When Good Men Do Nothing

“All that is necessary for the triumph of evil is that good men do nothing.”–Edmund Burke, Irish orator, philosopher, and politician.

If there ever was a situation where the 18th century philosopher’s famous quotation applied, it is certainly the sordid tale that came out of Happy Valley at the end of last week. Like many in the nation, I was shocked and heartbroken to hear the sexual abuse accusations against Penn State’s former assistant coach Jerry Sandusky, and the allegations made that the athletic director, Tim Curley, and the vice president for finance and business, Gary Schultz, may have participated in covering for Sandusky, and lying to a grand jury.

For nearly 14 years, I was a member of the administration at Penn State, as an employee of the Office of Residence Life. For part of that time–my first three years–I was the live-in residence life coordinator for Nittany Apartments, the on-campus apartment complex that houses many of the upperclassman on the Nittany Lions football team. In this capacity, I had the opportunity to interact with athletes, members of the athletic staff, university police, and colleagues from across the University. So this week has been somewhat surreal for me, as I read the news about people I’ve met, and familiar places on campus and in the community that I called home for almost a generation.

To say that the men involved in this scenario were well-respected is an understatement. Jerry Sandusky, the man at the center of this firestorm, was once lauded as the heir apparent to legendary coach Joe Paterno, and has been celebrated in the community as a champion for underprivileged boys, as the founder and lead fundraiser for his charity, the Second Mile.

Tim Curley, as athletic director for a Division I sports program, has weathered many storms in the past, and like many athletic directors, he is liked and respected by some, and reviled and ridiculed by others. Gary Schultz was a long-serving and admired member of the community, and has been referred to in the press as a man with strong family values. Penn State even named a new child care center after him. On different occasions, I heard both these men speak about the accomplishments of their programs, and my impressions of both men were that they were likable, good people, with serious levels of commitment toward improving their departments and maintaining the high standards of integrity, pride, and respect that many associate with the Pennsylvania State University. In fact, until I read the news the other day, I had never heard anyone say anything bad about Gary Schultz–ever.

Though I was shocked to hear the allegations against Sandusky, and heartsick over the responses of people within the administration who failed miserably in their attempts to get to the truth and do the right thing, I wasn’t surprised. Unfortunately, I did understand how such things could happen. They are the result of bureaucratic leanings toward policies and procedures over common sense, coupled with poor communication, and an intense need for self-preservation.

As a member of the residence life staff, I was responsible for following up on many situations involving personal conflict, violence, and illegal behavior. When you help run residence halls, you get to know the true nature of student life and the complexities of human behavior and interaction like no one else at the University. There is an underbelly to any campus, and ugly things happen. Sometimes good people do bad things. Sometimes bad people take advantage of the system.

No matter what, each person deserves to be accorded some basic rights to fairness and due process. Processes take time, and procedures have to be followed, because you can’t just act against someone without reason. You would also be a fool, indeed, to act against powerful, well-respected community heroes, without solid evidence and a solid commitment to follow-through. This is where policies and procedures get in the way, and where self-interest and self-preservation often trump common sense and common decency.

Maintaining confidentiality is an important part of the equation, but it must be weighed against a sense of responsibility, and carried through with a serious commitment toward doing what is right, what is just, and what is good for the community. Actions can be taken confidentially while processes play out. The trick is that you have to take the right actions, and to do so, you need the right information in the first place. To get the right information, you have to create a culture where doing the right thing and telling the truth are valued more than perceptions and reputations grown out of pride and a shared mythology.

To truly maintain a commitment to doing the right thing, one must also set aside some other enduring principles: the CYA principle (“cover your ass” at all costs), and not pissing off the “powers that be.” But the cost of doing so in a bureaucracy may be loss of position, loss of influence, and loss of further opportunity. When people are afraid, the tendency is to protect oneself. It takes personal courage and steadfast determination to follow through, because the really ugly situations that occur in bureaucratic organizations usually get plugged into processes that drag on so long that, in the end, even serious sanctions are diminished by the time that has passed between the action and the consequence, no one learns anything, and the witnesses and victims have endured stress, hardship and maybe even further victimization while they wait for a resolution.

What can institutions and administrators do to change things? First and foremost, we need discussion about how power and privilege play out in the University community, and second, we need policies and procedures that clearly protect persons from reprisals when reporting unseemly behavior by persons in positions of authority and influence.Third, we need good training and administrative support to ensure that people know what to do, and that situations are handled properly.

As the situation continues to play out in public, there must be serious and sustained efforts behind the scenes to deconstruct not only the situation and to understand the errors and omissions of persons involved, but to understand the impact of unclear policies, ill-defined roles, and a lack of protections, checks and balances, and common sense in how this particular situation played out, so that things like this can be responded to properly, if and when they happen again.

I wish it could be as easy as installing some universal moral compass in those people we trust, so they do the right things each time, and without question. Lacking that, we need to make it easier for others who witness wrongdoing to know what options they have to respond, and to create environments where people can come forward without fear of reprisal.
Article first published as When Good Men Do Nothing on Technorati.