About Luke Broomhall

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Luke Broomhall Forensic Psychologist Broomhall Young Psychology 30 th July 2014 About Luke Broomhall Masters in Forensic Psychology Published research: Acquired Sociopathy: Executive Dysfunction in

1 Luke Broomhall Forensic Psychologist Broomhall Young Psychology 30 th July 2014 About Luke Broomhall Masters in Forensic Psychology Published research: Acquired Sociopathy: Executive Dysfunction in Violent Offenders Manager, Psychological Stress Claims Allianz Insurance Trained in Long Bay Jail Violence Unit Senior Psych, DCS SA, Yatala, AWP Director Broomhall Young Psychology 2006 Callington & Quorn murder cases Organisational consulting; SAPOL, Families SA, DECD; managing problematic behaviours & personalities 1

2 Learning Outcomes Psychopathy vs Sociopathy Prevalence in general Psychopathy in the Workplace How do they operate? Why do they thrive? Costs to Organisations Impact on individuals How we can manage What to look for in recruitment Case Study: John Callous, lack of empathy, superficial charm, grandiose Parasitic, impulsive, irresponsible, promiscuous, versatility, early history No social ties, not interested in people (except what they could do for him) 2

3 Case Study Frank Manipulative Grandiose: good talker Rude - Belligerent Cunning Lack of empathy Lack of remorse Psychopathy, Sociopathy, ASPD DSM 5 (2013) classifies Sociopathy & Psychopathy under Anti-Personality Disorders All three have been used interchangeably in the past, & share common characteristics: A disregard for laws and social mores A disregard for the rights of others A failure to feel remorse or guilt A tendency to display violent behaviour 3

4 Sociopathy Nervous and easily agitated Volatile and prone to emotional outbursts Likely to be uneducated and live on the fringes of society No regard for society in general or its rules Crimes committed by a sociopath haphazard and spontaneous unplanned More acquired than genetic (generally) Psychopathy Unable to form emotional attachments or feel real empathy with others Often have disarming or even charming personalities. Psychopaths are very manipulative and can easily gain people s trust. They learn to mimic emotions, despite their inability to actually feel them, and will appear normal to unsuspecting people. Psychopaths are often well educated and hold steady jobs. Unlike their sociopathic counterparts, psychopathic criminals are cool, calm, and meticulous. 4

5 Psychopathy Factor 1 1 Glibness/superficial charm 2 Grandiose sense of self-worth 3 Need for stimulation/proneness to boredom 4 Pathological lying 5 Cunning/manipulative 6 Lack of remorse or guilt 7 Shallow affect [i.e. superficial experience and expression of emotions] 8 Callous/lack of empathy Psychopathy Factor 2 9 Parasitic lifestyle 10 Poor behavioural controls 11 Promiscuous sexual behaviour 12 Early behaviour problems 13 Lack of realistic long-term goals 14 Impulsivity 15 Irresponsibility 16 Failure to accept responsibility for own actions 17 Many short term marital relationships 18 Juvenile delinquency 19 Revocation of conditional release 20 Criminal versatility 5

6 They re everywhere! Psychopathy can only be diagnosed in adults (>18 years) Approx 1%-3% of adult males estimated to be psychopaths. 0.5%-1% of adult females estimated to be psychopaths. Approx 15% of prison population Surely Psychopaths are in jail? Babiak & Hare 2006 Snakes in Suits when Psychopaths go to work We tend to think of psychopathy as the province of criminals, not in a boardroom Studies suggest a figure of anywhere from 3% to 20% in the workplace Most settle around 3% - 5% Although higher levels in certain professions: 6

7 Not saying all... Politics Law Medicine Entertainment Military/Law Enforcement How do they thrive in business? Psychopaths may be charismatic, charming, and adept at manipulating one-on-one interactions. In a corporation, one s ability to advance is determined largely by a person s ability to favourably impress his or her direct manager. Can be mistaken for vision or confidence and the ability to perform convincingly in one-on-one settings are also qualities that help one get ahead in the business world. 7

8 True Psychopaths flourish in society because most of them actually have the skill to avoid prison. Both criminal and managerial psychopaths are detrimental to others' well being. Managerial psychopaths are inclined to employ verbal brutality, deception, and emotional abuse and ploys to ruin people's lives. Psychopaths in leadership positions ingratiate themselves with people of higher status; continue to prey on nice victims who will not jeopardize their positions; take credit for others work; and brilliantly use fear and sympathy to confuse others. How did this happen? That is particularly the case in organisations that appreciate impression management, corporate gamesmanship, risk taking, coolness under pressure, domination, assertiveness and extreme competitiveness. Part of the reason why an increasing number of psychopaths have been drawn into leadership positions in the corporate world is its shift to short term thinking Organisations have increasingly focused on shorterterm results for shareholders/stakeholders & whatever it takes to get succeed, no matter the cost to people and the environment. 8

9 The Organisational Psychopath The organisational psychopath derives gratification from psychologically destroying people. The objective is to move up the corporate ladder at any cost; the manipulation and suffering of co-workers is a bonus. Workplace Behaviour Manipulative (Organisational Level) Unethical Intolerant Unpredictable Easily Bored Parasitic Undependable Bullying (not necessarily confined to work) Seek increased power and control in company Create conflict between organization members 9

10 Interpersonal Behaviour Manipulative (interpersonal level) Deceitful Devious No responsibility taken for own actions Intimidating Charming / Superficial Emotional/Behavioural Hallmarks Unfeeling Conscienceless Grandiose / Self Important Egocentric / Narcissistic Shallow Affect Pathological Lying (duping delight) Marital problems Sexual promiscuity Impulsive 10

11 How do they operate? Create disharmony between co-workers and managers Endear self to upper management by resolving seemingly intractable situations created by the psychopath themselves. Spread disinformation about rivals within the company. Usually indirectly: gossip, misinformation Portray self in most favourable way. Network with senior management, impression management based upon falsely created persona (e.g crows/power, golf, cars, whatever they perceive they are into) Openly like manager, covertly destroy manager s reputation with their manager. Promotion and supervision of former colleagues. Administrative / psychological destruction of former co-workers for threat elimination. 11

Financial costs They may generate sales/work in the short term But cant deliver in the long term: words v actions Create and add to the burden of occupational psychological injury/mental health

12 Financial costs They may generate sales/work in the short term But cant deliver in the long term: words v actions Create and add to the burden of occupational psychological injury/mental health issues Which costs organisations huge amounts: It is estimated that mental health conditions have a substantial impact on Australian workplaces - approximately $11 billion per year. This comprises $4.7 billion in absenteeism, $6.1 billion in presenteeism and $146 million in compensation claims ROI $2.3o for every $1 spent on positive mental health **PWC/Beyond Blue 2014 So Bullies are Psychopaths? 12

13 Many are work specific Leadership style of control/micromanage Rules and order Poor verbal communication skills Insecurity in their position Justice issues: They believe the person has broken the rules (usually their rules) Therefore they justify their behaviour Impact Like PTSD without Criterion A Avoidance Arousal Intrusions Plus: Lowered self confidence Sleep disturbance Decreased Memory/Concentration Increased risk for maladaptive coping responses Irritability/Anger 13

14 RESEARCH ON IMPACT How do employees respond? Gradual awareness that something was wrong. Process of recognition and labelling emerged over multiple incidents. All reported significant distress, including depression, anxiety, physical complaints, etc. General reluctance to inform supervisors that there was a problem and to file a formal complaint. Why? Targets wanted to deal with the problem themselves. Person was in a position of power and influence. No complaint channels available. Perception that reporting could affect future career opportunities. Perception that their supervisor and the organisation would not support them in the complaint process. 14

15 And Organisational factors: Factors which allow Psychopaths to flourish: Job insecurity; Restructuring or downsizing; Changes such as a new manager/ procedures Inadequate supervision; Change in ownership; Introduction of new technology; Inappropriate initiation practices; Inadequate support or training; Poor previous modelling from managers How do we manage a Psychopath? Can they be cured? Can empathy be taught? Managing really depends on the individual make-up of the psychopath Impaired learned fear responses mean Psychopaths don t learn from: Social punishment or Physical punishment But do respond to deprivation of positive reinforcement 15

16 Unmask, Corral & Control Inform senior managers & HR Seek support of staff/managers Get everything in writing Follow up on deliverables Monitor performance Check information Reward positive behaviours (like training...) Protect & Train Staff who are vulnerable need support Information & education: Resilience Positive mental health Bullying & Harassment Team building & team resilience Employee Assistance Programs/ Manager Support Specific Coaching and Leadership Development 16

17 Recruitment: 3 ideas (Babiak & Hare 2006) Internal Succession Planning Years, not hours to study an individual Verified, tangible results Talk is easy: behavioural interviewing. Examples. Verifiable accomplishments Ethical & Moral Character Difficult in an interview; try to glean as much as possible from moral compass and value system. In recruitment phase Most don t screen for Psychopathy very well Some standard recruitment Psychometric evaluations are falsifiable Resumes can be made up Charming, confident and interview is a core skill 17

18 But.. Trained experts in the field can easily pick up traits of Psychopathy at interview And a range of Psychometric measures exist which screen Psychopathic traits For further information & support Rundle st Kent Town 18

Countertransference with the psychopathic patient

Countertransference with the psychopathic patient J. Reid Meloy, Ph.D., ABPP San Diego Psychoanalytic Center UCSD Department of Psychiatry January 13, 2018 The Psychopathic Mind, 1988 Perhaps the analytic