I suppose it is part of the larger problem that people don’t understand what’s wrong with conflicts of interest, and thus fall into them too easily. At its core, nepotism always, always, creates a conflict of interest for the supervisor, boss or manager, or leaves a strong suspicion of one, which is just as bad, the epitome of “the appearance of impropriety.” Nepotism simultaneously destroys the organization’s members’ trust in leadership—Was he or she objective? Was love and loyalty to a child rather than merit and the best interests of the organization behind the decision? Were there objectively better candidates? Will this bias harm me? —and the hired, no matter how good or qualified the son or daughter may be. If the organization declines and heads have to roll, the suspicion will always be that favoritism protects the offspring. If the organization is successful, there will still be a widespread belief that Sonny Boy or Darling Daughter is whispering in the parents’ ear, a mole, on the side of the parent rather than subordinates. Nepotism almost always destroys any organization’s morale, trust, and cohesion.
Why is this so difficult? It is spectacularly obvious, and the only defenses that are ever offered are… Continue reading