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And of course you know what assumptions the authors made because you understand how others think.
Just as you assume you have a clue about who I am.
Originally posted by poet1b
So you have built your life based on fooling people into buying things that they don't need
You can't tell the difference between seeking power as a means and seeking power as an end.
Originally posted by Astyanax
The historical record shows that (the people I mentioned in my first post) all actively sought power, even Gandhi. Doubtless they sought it for a good purpose--but that, remember, was exactly my point.
you have demonstrated that you know nothing about human nature
So what, then, are we arguing about? Whether or not there are bad people, or only people who do bad things? Your reply to me was your first post on the thread, so it wasn't as if I'd attacked something you'd previously said.
"less assertive, less effective, less powerful people who resent their lowly status in life ".
On that August day in 2002, Hare gave a talk on psychopathy to about 150 police and law-enforcement officials. He was a legendary figure to that crowd. The FBI and the British justice system have long relied on his advice. He created the P-Scan, a test widely used by police departments to screen new recruits for psychopathy, and his ideas have inspired the testing of firefighters, teachers, and operators of nuclear power plants.
According to the Canadian Press and Toronto Sun reporters who rescued the moment from obscurity, Hare began by talking about Mafia hit men and sex offenders, whose photos were projected on a large screen behind him. But then those images were replaced by pictures of top executives from WorldCom, which had just declared bankruptcy, and Enron, which imploded only months earlier. The securities frauds would eventually lead to long prison sentences for WorldCom CEO Bernard Ebbers and Enron CFO Andrew Fastow.
"These are callous, cold-blooded individuals," Hare said.
"They don't care that you have thoughts and feelings. They have no sense of guilt or remorse." He talked about the pain and suffering the corporate rogues had inflicted on thousands of people who had lost their jobs, or their life's savings. Some of those victims would succumb to heart attacks or commit suicide, he said.
Then Hare came out with a startling proposal. He said that the recent corporate scandals could have been prevented if CEOs were screened for psychopathic behavior. "Why wouldn't we want to screen them?" he asked. "We screen police officers, teachers. Why not people who are going to handle billions of dollars?"
It's Hare's latest contribution to the public awareness of "corporate psychopathy." He appeared in the 2003 documentary The Corporation, giving authority to the film's premise that corporations are "sociopathic" (a synonym for "psychopathic") because they ruthlessly seek their own selfish interests -- "shareholder value" -- without regard for the harms they cause to others, such as environmental damage.
Is Hare right? Are corporations fundamentally psychopathic organizations that attract similarly disposed people? It's a compelling idea, especially given the recent evidence. Such scandals as Enron and WorldCom aren't just aberrations; they represent what can happen when some basic currents in our business culture turn malignant. We're worshipful of top executives who seem charismatic, visionary, and tough. So long as they're lifting profits and stock prices, we're willing to overlook that they can also be callous, conning, manipulative, deceitful, verbally and psychologically abusive, remorseless, exploitative, self-delusional, irresponsible, and megalomaniacal. So we collude in the elevation of leaders who are sadly insensitive to hurting others and society at large.
On the broad continuum between the ethical everyman and the predatory killer, there's plenty of room for people who are ruthless but not violent. This is where you're likely to find such people as Ebbers, Fastow, ImClone CEO Sam Waksal, and hotelier Leona Helmsley. We put several big-name CEOs through the checklist, and they scored as "moderately psychopathic"; our quiz on page 48 lets you try a similar exercise with your favorite boss. And this summer, together with New York industrial psychologist Paul Babiak, Hare begins marketing the B-Scan, a personality test that companies can use to spot job candidates who may have an MBA but lack a conscience. "I always said that if I wasn't studying psychopaths in prison, I'd do it at the stock exchange," Hare told Fast Company. "There are certainly more people in the business world who would score high in the psychopathic dimension than in the general population. You'll find them in any organization where, by the nature of one's position, you have power and control over other people and the opportunity to get something."
There's evidence that the business climate has become even more hospitable to psychopaths in recent years. In pioneering long-term studies of psychopaths in the workplace, Babiak focused on a half-dozen unnamed companies: One was a fast-growing high-tech firm, and the others were large multinationals undergoing dramatic organizational changes -- severe downsizing, restructuring, mergers and acquisitions, and joint ventures. That's just the sort of corporate tumult that has increasingly characterized the U.S. business landscape in the last couple of decades. And just as wars can produce exciting opportunities for murderous psychopaths to shine (think of Serbia's Slobodan Milosevic and Radovan Karadzic), Babiak found that these organizational shake-ups created a welcoming environment for the corporate killer. "The psychopath has no difficulty dealing with the consequences of rapid change; in fact, he or she thrives on it," Babiak claims. "Organizational chaos provides both the necessary stimulation for psychopathic thrill seeking and sufficient cover for psychopathic manipulation and abusive behavior."
Quote from : Wikipedia : Pyrrhic Victory
A Pyrrhic victory (pronounced /ˈpɪrɪk/) is a victory with such devastating cost to the victor, it carries the implication that another such will ultimately cause defeat.