“When someone asks for the ethics tape, we know they’ve already decided to invest. They just want some reassurance so they can feel good about it, to… - Max Barry

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“When someone asks for the ethics tape, we know they’ve already decided to invest. They just want some reassurance so they can feel good about it, too. That’s the thing you learn about values, Jones: they’re what people make up to justify what they did. Did you take business ethics in college?”
“Yes.”
“They teach you people’s behavior is guided by their values, right? That’s a load of crap. When you watch people like we do, you find out it’s the other way around. Look, I believe in what Alpha does, I really do. But do I worry about whether every little thing we do is ethical? No, because you can rationalize anything as ethical. You talk to a criminal—a tax dodger, a serial killer, a child abuser—and every one of them will justify their actions. They’ll explain to you, totally seriously, why they had to do what they did. Why they’re still good people. That’s the thing: when people talk about the importance of ethics, they never include themselves. The day anyone, anywhere, admits that they personally are unethical, I’ll start taking that whole issue seriously.”

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About Max Barry

Max Barry (born 18 March 1973) is an Australian novelist, short-story writer and essayist. His books include Syrup, Jennifer Government, and Company.

Also Known As

Alternative Names: Maxx Barry Testlandia Violet
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Additional quotes by Max Barry

“Tough day?” General Li said.
John sighed. “Just a couple of Liaisons making trouble. Things were much simpler when I didn’t have to listen to other people, Li. Democracy is a pain in the ass.”
Li sat. “In the military, we have always had a healthy disrespect for democracy.”
“I can see why,” John said. “All right. Now let’s talk about tanks.”

He flips to the section on retrenchment. A sacking, the book says, is one of the most harrowing and stressful events you may ever experience—Jones assumes “you” means the person being sacked until he realizes it’s talking about the manager. According to the book, sackings can be highly destabilizing: workers stop thinking about doing their jobs and start thinking about whether they’ll still have them. It then describes a rage of strategies managers can use to harness that fear and uncertainty and jujitsu-throw it into a motivating factor.
What Jones doesn’t find in the book—and he doesn’t notice this at first; he has to flick back and forth—is any mention of the retrenched employees. How they might feel, for example, or what might happen to them afterward. It’s kind of creepy. It’s almost as if once they are sacked, they cease to exist.

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