As we continue our series, What Is A Cult?, we move on through the chapter on becoming a cult leader, from Anthony Pratkanis’ and Elliot Aronson’s book “Age of Propaganda”. After describing, in general terms, what is a cult, Pratkanis and Aronson go on to give step-by-step instruction for how to create a cult. There are seven steps total; I will cover the first 3 in this post.
From the book:
[Step] 1. Create your own social reality. [Eliminate] all sources of information other than that provided by the cult. Cult headquarters should be isolated from the rest of the world. [...] If cult members must remain in the larger community [...], then they should be isolated psychologically by keeping them busy [...] working continuously for the cult. [...] Teach members self-censorship by labeling everything that is not “of the cult” as [bad]. Repeat your message over and over and over again. [...] Fiction, if heard frequently enough, can come to sound like fact.
Examples from work: Each week, employees receive an email (the “Weekly News Watch”) alerting them to important news stories of the week, relating to the company’s field. While employees do have free reign over the internet, they are also warned that their activities may be monitored. It should come as no surprise that the company also reserves the right to read all emails. The headquarters for the company was recently moved far outside the city, and into the countryside. The stated goal was specifically to remove the company from anything around it (to make it as isolated as possible).
Additionally, before monthly staff meetings (or staph infections, as I came to call them), we were shown slides with messages purporting that the software was “the people’s choice”, that we were to strive towards “world domination”, and that we were “heroes helping heroes.” The company used buzz-words without ever establishing definition. Employees were told that the company HAD to spend millions to build a new headquarters (including a waterfall and a monstrous auditorium/convention center complex) in order to increase “productivity.” Similarly, all buildings had to be 3 stories tall and each employee had to be given his or her own office. Where these “facts” came from was never explained, but by and large, employees did not think to question the wasteful spending. This slides very nicely into the descriptions of how to create your own social reality.
From the book:
[Step] 2. Create a Granfalloon [Meaningless Group]. The granfallon technique requires the creation of an in-group of followers and an out-group of the unredeemed. The technique allows you to control members by constantly reminding them: “If you want to be a chosen one, then you must act like a chosen one.” [...] Seasoned group members serve as role models and guides on how to behave for new group members. Intense peer pressure is applied to secure conformity. The result is uniformity of opinion and behavior in the cult [...]. The essential ingredient in establishing an in-group of believers is the creation of a social identity – an image or who “we” are. [...] The reverse side of [this step] is the creation of an out-group to hate. [...] If [this step is] correctly applied, then you should be successful in creating fear of the “outside” world and the belief that the cult is the only solution to a happy life.
Examples from work: from intensive training classes when you start, to re-training classes when you are already a member (including classes on polishing your manners), to a “corporate philosophy” class that is taught by the CEO (an entire day of senseless ramblings, presented as vital wisdom) – the company is constantly reminding employees how to behave. The few senior members of the company are held in exalted status by younger employees. Low-level employees, despite claims of the company’s openness, never see any disagreement on the path of the company. The company is more than a business; it’s a way of life for employees. Those who don’t feel that way find their views shunted to the side (until we leave). Meanwhile the company continues to tout its strong “culture,” while running more and more people through its gears.
Furthermore, the company repeatedly suggests that employees not talk about the company on any public forum and encourages employees to watch the internet for any new mention of the company. The company seems deeply paranoid that someone would criticize them. Their size is such that a rogue complaint on the internet would not affect their business; the paranoia may stem from a fear that employees’ minds might become changed by this outside information from “the blogs.” Telling the employees that the internet is filled with criticism of the company and urging them to search for it helps to further create social reality; the internet is like the bible – in it, you can find justification for any belief.
From the book:
[Step] 3. Create commitment through a rationalizing trap. Cults can insure [sic] members’ obedience by establishing a spiral of escalating commitment; the cult member, at first, agrees to simple requests that becoming [sic] increasingly more demanding. [...] After making an initial commitment, one does not feel comfortable reneging on the deal. [...] The member is often willing to do more and then still more [...].
Examples from work: The company hires mostly new college graduates, often people desperate to get a job (any job). They offer high pay and a seemingly “fun” place to work. The employee immediately feels indebted. Then, the company offers the employee near full salary, while allowing them up to 6 months to complete their “certification exams.” Such a generous offer sets up the employee to be ready and willing to work hard once certified. Now, when the company asks the employee to travel far away to work 12 hour night shifts supporting cranky users (who consider themselves much smarter than the employee), how can the employee say no? And when the employee’s friends and family ask why they are working so much, what answer can they give? As the book says, “The member, after having done all these things, is faced with a dilemma: ‘How can I explain all that I have done [...]?’ This requires the creation of a sensible, coherent justification that is not easily forthcoming. The rationalization trap is sprung.”