The Art of Denial: How Corporations Avoid Taking Responsibility

Many corporations have mastered the art of denying wrongdoing when faced with scandals or allegations of malfeasance and unethical behavior. This allows them to deflect blame and avoid taking responsibility for their actions. Here are some common tactics used in corporate denial:

• Blame the Individuals: When misconduct happens, companies often claim it was the work of a few bad apples rather than a systemic issue. They may fire or demonize select individuals to make it seem like the problem is solved.
• Semantics: Corporations will parse words and technicalities to suggest they didn’t actually do anything wrong. They may insist their behavior was legal or claim there is no hard proof of wrongdoing.
• Feigned Ignorance: Executives will pretend they didn’t know about any misconduct happening under their watch. This tactic allows them to avoid being held accountable.
• Deflection: Corporations may try to deflect attention away from the main issue by talking about their commitments to ethics and integrity. They want to change the narrative.
• Questioning the Accuser: Companies may try to undermine whistleblowers and accusers by attacking their credibility and motivations. This takes the focus off the actual allegations.
• Limited Admission: If denial becomes impossible, corporations may admit to minor misdeeds that are sanitised and less damaging. This gives the appearance of taking some responsibility.

System Change, Anyone?

In the end, corporate denial is an effort to preserve a company’s public image, brand(s), and share price. However, these tactics show a lack of true accountability. For corporations to change in meaningful ways, they may choose to move beyond denial and engage in an honest admission of their conduct. Only by acknowledging problems can they implement systemic reforms. With denial, the fundamental flaws remain.

“Confession of an error is like a broom that sweeps away dirt and leaves the surface cleaner than before.”

~ Gandhi