Reposted with permission from canberralabor.com
This post explores the troubling dynamics of workplace culture within public service organisations, specifically through the lens of an incident involving a public servant, Angel Marina, accused of racist behaviour. Through anecdotal and documentary evidence and satirical commentary, this study examines the tension between individual accountability and the prevailing culture that often condones unethical behaviour. The aim is to highlight the complexities of navigating moral integrity in environments that prioritise conformity over decency.
In the realm of public service, the expectation is that individuals will uphold the highest standards of integrity and ethical behaviour. Yet, when confronted with instances of racism and misconduct, the culture of silence often prevails. This post discusses a personal experience involving a former colleague’s defence of Angel Marina, who is accused of racism, the proof of which is found in the now notorious letter he wrote to his Chief Executive dated 9 May, 2002, and critiques the systemic issues that allow such behaviour to thrive. The satirical tone employed herein serves to underscore the absurdity of defending the indefensible in the name of workplace culture.
The Case of Angel Marina: A Microcosm of Public Service Culture
The narrative begins with a chance encounter with a former colleague who worked alongside Angel Marina. When I criticised Marina’s alleged racist behaviour, I was met with resistance. The colleague’s defence—that Marina was merely conforming to the established norms of the department—reflects a disturbing reality in public service: the normalisation of unethical conduct.
Argument for the Status Quo
Proponents of the existing workplace culture might argue that Angel Marina’s actions were simply a reflection of the broader organisational environment. This perspective posits that individuals are often pressured to conform to prevailing attitudes and behaviours, even if they are morally questionable. In this light, Marina is portrayed not as a perpetrator of racism but as a product of a flawed system.
This argument is bolstered by research indicating that workplace culture significantly influences individual behaviour. A study by Schein (2010) suggests that employees often prioritise group cohesion over ethical considerations, leading to a culture of complicity. Therefore, one might argue that condemning Marina without addressing the systemic issues is akin to treating the symptoms rather than the disease.
Counterargument: The Case for Individual Accountability
Conversely, the call for individual accountability remains a powerful counterpoint. Critics of the “just following orders” defence argue that moral agency exists within each individual, regardless of external pressures. In this instance, the notion that any person with a shred of decency would reject a workplace that condones racism is compelling.
Research by Bandura (1991) on moral disengagement illustrates how individuals can rationalise unethical behaviour, suggesting that those who defend Marina are complicit in perpetuating a culture of racism. By failing to call out such behaviour, employees tacitly endorse it, thereby undermining the integrity of the public service sector.
The Absurdity of Workplace Culture
The defence of Angel Marina’s actions raises an eyebrow and invites satire. One might imagine a workplace where racism is merely a quirky “cultural” artefact, much like a decorative plant or an outdated coffee machine. “Oh, that’s just Angel being Angel!” could become the rallying cry, as employees gather around the water cooler, chuckling at the absurdity of tolerating such behavior in the name of camaraderie.
Yet, this absurdity has real consequences. The public service sector, meant to serve and protect the community, finds itself mired in a reputation for incompetence and moral failure. When individuals prioritise workplace culture over ethical standards, the result is a loss of public trust and a perpetuation of systemic racism.
The case of Angel Marina serves as a microcosm of the broader issues facing public service organisations. While the defence of workplace culture may provide a convenient excuse for unethical behaviour, it ultimately undermines the principles of integrity and accountability that are foundational to public service.
As we navigate the complexities of workplace dynamics, it is imperative to recognise that the culture of silence surrounding racism must be dismantled. Only then can we hope to restore public confidence in a sector that should embody the values of justice and equality. In a world where “that’s just how we do things” becomes the mantra, one must wonder: at what cost to our collective decency?
References
Bandura, A. (1991). Social cognitive theory: A social cognitive theory of moral thought and action. In W. M. Kurtines & J. L. Gewirtz (Eds.), Handbook of moral behavior and development (Vol. 1, pp. 45-103). Hillsdale, NJ: Lawrence Erlbaum Associates.
Schein, E. H. (2010). Organizational culture and leadership (4th ed.). San Francisco, CA: Jossey-Bass.
