rorotoko cover page under the headline
“Healing the dark side of highly complex organizations.”
We highlighted two quotes.
On the first page:
“Leaders with lower levels of toxicity and a mild dose of hyperactivity, narcissism, or antisocial behavior may exhibit some extremely positive and super-functional behaviors, such as extraordinary levels of energy, elevated passion, and a tendency to be highly innovative. The very disorders that implode leaders and destroy organizations may also provide, in ‘lower doses,’ a creative, innovative, and obsessive edge to those who fall on the milder side of the spectrum of toxicity.”
On the second:
“Emotionally intelligent leadership techniques elicit far more positive employee responses, lower the incidences of grievance and lawsuits, and provide an antidote to the employee perception of widespread abuse.”