Intimidation in Retail: The Case of San Francisco

Visuals are an important ingredient in consumer marketing, so it is surprising to come across retail managers who are so purblind as concerns the latent yet obvious passive aggression in some of the visuals that those managers themselves approve in the name of security. The espoused, yet utterly fake claim that customer experience is improved by the added sense of safety—the actual underlying motive lies in loss prevention—is typically outweighed by the very human negative experience from being intentionally intimidated by passive-aggressive visuals. It may be that such managers, frustrated by high rates of in-store petty theft (i.e., “shoplifting”), are unconsciously taking their latent aggression out of the customers as a group. Even if not, the lack of judgment is palpable from the visuals themselves. It is no wonder that an increasing number of customers prefer shopping online. 

The full essay is at "Retail Intimidation ."

Centuries of Excluding Insiders at Yale

Jonathan Edwards fell out of favor with Yale’s president Clapp, who opposed George Whitefield’s Christian revivals as being too “enthusiastic.” So, Clapp had two pamphlets published to criticize Edwards, who had studied and then taught at Yale. In fact, one of Yale College’s residential colleges has been named after Edwards at least since the late twentieth century. I would imagine that few if any current or former JE students have been informed that Edwards ceased attending Yale Commencement exercises and even visiting campus once he had known of Clapp’s vitriolic pamphlets. It is ironic that in Edwards’s time, Yale’s faculty minimized the impact of original sin in what became known as the New Haven theology. It seems that compassion for people who hold a different theological (or political) view, as in “Love thy enemy,” was nonetheless above the grasp of Yale’s administration. Fast-forward from the first half of the eighteenth century to roughly three hundred years later and incredibly the same hostile, highly dysfunctional organizational culture was still well ensconced at Yale.

The full essay is at "Centuries of Excluding Insiders at Yale."

Yale : A Private Police-State on Steroids

Academia is its own sort of community, with its own distinctive culture. A university campus is not akin to a small town. To treat a campus as such, and thus to allow universities to have their own police departments rather than security guards, evinces a category mistake and presents issues of political legitimacy. The U.S. Constitution gives police power to the state governments, rather than to private companies and non-profit private organizations. Secuity guards, not police employees, belong to the categories of companies and non-profit organizations, both of which being qualitatively different than governments or states. Hence the matter of legitimacy should be raised when one organization, such as Yale, presumes not only to have its own private police force, but also to use it (and its security guards) to enforce local laws and university regulations off campus. When a university, again referring here to Yale, saturates its campus with police cars with emergency-alert blue-and-red lights blazing on top and headlights constantly and pensively on, and adds security guards on virtually every corner as if according to a military-style command coverage of the entire campus and beyond, the passive aggression and tacit message of deep distrust subtly undercut academic pursuits and the related psychological stamina of students, faculty, and even alumni who are auditing courses or conducting research as scholars "in residence." The saturated presence of pensive guns and distrustful staring eviscerates an anademic atmosphere of peace and tranquilly, and thus subtly eclipses academic learning and teaching. An academic atmosphere is vital to a college and even a large university so students and faculty can feel free to take ideas to their limits without fear of intimidation and being distrusted so. A pathological weaponizing of distrust is harmful even though the victims don't realize that they are being victimized. I contend that the unbiquitous, constant surveillance is unethical, and furthermore that university administrations that unfairly inflict such an aggressive culture of distrust should be held accountable externally by governments and internally through boards of directors and pressure from alumni.  Paranoia is at the root of this type of dysfunctional organizational culture, such as existed at Yale as of 2023. The extreme distrust backed up by hostile staring, flashing lights, and even guns ought to be flagged as toxic and unethical. 

The full essay is at "Yale: A Private Police State on Steroids."

Compromising Public Health for a States' Rights Ideology: The Governor of Arizona Nullified a Federal Law during a Pandemic

On October 27, 2021, I rode on two mass transit buses in Phoenix, Arizona. Both drivers were knowingly and willfully violating the federal regulation (42 CFR sec.s 70-71), which requires transit operators to wear masks during the pandemic even when they are situated behind a plexiglass barrier. One of the drivers, whom I had twice before seen not wearing a mask, again had lowered the plexiglass window pane between the driver and customers paying.  The first time, I had asked her to put a mask on, given the federal regulation and her proximity to the passengers boarding. Replying as if making an announcement, she said, “If anyone feels unsafe on the bus, they can get off and wait for the next bus.” That prompted a passenger to insult me. The company subsequently backed up the driver's refusal by saying that the federal law doesn't apply to buses in Arizona. It did, so the company violated federal law with impunity.

The full essay is at "Compromising Public Health During a Pandemic."

Police/Security Over-Reaches: A Mentality Unfit for the Job

Absolute authority corrupts absolutely, according to Lord Ashton. On an organization or even local scale, people with authority can play considerably on ignorance (their own and that of others) to over-reach such that their actions are excessive. Seeing an off-duty police employee wearing a bullet-proof vest and standing next to a store security guard in a grocery store, for instance, can give at least new-comers an immediate sense of the excessive use of authority to intimidate even the innocent shoppers. In one grocery chain in Phoenix, Arizona, I was astonished to see such a policeman going aisle to aisle as a matter of routine. I saw a young mother, who was with her young daughter in one of the aisles, “freeze up” at the sight of policeman staring at them from the back end of the aisle. I myself could not believe my eyes. How does such ill-fitting excessiveness shift from inappropriateness to become the default—the status quo? Typically the underlying mentality is one of stubborn ignorance that cannot be wrong, backed up by an excessive and microscopic grip on real or invented authority. How is it that the more educated and broad-minded perspective in upper-echelon management comes to doubt even its common sense by being hoodwinked by the lower mentality? Excessive delegation to middle-and-lower levels of management, where the wider perspective can easily be lacking, may be part of the answer. Playing a supporting role, the value-system in the local culture may actually support the excess or look the other way in blind obedience to an ideology. Finally, if a practice beyond the pale gets its toehold in the status quo, then people can become blind to the excessiveness and treat it instead as normal. Excessiveness as the new normal. Dislodging an invasive or encroaching unquestioned trend can be very difficult given the nature of the status-quo default to act like cement. Two case studies demonstrate that an absurd over-reach by someone in the security field can occur. The first took place in Orlando, Florida. Accountability did occur, so the absurd was not allowed to become ensconced. The second was in Phoenix, Arizona. Such accountability is much more difficult there, so the aggressive over-reach of authority would likely become further ensconced in the conducive or enabling local culture. 

The full essay is at "Are Excessiveness and Over-Reaches of Public Servants and Security Employees Becoming the New Normal?"

School Security: Turning Schools into Prisons and Violating Individual Rights?

Certainly by 2019 a strong case could be made in virtually any of the U.S.'s member-states for investing more in the security particularly of high schools and two-year, or "junior," colleges, given the number of mass shootings. The majority of the steps taken were doubtlessly well-justified. However, issues of security managers and employees going too far even in unintentionally intimidating students, staff, and even visitors undoubtedly existed too. Unfortunately, such instances can be difficult to detect because they are likely, ironically, to be incidental to what is really needed to provide adequate security. It follows, I submit, that when such an issue does arise, a hidden, rather presumptuous mentality may exist even if it is difficult to detect as it is subtle. 

The full essay is at "Intimidating Security Has a Cost."

American Businesses as Police-States: The Case of Hilton Hotels

Days before Christmas in 2018, Jermaine Massey was on a phone call with his mother. It being personal, he was in a remote area and was thus not disturbing anyone—that except for Earl, Doubletree’s security guard. Massey subsequently accused Earl of harassment. While the video that Massey took of the guard during the altercation shows Earl to be quite calm, the passive aggression was doubtless off the charts. The incident points to a growing problem at the time as American businesses were increasing their security presence, at the very least in terms of exposure, and last but not least, with considerable discretion and thus power. The incident shows that guards were well aware of how to mask personal power with the air of staid professionalism.  This only makes the latent authoritarian mindset more dangerous to the public.

The full essay is at "Businesses as Police-States."