NATURAL ALTERNATIVES TO ADMINISTRATIVE VIOLENCE
William Bostock
University of Tasmania
The Latin root of
the word violence is vis meaning strength or force. Violence is defined as
vehemence, exertion, rapidity, injury, unjust force; not coming by natural means
(as in a violent death); unlawful, unreasonable, severe or extreme. The verb is
more specific: to violate means to treat with violence, roughly and
injuriously; to mishandle, abuse, desecrate, profane; to infringe, break,
disregard; to seize, possess wrongfully; to have carnal knowledge of, to
possess (a woman) by force; to rape, to ravish. (Webster Universal Dictionary,
1968:1672).
Administration,
from the Latin administrare , to manage, carry out, accomplish, means to
manage a business or estate; public affairs, government; the law (as in the
adminstration of justice); the dispensation of the Sacrament; the application
of remedies, etc. (Webster Universal Dictionary, 1968: 34).
Administration is
thus a ubiquitous activity necessarily present in all human societies but
concentrated in business, government, law, religion, and health; where violence
is employed in any one of these domains, one can identify a separate category
of activity which may be called administrative violence.
Administrative
violence can be seen in methods and/or results: if an action or policy results
in a violent situation, such as that which may be caused by the withholding of
food or medicine supplies, then administrative violence may be identified
(Galtung, 1990: 10). The results of administrative violence may be physical,
such as death through war, crime, preventable disease, or starvation, or
psychological, through humiliation, misrepresentation, character assassination,
torment, or lies, often with physical results. Policies or actions that
produce, for example, sudden loss of status or self-respect through humiliation
that can cause illness, loss of will to live and ultimately death, are
certainly a form of administrative violence.
Violence by an
administration may involve an offence against a criminal or commercial code or
common law but the term administrative violence is more appropriately reserved
for those violent acts of administration which do not offend against any
established law or code of practice. Similarly, war, police action, detention,
legal execution and state-sanctioned voluntary euthanasia are violent actions
by administrations but should be placed in a separate category to that of
administrative violence.
Administrative
violence may take the form of small, innocuous and perfectly legal
administrative actions such as the unannounced withdrawal of a physiotherapy
unit, the closure of a branch line or small country primary school, the
withdrawal of after-sales service of a product, or sudden increase in prices or
charges without warning or justification. Within an organisation, administative
violence can be used, particularly in personnel practice, when employees are
dismissed without warning or
justification, or their
sections are placed under threat for capricious reasons or no good reason at
all, or they are humiliated by sudden loss of responsibilities or status. The
use of language, as in verbal abuse which may still not contravene
anti-vilification laws, can constitute administrative violence. The use of ethnic
or racial humour is a particularly widespread form which always has potentially
dangerous repercussions. (Allen, 1983). The school playground can be a place of
great violence, both physical and psychological, with sometimes extreme
consequences: where this is allowed to go unchecked or is even condoned and
institutionalised, administrative violence is taking place. The case has been
reported of a Jewish boy who survived Buchenwald without having had a hand laid
upon him but who later suffered severe depression when caned, ostracised, and
made the victim of other forms of institutionalised violence in an English
public school. (Gill, 1988:77).
The
Causes and Justifications of Administrative Violence.
Administrative
violence can be rational in origin, particularly when fast, decisive, effective
action is required: in, for example, saving a ship which is near to collision.
Here the cause of the action provides its justification, and injury to
passengers and damage to crockery through a violent turn would be understood
and accepted by all. The sudden closure of a loss-making division in order to
save a larger company from bankruptcy is another example of where the cause of
the violent action and its justification are merged. If, however, no attempt is
made to alleviate the impact on the retrenched employees, their families and
their communities, then an administrative decision has been carried out with
excessive and unwarranted administrative violence.
Administrative
violence can also have non-rational origins through moods and emotional states
such as frustration, impatience, anger, greed, fear or insecurity, or through
the deliberation manipulation of these states. Often rationality and emotion
are mixed to produce violent actions and reactions. In 1942 Czech agents, with
British backing, assassinated Reinhard Heydrich the violent and sadistic
Protector of Bohemia and Moravia. As a direct result, an estimated 23,000
hostages died, and no further assassinations of high-ranking Nazis were carried
out (Bondy, 1981:285).
Violence can also
be a response to conflict. In management literature conflict occupies a central
place, being defined as behaviour occurring when two or more parties are in
opposition or battle in where there will be a winner and a loser. (Litterer,1970:331).
Conflict is often contrasted with competition which does not necessarily
involve the destruction of a rival and can be friendly and in accordance with
mutually agreed rules of conduct. Competition can generate positive emotions
such as exhilaration whereas conflict will produce the negative emotions of
anger, resentment, fear, and after loss, revenge. The victors in friendly and
legitimate competition are accepted with grace by the vanquished and there is
generally an opportunity at some stage in the future to turn the tables.
Perceptions are also involved: Baron distinguishes competition from conflict in
terms of the contrasting perceptions of the contest and the opponent, and the
emotions aroused. (Baron,1983:402).
If violence is used
in competition, a situation can quickly degenerate to one of conflict, with an
escalation of violence to the point of mutual destruction. In conflict, the
possibility of loss, be it possession, position, status, dignity, face, or life
itself, can be almost certainly guaranteed to produce violence which will
generate reactive violence, in the well-known cycle of violence. (Haig, 1991:204).
Restraint in
reaction under conditions of extreme provocation such as those provided by
colonialism, which was denounced by Franz Fanon as an expression of violence
(Carter, 1990:210), or racism, requires great wisdom, control of the emotions,
and greatness of mind: qualities displayed by Gandhi (1869-1948), Martin Luther
King (1929-1968), or Nelson Mandela (1918--). In the struggle against sexist
discrimination, Emmaline Pankhurst (1858-1928) was one of the leaders in the
movement to obtain the vote for women in England. Her group, the Women's Social
and Political Union, used civil disobedience as its main weapon. The repeated gaolings
of Pankhurst and her followers succeeded by non-violent means, in gaining
attention and support for their cause. (Sargent, 1993: 133-134). However rare
these qualities are, their application enabled lasting achievements that could
not have been made had violence been used. This is because the use of violence
always provides a justification internally and externally for a violent
crackdown in a way that mass noncooperation for example does not. (Carter,
1990:213).
Administrative
violence can be justified administratively where it is necessary to save a
greater whole, for example, but its undesirable consequences of further
violence must always be taken into account before its implementation. If
violence to save a part leads to the destruction of the whole, it is clearly
not justified administratively.
The
Moral Justification of Administrative Violence.
The world's great
religions all proclaim the sanctity of human life and disallow violence except
in self-defence, the defence of the community, or as punishment for wrongdoing.
Judaism permits capital punishment for a capital offence, as contained in the
Law of Talion, ("an eye for an eye"), but emphasises restraint in
punishment and the avoidance of the idea of unlimited revenge. (Thompson,1990:17).
Christianity generally allows for capital punishment, as in for example in
Article 37 of the Articles of Religion of the Church of England, but the
teachings of Jesus were to avoid violence and retaliation, praying for
persecutors (Matthew 5:39,44). When Jesus was arrested, he did not permit his
disciples to use force to save him (Matthew 26:51,52). Islam seeks harmony and
peace within the community (Ummah) but the problem of violence and hostility is
taken seriously and the Qur'an provides fixed penalties including death for
serious offences. (Thompson, 1990:48). Hinduism is a family of religious
traditions. The law book Manusmrti states that a person is not guilty if he or
she kills an assassin, and allows for killing to maintain social order.
(Thompson, 1990:61). In Buddhism, the first of the five precepts (pansil) is
that one should not take life as violence and murder harm not only the victim
but also the perpetrator by destroying inner peace. (Thompson, 1990:73).
Buddhists generally oppose capital
punishment and believe that compassion should be shown towards wrongdoers, but
they do not believe that crimes should go unpunished.
Thus concern with
the damaging effects of violence, in both crime and in punishment, is central
to the major belief systems, and in all cases the emphasis is on the control of
violence.
Often
administrative and moral justifications become merged. German opponents of
Hitler saw their duty as not only administrative but moral, and came to realise
that nothing less than the assassination of Hitler could save the German nation
and others from destruction. In assessing the situation, the historian Rothfels
was to write
"On this basis, murder
could be considered a moral duty, a duty to clear the German name and free the
world from evil..." (Rothfels,1970:151).
The Consequences of
Administrative Violence.
As with criminal,
political, or any other type of violence, administrative violence also produces
undesired consequences in addition to those that are desired. The undesired
consequences or side effects may well be highly damaging to the perpetrator,
possibly even outweighing the cost of the damage that the initial use of
violence was intended to overcome.
Physical violence
is often a consequence of administrative violence. Prolonged and bitter strikes
and lockouts, savage applications of retrenchment and other acts of
administrative violence often produce a backlash of bashings, kidnappings and
murder: one could refer to the case of the murder of the Chief Executive
Officer of Regie Renault, one of Europe's largest car-makers, in 1986, after
the application of precisely such policies. (Rao and Bostock,1990:23).
The psychological
consequences of administrative violence are also quite negative. As it is
impossible for people not to be hurt by violent administration, and although
there may be a time-lag before there is full realisation, reactive violence may
be predicted in the form of actions motivated by spite, revenge, anger, and a
desire to "get even" through sabotage, industrial espionage, disloyalty,
and an infinite range of small actions which can damage and ultimately destroy
even the largest of organisations. In this instance, it is possible to explain
the treachery of a notable group of young English intellectuals, notably
Burgess, Philby, Maclean and Blunt, as a reaction to the administrative and
psychological violence of the English class system in the 1930s as a result of
which their loyalty was transferred to the Soviet Union. (Wright, 1987).
The Analogy With
Natural Therapy.
Modern Western
medicine has an impressively powerful range of weapons at its disposal in
the fight against disease:
surgery, radiation, lasers, and chemotherapy including the use of potent drugs and antibiotics. The
violence of these highly invasive therapies and their significant side-effects
is seen as a price most people would gladly pay for their proven effectiveness.
Natural therapy,
also called alternative or complementary medicine (Stanway, 1979), is an
approach to health based on a number of principles. Firstly, the emphasis is on
prevention rather than cure, so that the violence of conventional medicine can
be avoided. Secondly, it is holistic (from the Greek holo, meaning whole or
entire), with the implication that the importance of the mind/body relationship
is recognised as fundamental. Thirdly, it is multi-modal, being open to a
variety of concepts and techniques, especially those from other cultures, and
in opposition to acceptance of an orthodoxy. Fourthly, its goals are long-term,
specifically long-term health maintenance, activity and survival, in contrast
to the "smash repair" philosophy which seems to characterise most
conventional paradigms of treatment. Lastly, there is respect for nature, the
original and unmodified physical world. The natural world does experience
violence, as in violent storms, or the killing of one animal by another for
food, but it does have the essential qualities of long-term balance,
sustainability, harmonious self-regulation, and permanence.
Natural therapy
works with, rather than against, nature, and in accordance with these
principles. Its techniques, using plants, massage, diet, the elimination of
toxins, and concern to establish spiritual well-being, are nonviolent, without
side-effects, and lasting in benefit. (Olshevsky et. al., 1989).
Administration can
also be natural in being nonviolent, preventative, and holistic in aiming to
unify material and philosophical objectives and techniques. It can be
multi-modal in adopting concepts from other cultures and in so doing questioning
the orthodoxies of conventional management and administration. It can pursue
long-term goals rather than short-term advantage, in accordance with the
underlying principles of nature, namely, balance, sustainability, harmonious
self-regulation and permanence.
Using
Natural Alternatives to Administrative Violence.
In examining
successful, enduring organisations, one notices an absence of violence in the
conduct of their affairs. In comparing the management of some U.S. companies
with their more successful Japanese counterparts, two scholars have observed
that
"One has only
to pick up an issue of Fortune, Business Week, or the Wall Street Journal to
read about some CEO slashing here, firing there, acquiring, divesting, or
otherwise acting like a hack surgeon. One would be hard pressed to find
accounts of similar episodes in Japan. They would surely not be honoured. There
are times when one must cut deep, fast and crude, but they are rare in
well-managed companies, and their frequency in the United States is a symptom
of our managerial malaise." (Pascale and Athos, 1982:203).
Historically, Japan
has experienced periods of great violence, but its post-war economic success
has been accompanied by a prevailing ethos which has been one of nonviolence.
Imai (1986) has described the approach to industrial administration as Kaizen
,
or gradualist implementation of long-term long-lasting but undramatic
improvements, in marked contrast with the Western approach of "scrap and
rebuild" with dramatic but short-term changes.
The implementation
of new technology can be done in a natural way, with the support of personnel,
or by force through violent conflict, a method often finding favour in Great
Britain today, for example.
"We can see the extreme
example of where this attitude leads in the mining and printing industries of
Britain, with new technology being introduced literally at gun point in an
atmosphere which is closer to being civil war than harmonious industrial
relations." (Lowe,1988:10).
Security of tenure
in employment is a major area for the application of nonviolence in
administration and has been the hallmark of many successful organisations, the
costs of reduced flexibility being recognised as an acceptable price to pay for
the building and maintaining of a productive, enthusiastic and loyal team of
employees. The widely acclaimed organisation theorist Perrow noted that despite
its costs, the career principle is a sound one. Perrow saw the major factor in
favour of the tenure/career model of employment as being the need to provide an
incentive and guaranteed return on long-term investment in technical training
and skill development. (Perrow,
1986).
Another important
area for the implementation of natural nonviolent administration is in the
handling of information, specifically, the avoidance of violence to the truth
through lying, distortion, misrepresentation, and concealment. Whilst the need
for some information management for strategic reasons is accepted, gross
violence to the truth is in the long run dysfunctional for the survival of the
organisation. This was shown most graphically by Dr Goebbel's propaganda
machine which after 1941 lost its credibility, even with the majority of its
German listeners, in stark contrast to the British Broadcasting Corporation,
which retained its credibility throughout World War II even though there were some important
nondisclosures. (Stevenson,
1976).
The use of physical
violence in administration should be minimal. In reporting its findings to the
National Commission on the Causes and Prevention of Violence, an official
American investigation concluded that although violence was effective in
achieving the short-run objectives of rooting out corruption, dealing with
outlaws and imposing law and order, the long-run cost was "...a tradition
of lawless vigilantism grafted onto the nation's value structure"
(Kirkham, et.al.,1970:293).
Conclusion
It is important to
identify violence as a method and style in administration, and that the full
extent of its side effects be recognised. As a method of proven short-term
effectiveness in the conduct of human affairs it will undoubtedly always find
ready use and acceptance, and moreover, one sometimes having an administrative
and a moral justification. However, where an enduring long-term solution is
required, nonviolence or at least an absolute minimum of violence should be
used. It has been remarked that the Gandhian technique of total nonviolence
would not have worked against a different type of regime from that of the
British (Carter, 1990:213), and would not, for example, have worked against the
Third Reich. If, however, violence is unavoidable, it should be controlled to
the absolute minimal level. It has also been noted that an excessively
idealistic view of human nature can lead to conflict, violence and war
(Garnett, 1976), which indicates that complete nonviolence in administration
can be an unacceptable response also, particularly where a situation has bee
allowed to seriously degenerate.
Administration in
all of its applications can be made more effective and lasting in its
achievements by following the principles used in the natural approach in the
administration of health care: an emphasis on prevention rather than cure, so
avoiding the undesirable side-effects of violence, and carried out in
accordance with the principles of nature, specifically, balance,
sustainability, harmonious self-regulation and permanence.
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