White, W. (1997). The Incestuous Workplace (2nd ed.). Center City, MN: Hazelden
Overview:
When analyzing the relationship of organizations to their individual members and to
external forces, systems can be described as closed, porous, or flexible (White, 1997).
Closed systems include a vision incapable of adaptation, little external support or movement
of ideas in or out of the organization, with members coming to depend on the organization
for their entire professional, social, and even sexual needs (White, pp. 36-127). Although
the camaraderie of a shared mission and team effort may bring a sense of euphoria at first,
if the structure remains closed there is a gradual progression of increased suffering (White,
pp. 52-81). Happiness of this nature, which “appears like nectar at first but poison at the
end, is said to be of the nature of passion” (Bhagavad-gita, 18.38).
In contrast are porous systems which occur when leadership changes often, the
leader is overwhelmed, many conflicting mandates are imposed from outside sources, or
the organization undergoes a major alteration in size (White, 1997, p. 137). A distinguishing
feature is that the great diversity of members has no shared interests partly because the
values and mission are vague. Leaders are ineffective, ignoring members who want
change, while the movement of people and ideas from the organization to society at large is
completely unregulated (White, pp. 134-154). Characterized by inertia and poor motivation,
this system produces workers in the mode of ignorance who are “lazy, always morose and
procrastinating” (Bhagavad-gita, 18.28).
Flexible systems, where leaders consciously control the amount of closure and
porosity according to need, have visions both defined and dynamic (White, 1997, pp 36-49
and 223-296). Members have steady enthusiasm. In the mode of goodness, one will have
“determination which is unbreakable, which is sustained with steadfastness” (Bhagavad-gita
18.33).
Details:
When there are problems in an organization, the individual members will show distress in
their health, behavior, emotions, relationships, attitudes, and values.
Generally, managers and leaders try to fix the difficulty by either adjusting the individuals or
making changes to the system. These changes are related to how the manager or leader
perceives the problem:
Moral-authoritative: Perceives the problem as individual’s bad attitudes and poor
character. The solutions are punishments. Problems with this approach are high staff
turnover, and the dissolution of the organization. This solution individualizes interactional
problems
Cognitive: Perceives the problem as individuals too-high or unrealistic expectations. The
solution is to train individuals with values and beliefs that fit the real world. Problems with
this approach are that it stops people from trying to improve things and individualizes
interactional problems
Clinical: Perceives the problem as emotional or physical difficulties in the individuals. The
solutions are therapy and medication. The problems with this approach are that it increases
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personal stress and feelings that one is crazy, as well as individualizing interactional
problems
Training: Perceives the problem as individuals lacking the skills to deal with stress. The
solution is training which is part of any good program but must not mask genuine problems
in the environment. This also individualizes interactional problems
Environmental: Perceives problem as how roles, policies, and procedures are understood
in the organization. The solution is to change these. The problems are that this fails to deal
with individuals who have been hurt; frequent change is also a stressor and any change in
one area will affect other areas and other persons.
Systems: Perceives the problem as the interrelationship between individual and
organization and perhaps organization and outside environment. The solution is to increase
system flexibility with porosity and closure. The problems are that managers and leaders
need much knowledge and skill to implement such a change, it can ignore the individual,
and managers can feel overwhelmed.
There are three general types of systems: Closed, Porous, and Flexible
A healthy, flexible system
 A flexible system is one in which the managers and leaders intentionally control the
amount of closure and porosity according to need and circumstance, generally
maintaining a balance.
 Such a system best serves the purpose and needs of both the organization and its
individual members.
 This type of organization has a vision that is alive and dynamically refined and
redefined.
 The dominant mode is goodness.
 There is steady enthusiasm
A porous system
 There is completely unregulated movement of people and ideas across the boundary
between the organization and the rest of society
 There’s a minimal definition of values, membership, and expected behavior
 Members have little or no intimacy among themselves.
 There’s no sense of mission
 The dominant mode is that of ignorance
 The organization gets overwhelmed and assimilated into the greater environments
 “Invisible” or ineffective leaders
 There’s great diversity of memberships with no shared interests
 There’s little or no support for members either professionally or socially
 There’s often great leader turnover and staff discontent
 Internal change agents are ignored
 Porous organizations often want consultants to help define the mission, core values,
goals and ethical standards and define these through a participatory process that
enhances interpersonal relationships.
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There’s often interpersonal dissension, deteriorating staff morale, poor motivation
and productivity, and high turnover of the best and brightest.
What often causes an organization to become porous:

Organizations can become porous because there’s so many members geographically
dispersed and it becomes difficult to have a mission that applies to each of them.
Also, there may be many and conflicting mandates imposed from other sources.

The leader is overwhelmed because the scope of what he/she must accomplish is
too broad.

Frequent change in: leadership, internal organization structure, merger of two or
more organizations

Major changes such as downsizing or mergers (Most organizations have an optimum
size for accomplishing their mission)
A closed system
 The vision is “stuck” and cannot be understood or applied according to time, place,
and circumstances
 There’s more concern with dogma than with effectiveness.
 Is in the mode of passion—much euphoria in the beginning and misery in the end
 Closed system has little or no support outside the system
 Internal change agents are scape-goated and kicked out.
 In a closed system, success is measured more by whether the “client” accepts the
belief system than by whether the services are of benefit to the client. When clients
get better in such a system, it is due to the truth of the organizational belief system.
When clients don’t get better, it’s the fault of the client.
 There’s little movement of people or ideas in or out of the organization
 Leaders act as tight gate keepers on everything going in or out
 Members come to depend on the organization for all their professional, social, and
sexual needs
 Spouses are sacrificed so that the ideology and values of the organizational family
will not be challenged.
 Status and rewards in the organization become based on one’s social relationship
with organizational members rather than by one’s professional contribution.
 With enmeshed social and professional roles, decision making becomes complicated
and corrupted due to a conflict of interest.
 Excessive time and emotional demands
 Stress spillover into personal lives may put a large strain on marriages
 Lack of outside replenishment leaves members physically and emotionally depleted
and reaching out to other members for support, including sexual support
 There’s a breakdown of intimacy barriers
 In a closed system, sexual relationships may not be about gross lust per se, but
about power, violence, risk taking, nurturing, a way of achieving money and position,
or as part of conspiring against others in the organization.
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There are forces in a closed system that will support members terminating outside
marital relations, particularly when the outside partner remains aloof and
unsupportive of the organization.
If a marriage occurs during the time the couple worked together in the closed system,
one or both partners leaving may provoke a crises in the marriage.
The closer the functional relationship between married couples in a closed system,
the greater the marriage strain as they cannot separate work and private life.
Participation in closed organizations creates a broad spectrum of unmet needs and
increases the incidence of exploitation of the helper-client relationship.
Why does a system become closed?
 Closure brings affirmation and commitment to organization’s goals and values,
increased bonding and intimacy, and maximizes internal resources
 Closure may be essential when starting a new organization, reorganization, or
internal or external crisis.
What causes extended closure?
 Geographical isolation
 Certain personality types of leaders (can be held in check with checks and balances
built into the system)
 Stigma—where outsiders do not understand and will make members feel
uncomfortable
 High role expectations—one may want to be out of the public eye, with like-minded
people.
Extended, toxic closure happens in stages common to all such organizations. These
stages are:
First stage, dogma and faith: The way the organization responds to needs at a fixed point in
time becomes the Truth. The organization becomes a bureaucratic system that is based on
tradition and inertia instead of present needs and realities
Symptoms: belief and passion; this stage is very useful at the beginning of an organization
Second stage: leaders take on the role of a charismatic priest or priestess who have the
ability to bestow on each of us a sense of power and shared destiny tied to collective action.
There are times when an organization needs this type of leader. The problem is when the
role becomes fixed. There usually also develops an inner circle that protects the high
priest(s) and members from feedback that would bring doubt. This inner circle has many
perks and often much more money than others. The rest of the members are only in the
position of disciples or followers.
Third stage: The progressive isolation of the organization and its members from the outside
professional world—members are often not aware of outside sources of help. Leaders may
learn outside, filter the information, and then train the members. Professional development
is more like indoctrination and pep rallies. Needed support from outside the institution is
seen as gullible or hostile. People and institutions outside are to be used, manipulated, or
attacked. Leaders develop such manipulative relationships with key outsiders for help
needed.
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Fourth stage: The homogenization of the workforce by age, race, sex, religion, or values—
people develop their own internal way of speaking and a limited ability to communicate with
those outside.
Fifth stage: Euphoria as one feels needed, with a wonderful purpose. All organizations need
such times of coming together. The problem is extended closure.
Sixth stage: Addiction to crisis as a means of adrenaline and endorphin experience and
emotional intensity. Crises validate the organization and demonstrate and affirm the power
of the high priest(s) and inner circle. The perpetual state of emergency always has the
promise that soon things will calm down.
Seventh stage: Progressive escalation of demands placed on the time and emotional
energy of workers. This begins with commitment and loyalty valued more than competency
and any criticism viewed as disloyal and a betrayal of leaders. The sense of euphoria leads
to spending all time on work, neglecting the rest of life. There’s an overextension of people
and resources. Organizational interests and ideologies take precedence over human needs
and workers are used in an expendable manner. Members then only and fully identifies as a
member of the organization. The organization demands so much time and energy that
marriages and other relationships can be harmed or destroyed.
Eighth stage: A loss of learning and a growing sense of professional stagnation in the
organization. Outside information and its sources are attacked. If a member or one who
benefits from the organization’s services has a suggestion, the person’s character or
motives are attacked. The organization feels it knows more about the needs of its customers
and members than they do.
Ninth stage: Members become in competition for “strokes”. If people have a variety of
outside support systems, they have the capacity to encourage others in the organization.
However, people in a closed organization are depleted, and thus they then get into
competition for the small amount of support in the organization. This fosters envy so that if
one person is supported, the rest feel left out, rather than everyone supporting each other.
Tenth stage: mirroring, boredom, and lack of faith. Members start to sound alike, and the
euphoria that came from passion now brings boredom and misery. The members therefore
lose faith. At this point the organization can re-vitalize itself or go downward. This is a
turning point. When a highly social work life coincides with a loss of faith stage, much
interaction will go from work issues to relationships as if the purpose of the organization is to
meet the personal and social needs of the staff. The mission of the organization is stifled.
Eleventh stage: People feel trapped; they want to leave but feel they will have no position
outside the organization. At this stage, staff turnover can be very low, though it will be
outrageously high later.
Twelfth stage: The identification of outside enemies as the source of organizational
problems and/or the scape-goating and extrusion of organizational members. When
members lose faith, attention is given to some common “enemy” who is the source of all
problems. When this “enemy” is a member, that person is thrown out. Of course, the
problems remain. The organization has to then find one scapegoat or outside enemy after
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another. The loss of the scapegoats makes the organization even more homogeneous and
closed.
The throwing out of scapegoats leads to fear and breaks the trust in the organization.
Members start to spend time and energy covering themselves.
Thirteenth stage: The escalation of interpersonal and inter-group conflict to include staff
conspiracies and coups against organizational leadership. This can take many forms
including persons forming competitive organizations out of envy and aggression, making the
high priest(s) into scapegoats, public defaming of the organization and leaders, and so on.
Fourteenth stage: fragmentation into subcultures; conflict between disciples and heretics;
constant battle over loyalty. There are then purges and loyalty tests. In business, this takes
the form of asking employees to relocate, take cuts in pay or benefits, or take sides in a
conflict. There are shifting groups of loyalty and patterns of relationship become more
stable.
Fifteenth stage: The emergence of a punitive, abusive organizational culture. The last act of
a dying organization is a thicker rule book. The need for rules to control staff marks a
change from the earlier stages of mutual respect, loyalty and esprit de corps.
Sixteenth stage: A critical turning point. Previously the closed system had met the needs of
most members but now few members’ needs are being met. The high priest(s) may
physically and emotionally distance himself from the rest of the organization, and has
doubts about the organization.
Seventeenth stage: an obsession with secrecy. The leaders love manipulated media, but
otherwise distrust it. Many conversations begin with a contract for secrecy—which is
assumed to be morally and politically relative. The credibility of formal informational
channels declines. The organization puts on more and more of a front while internally it is
going through more and more problems.
Eighteenth stage: The rise of breaches in ethical and legal codes of conduct. Leaders will
espouse rules and principles for others, or in general, but break them themselves. This will
usually start with small disregard of zoning and licensing regulations or such. Those who
engage in and encourage this will promote themselves as passionately concerned for a
higher good. Gradually the visionary goal is sacrificed for a desire for money, and leaders
will use the cover of the organization to give themselves expensive perks. Discontented
members or ex-members will reveal the situation.
Nineteenth stage: Physical closing of buildings, the appearance of spies, and aggression
against enemies, outside or internal, in the name of the good cause. In extreme cases there
will be stockpiling of weapons. There can be battles between various closed systems.
Turning point: At this point, maturation, positive near-death experience, crisis containment,
or dissolution. (or becoming excessively porous)
Maturation: Organization realizes that closure was needed in the beginning and matures to
become more open.
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Near-death: prolonged closure results in a revolution where the organization goes on due to
maturity and wisdom rather than passion
Containment: there is a brief opening with high turnover (after no turnover) and then a
closure again. This pattern may repeat several times.
Dissolution: the external environment has changed too much.
Twentieth stage: The fall of the high priest(s): In a healthy system, there are checks and
balances and enough autonomy so that there are various sources of support. In a closed
system everything depends on the “health” of the leader. As the leader is also isolated,
he/she will demonstrate bizarre thinking and decision making, with a deteriorating ability to
function emotionally, socially, and professionally. The leader becomes surrounded by
people who simply reinforce their own beliefs. There will later be things that those close to
the leader will consider “obvious warning signs” which will be ignored at the time as the
actions of the leaders are unchallengeable.
Twenty-first stage: The potential demise of the organizational family
The relationship to ISKCON
 Prabhupada set up a fairly closed system as necessary in the beginning, but always
instructed us to set up varnasrama which would be a complete society.
 We confused the idea of a Krishna conscious society with an organization of temples
run by presidents, GBC’s and later also gurus.
 Even when we so-called set up "societies" like at New Vrindavana or Gita nagari,
these were done as extensions of closed temples/ashramas
 Both during Prabhupada’s stay with us and after his departure, we closed the system
more than Prabhupada instructed
 Then we kept closing it more and more as we grew

ISKCON went through practically all of the stages of extended, toxic closure, with the
fall of our high priests, or gurus. When we went into almost total colapse with the fall
of most of our high priests, our society in general had a huge exodus of members.
We then, in many places brought in new members (Indian Hindus) and closed again.
As ISKCON as a whole, we are now extremely porous with some international
leaders pretending we are still super closed or hoping to return to those days. On the
microsystem level—that of individual temples or projects—there is a wide continuum,
but most are in an unhealthy situation. A few places are closed in a prolonged,
unhealthy way. Other places are porous to the point that their mission is undefined.
Those of us who were extruded after the falls of high priests either have to find
support outside or are left with little support in microsystems that are either porous or
are closed without us being inside.

Because some of the microsystems (specific temples, communities, or zones)
experienced closure not only as part of a generally closed ISKCON but also as a
microsystem, devotees in these places (e.g. New Vrindavana, Harikesa’s zone)
suffered more than most.
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Solution: How to become a healthy, flexible society?
The ultimate solution remains varnasrama where ISKCON members have any support
systems other than temples, monasteries, etc. but all or most within the context of
devotional association, with permission and encouragement to interact with the larger
outside society as needed.
How to correct excessive, prolonged closure
Individuals should be able to list at least three of each:
 Non-work professional supports
 Work professional supports
 Mentors
 Family (or surrogate family) supports
 Non-work social supports
 Private/alone time activities
For the system:
Be free from the past (closed systems tend to blame internal heretics and outside enemies;
porous systems tend to find the problem but never follow through on solutions.)
Pitfalls:
Superficial solutions
Overcorrection
When working with a closed system, there will be emotional casualties with any strategy that
increases intimacy among members, increases emotional stimulation, or increases new
demands for adaptation by opening the system too quickly.
A comprehensive strategy:
Use both outside consultants and internal task force from various parts of the organization.
Look at:
 Individuals—pattern of stress and response to it?
 Microsystem—surveys, interviews, etc. to identify stressors and supports
 Mesosystem—costs of member distress, clarity of vision, conflicts between units, do
members have a sense of mission and direction, can members easily meet
professional and social needs outside of the organization, is the pace of
organizational change such that members can adapt, are there mechanisms to deal
with individual member distress?
 Exosystem and Macrosystem—a plan to deal with the adaptation of the organization
to external changes
The most important place to start is with managers and leaders
 They are gatekeepers
 They have control over microsystem environment
 They must get their own distress under control in order to have the will and ability to
help others
When to close?
 New organization
 New leadership
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Reorganization
External threat
Unusual demands on members’ time and energy
When to open?
 Decreased sales, use of products or services
 Increased competition
 Capital fund drive
 Changes due to different needs of consumers
 Desire for growth
Overview of ways to prevent dysfunctional closure
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Mutual boundary transactions between organization and outside
Level of cohesion and interaction between members
Enhance access of members to outside sources of professional and social
replenishment
Control and limit forces that break boundaries between professional and personal
lives
Build in elements that promote change while controlling the rate of change
Avoid high priest role: for leaders
May be necessary at times
Decentralize power and decision making
Model boundary transactions
Facilitate or acknowledge decisions rather than make them
Learn to say, “I don’t know”
Preventing excessive professional closure
 Seek diversity of members
 Establish codes of ethics and professional practice that encourage external
resources
 Recognize that to include a diversity of people, there will be a variety of approaches:
Vision needs to be broad enough to encompass present and potential
members
Vision needs to be flexible enough to allow exceptions when they are in the
best interest of the customer
A mechanism of feedback and self-examination
Individualized assessment and service requires more member support than
when everything follows a rule book.
 Change must be accepted as positive if it enhances the organization’s goals
 Increased feedback from inside and outside organization
 Identify supports and pace of change needed to maintain quality of service
 Give recognition and “rewards” based on performance rather than on only
commitment, allegiance to a local high priest, and social affiliation
 Have a commitment to training members, both inside and outside of the organization
 Have permission, procedures, and ritual for members to leave their role in the
organization or the organization itself without guilt
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Preventing excessive social and sexual closure
 Leaders’ example:
Boundaries between service and personal life
Limits of self-disclosure
Limits on socialization
Management of personal sexuality
 Orient new members
 Code of professional practice
Members’ responsibility for physical, emotional, and social replenishment
Values and standards for peer and “client” relationships
 Be wary of conditions—excessive work, travel, etc. that would disrupt a member’s
personal life
 Have organized, ritual times for group socialization
 Managers need to confront member sexual relationships that
Compromise the ethics of the organization
Interfere with that member’s role in the organization
Interfere with relationships between members of the organization
How to correct excessive porosity
 Clear statement of mission and purpose
 Articulate core values, goals, and standards
 Increase visibility of leaders
 Increasing large group activities
 More charismatic, less formalized leadership
 Loosen the intimacy bonds in microsystems
 Increase boundary transactions between microsystems
 Develop an organizational culture (history, philosophy, symbols, rituals, heroes)
 Tighten gatekeeping periodically
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