Michael Mullins February 26, 2012
As an institution stricken with dysfunction, the ALP shares a bleak outlook with unions, churches and other organisations that are similarly sustained by shared ideals and belief systems, but are struggling. They all find it difficult to sell their values to a wider public and to recruit new generations of members.
There seems to be a tension between marketability and remaining faithful to the original charism or inspiration. In the past, these have worked in tandem, as they should. But it could be that the institutions have lost their nerve and no longer know how to be authentic, despite explicit and well-publicised attempts to be ‘real’.
There is a defensiveness that shows itself in a culture of denial that rejects effective self-examination in favour of actual or de facto authoritarianism. In 2010 British Jesuit psychologist Brendan Callaghan wrote in Thinking Faith of a defensiveness that is also common in the corporate world:
All large institutions develop mechanisms of defensiveness. IBM, General Motors, Lehman Brothers — all have also paid the price for having developed an internal culture which made it impossible for those with responsibility to see the truth …
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