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Relying on a group decision removes the psychopath's advantage in manipulating just one interviewer successfully. Can you talk briefly about the "three personalities" that are within all of us?

Deep down we all have a private experience of ourselves, our personality, which consists of our needs, values, emotions and so forth. This self-perception includes things we know about ourselves that we are comfortable sharing, other characteristics we wish to keep private, and even some parts that are unknown even to us.

This is our inner or private personality. When we deal with others, though, we tend to limit the presentation of our personality to those things we like, are socially acceptable, and can positively influence those around us.

This is our persona, or public self. We wear this mask in public. The third point of view of the personality is our reputation among those who know or interact with us; that is, our attributed personality. In a business world, where "perception is reality," this last view of our personality - our reputation - is the most important.

It influences how others will treat us and how decisions are made about us, and can ultimately foster or derail our careers. Unfortunately, many people are unaware of or discount this view of themselves. Sometimes it is only upon receipt of hard data, often in the form of "degree" feedback given during training programs, that they learn how others really perceive them. The psychopath operates on the surface level, presenting a mask or persona that is in keeping with the expectations of the organization and its members.

Typically, this mask is: Those who are of little value to the psychopath will not receive such careful impression management, and may come to see the psychopath for who he or she really is. Unfortunately, however, they are often in positions least likely to influence the thinking of those in power. Psychopaths often come across as good psychologists, but in reality they are just more observant of others and are motivated to take advantage of the traits, characteristics, and personal situations of those around them.

Psychopaths use the same three-part personality model to build strong relationships with others. They initially present a charming, charismatic mask, persona, which is often quite likeable. When they want to deepen the relationship because the target has something they want , they first convince the target that they truly like him or her that is, like his or her own persona or outward self.

Then, they convince the target that they are more similar than different in many ways including at the deep psychological level. Thirdly, they convince the target that they fully understand and accept the target's own true, private, and inner personality the one with all of its secrets , and, therefore, because of this acceptance, they can be trusted. Finally, they convince the target that they the psychopaths are the ideal friend, partner, coworker, and so forth; this forms the "psychopathic bond.

Once this bond is formed, it is very difficult for the target to see the truth about the psychopath as he or she continues to be manipulated. In business situations, do psychopaths target particular individuals? If so, what kinds of persons? Psychopaths are always on the lookout for individuals of whom they can take advantage. We often correctly assume that they target those with high status and power in the organization, but they also identify those with subtle, informal power in the organization.

For example, many secretaries control access to their principals whom a psychopath will want to influence. Middle-level managers control the flow of materials, information, and processes that might prove useful to a psychopath.

Individual contributors in professional positions for example, those in IT, finance, and auditing , despite the lack of authority over staff, have great amounts of influence over information and other resources useful to the corporate psychopath. Any person with perceived utility to the psychopath will be targeted. I know this is complex, but how are psychopaths able to manipulate people within an organization to be, as you call them, "pawns," and "patrons"? This model evolved out of our observations of how the "psychopathic drama" unfolds.

It captures the theatrical nature of the psychopaths' view of organizational life. Psychopaths see themselves as the writers, directors, and producers of the dramas that are their lives - on and off their jobs; other people only exist to fulfill the supporting roles required of them - the pawns, and patrons. Psychopaths form bonds with many people in the organization; that is, psychopathic bonds, not real ones.

The psychopath views as pawns those who have the power, status, or access to desired resources, to be used until their utility is gone, and then dispensed with or even sacrificed. Patrons are those key power holders whom the psychopath relies upon for protection and defense when things get uncomfortable, much like the "mentors" or "godfathers" who exist in many large companies to assist high potentials negotiate their way through the political minefields to the top.

In addition, there is the patsy - a former pawn or patron whose organizational power and influence has been effectively neutralized by the psychopath. Finally, there are the organizational police, those in control positions such as accounting, HR, IT, and security who are in the best position to unseat the psychopath, but who often are not listened to by those in power, and who have already been trapped in the psychopathic bond.

The psychopath prefers to avoid the organizational police they tend to have ethical and professional values which are anathema to the psychopath , but having one in his or her vest pocket can be invaluable.

It makes sense that psychopaths would try to influence recognized top managers, but how do they manipulate and use "informal leaders," those who wield influence but might not be high on the organizational chart? While formal power holders are credited with leading their organizations, it is often a group of informal leaders who gets things done on a day-to-day basis. Unfortunately, in many companies, these informal leaders are the unsung heroes - and feel as such.

What better person to convince that they have value and a friend in high places, as the psychopath moves up, than these individuals? They are the perfect targets from the up-and-coming psychopath's point of view. How can a person avoid becoming ensnared in a one-sided relationship with a psychopath? Knowledge certainly is power in this case. It is important to learn as much as one can about psychopaths - their traits and characteristics, and how they operate.

Furthermore, one should learn more about oneself, particularly those things that would make one attractive to a psychopath. These can include power and control of resources formal and informal , as well as any psychological or emotional weak spots or hot buttons that can be used to unduly influence you.

Psychopaths don't operate in a social vacuum, and those with whom they have worked or interacted can be valuable sources of information. You've written that once psychopaths are within an organization, they revert to their natural three-phase behavior pattern - assessment, manipulation, and abandonment.

Can you briefly describe those three steps? Can you also describe the ascension phase? In society, psychopaths exhibit a fairly consistent pattern of behavior. They identify targets assessment phase , use them manipulation phase , and dispense with them when their utility is used up abandonment phase.

In organizations, the abandonment phase is difficult to manage, as the psychopath cannot just move on, in the physical sense. This can lead to confrontations with former pawns who now feel like patsies. But the psychopath has already prepared for this, having spread disparaging information about these individuals - that is, "poisoned the water" - among those in positions of power. Those who ultimately confront a corporate psychopath often come to find themselves on the chopping block.

In some cases, psychopaths see opportunities to move up in the power hierarchies by unseating those who have mentored or protected them, their patrons, in the ultimate acts of betrayal. This form of ascension can be particularly rewarding to a psychopath who has played both the patron and other members of the organization.

Are most corporate and organizational psychopaths loners or do they sometimes team up with other psychopaths to pull off fraud schemes? Most of the individuals we have met have been "loners" in the sense of only thinking of themselves; however, they do surround themselves with supporters and followers to facilitate their activities.

To the degree that the psychopath can get these naÔve supporters to believe that their actions are consistent with their own personal values, the game remains in play. Occasionally, two psychopaths may work as a team in the same organization, at least for short periods. Inevitably, there will be a falling out: In one case, two corporate psychopaths worked in the same company but were in different divisions and rarely interacted.

Historically, there may have been instances of psychopaths working together. One wonders who was "more" psychopathic: Joseph Stalin or his henchman, Lavrentiy Beria, chief of the secret police. The Internet and technology have given psychopaths and other predators access to a virtually unlimited pool of potential victims. They can promote phony stocks, circulate crooked investment schemes, siphon off bank accounts, commit identity theft, and so forth, all with little risk to themselves.

They also can promote themselves by constructing fake or greatly embellished Web sites and credentials in order to lure unsuspecting victims. In a very real sense, the Internet and associated technology represent a paradise on earth for fraudsters, with even better things to come. The business world of the s and s went through startling changes after decades of relative stability in culture and procedures.

And now we're in an economic slowdown or possible recession. Have these changes helped or hindered psychopaths in organizations? While economic slowdowns can lead to layoffs and plant closings, there is still the need for seasoned, experienced leaders who have the wherewithal to meet the challenge of recovery and turnaround.

These individuals are rare. What a perfect scenario for the psychopath to enter as the "solution," replete with the skills faked , abilities faked , and background faked necessary to take over and makes things right.

There is also greater access to higher education in general than before, as well as questionable online degrees that can be bought and used by psychopaths to pad their rÈsumÈs. Losing one's job no longer bears the stigma - or provokes as much concern - as it once did; layoffs and plant closings have left many truly stellar executives with gaps in their employment histories. Economic conditions can be a convenient explanation for short tenures listed on the resume. While a psychopath would be expected to blame the former boss's personality or colleagues' underhandedness for losing his or her job, a really clever one can feign some sadness at having to leave "a great job at a great company" due to economic conditions.

You've written that organizations have become more "psychopath friendly. The change of organizational structures from large and bureaucratic to lean, mean, and flat has inadvertently made companies more attractive to psychopaths fewer rules and, at the same time, easier to negotiate faster progression.

There is more opportunity for a motivated psychopath to stand out amongst his or her peers, less hoops to jump through, and shorter distances to the top.

Changes in work values among employees have also facilitated entry by psychopaths. Many companies, initially puzzled by the demands of "younger" workers for large sign-on bonuses and promotions at least every two years, are beginning to accept this as part of a new work style that needs to be accommodated in some way. A young psychopath would fit in quite nicely in this culture. You've written that you doubt that psychopathic individuals would be very successful in a highly structured traditional bureaucracy.

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