Organisational self-deception
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2024-08-30
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en
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This article explores the phenomenon of organisational self-deception, arguing that organisations, much like individuals, can fall prey to self-deceptive beliefs that impact their functionality, decision-making processes, and ethical standing. This article develops a comprehensive framework for understanding how self-deceptive strategies become embedded within organisations by integrating insights from group epistemology, philosophy of mind, and organisational theory. Beginning with the general concept of self-deception and principles of organisational theory, the paper demonstrates how the social systemic nature of organisational interactions can foster an environment conducive to self-deception. This phenomenon, termed self-deception in organisations, can escalate into organisational self-deception, where the organisation itself becomes self-deceived. Expanding on group epistemological notions, the article argues that if groups can hold beliefs, they can also engage in self-deception, leading to complex multi-dimensional problems in the organisation. The implications for organisational behaviour, decision-making, and ethical standards are explored, providing a nuanced understanding of how self-deceptive practices permeate different organisational levels. The study concludes by identifying potential avenues for future research and opportunities for developing training programs to mitigate the effects of organisational self-deception.
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Faculteit der Filosofie, Theologie en Religiewetenschappen