Board of Trustees, Governance

Openness and transparency – again

Peter Harvey posts….

We have long complained on this blog about what we see as the lack of openness and transparency about the workings and decision-making processes within the BPS. Despite regular – almost monotonous repetitive mantras – from incoming  Presidents and Chairs of Boards, little seems to have actually changed. And one might ask why such statements appear so frequently – perhaps it’s a reflection of the very absence of these characteristics that requires a constant re-iteration of their importance. 

So as not too seem too carping, however, and in the spirit of constructive criticism, I am going to make some simple, easy-to-implement suggestions that might make a difference. But first, let’s see why we continue to claim that things still need to change. 

I refer the interested reader to the two most recent published minutes of the Board of Trustees (BoT) (see here for the December 2024 meeting, here for the May 2025 meeting)[note, non-BPS members may not be able to access these]. In passing, I am mystified by this comment in those latter minutes under the heading Minutes of Previous meetings:

“….The minutes of the meeting held on 21 February 2025 (not for posting on the website) were approved…”.

If the minutes have been approved why are they not being published? 

[REDACTED][REDACTED][REDATED]

For those of you unfamiliar with reading these documents I need to point out to you that there is a policy of redaction for matters that “…are commercially sensitive or contain confidential information…”. The redaction of material that is personal or is relevant to an individual (such as HR-related issues) should generally be kept confidential and I have no problem with that.  It is the phrase “…commercially sensitive…”  that is of concern. When it comes to looking at many BoT minutes, it is seems (to my mind, at least) to be used to hide virtually all detailed financial information about the BPS. Under some circumstances there may be a genuine commercial need to keep information confidential – at least temporarily – although as a membership organisation and a charity such circumstances are the exception rather than the rule. Members who pay their subscriptions to the BPS are, in essence, in a quasi-contractual relationship with the organisation. They give their money to ensure that the agents of that organisation deliver services that benefit members and further the charity’s aims. In my view members are entitled to – indeed are obliged to – know just how that money is being spent so that those people employed by the Society and its financial guardians (the Trustees) are using that money appropriately and can be held accountable by the membership. Publishing an annual Statement of Accounts is one – and only one – route to that accountability (I am preparing another post on the Annual Report and Accounts to  appear soon). I can find no compelling reason that the membership (to whom both staff and Trustees are accountable) should not receive regular updates on how the organisation that they fund is actually spending their money. To hide behind the mask of commercial sensitivity as a blanket excuse to reveal virtually nothing is not, as they say, a good look. It engenders suspicion and mistrust and is certainly neither transparent nor open.

Information, information, information.

There is a more general set of comments to be made, however, concerning the management of information. Many, if not most, organisations’ deliberations do not excite or entrance members nor attract much attention. After all, we elect or pay other people to do the necessary legwork to keep the organisation running smoothly.  Despite that, those same people owe the membership some responsibility to make those deliberations as open as possible without either compromising confidentiality or overwhelming them with verbiage. As far as I am aware (and I am open to correction if wrong)  dates of meetings of Boards are not pre-announced.  I am old enough to remember the days when the Bulletin (forerunner of The Psychologist) published dates of all major Board meetings well in advance. However, even If I have this wrong and the dates are somewhere on the website, I am pretty sure that Agendas for these meetings are not made available, nor are supporting papers. However, it should be noted that even the Board members themselves have a problem with this; in the Minutes of the BoT  dated 16 December 2024 is the following statement

 Some trustees felt it was inappropriate to have information visible for the first time during a BoT meeting. Information should be made available in advance to allow proper consideration. (BoT Minutes, 16 December 2024, Section 3, Noted para 2 p 7).

Proper and open debate requires information. Clearly, Board members feel hampered so how can we as members engage with debate if we are not aware of what is being debated?

As I have already said, minutes of meetings are not literary masterpieces, nor should they be. But they should be informative and they should be timely. As to the former I am surprised that there is no narrative version of the meetings available to the members. In actual fact, this has been explicitly rejected by the Board. On page 2 of the BoT Minutes of the meeting held on 8 May 2025 is the following statement:

The proposal that a narrative summary of Board of Trustees meetings be prepared had been considered further. It would involve a disproportionate amount of work relative to the number of people who read the minutes on the website and would therefore not be implemented. The decision could be reviewed at a later date if appropriate. (1.5 Action Log; Noted 2).

Frankly, I don’t think this is good enough. The Royal Photographic Society (of which I am also a member) has a membership of over 10 000 and an income of approximately £1.7m – a significantly smaller organisation than the BPS. Yet its Journal manages to publish a full and detailed narrative summary of each and every Trustees meeting without fail. But, and more importantly, the crude cost-benefit analysis (we are not going to do it because too few people access the minutes) is risible and demonstrates a sense of that making an effort to inform the membership doesn’t actually matter. Perhaps one reason that the minutes get so little web traffic is that members are not notified of when meetings are, what is being discussed, the delay in publication and the lack of meaningful information when they finally arrive. 

I mentioned the delay in availability above. Now I know that Minutes have to be approved  and so forth but, in this electronic age (and particularly with the brand spanking new £6m Change programme benefits), why is it not possible to streamline the whole process and have Minutes reviewed and agreed electronically within two weeks of the meeting. 

Six Suggestions

1 Whenever an item is deemed worthy of redaction, the Minutes state whether it is Personal/Confidential or Financial.

 2 As a general rule, detailed financial information is included in the Minutes: for example, if we take item 2.1 (CEO Report) from the December BoT the following statement is made “… 2024 management accounts showed a [REDACTED] surplus…” it should clearly state the actual numbers.

3 The agendas of all the major Boards of the BPS are made available to the membership at the same time as they go to Board members. 

4  All papers associated with the upcoming meeting are also available for all members prior to meetings unless they are confidential (bearing in mind the comments made above). This will allow interested members to make comments to Board members to inform the debate.

5 A narrative summary of all major Board meetings is published regularly (ideally in The Psychologist, but the magazine seems resolutely opposed to publishing any detailed information about the Society’s internal processes) after each meeting.

6 All major Boards are obliged to published agreed minutes within 2 weeks of the meetings.

Note that these suggestions are minimal cost options as this can all be done electronically, and are an obvious and clear signal that the membership is important enough to be told what is going on.

For the BPS to thrive it depends on its members and their interest and commitment. My suggestions are neither complex nor earth-shattering nor will they deal with all the problems that are facing the BPS. But perhaps they could be an outward and visible sign that making efforts to engage members in the running of their Society is something that is taken seriously.

Board of Trustees, Governance

The curious case of Sarb Bajwa and the British Dietetic Association – BPS response.

We sent a copy of our recent blog post regarding the CEO, Sarb Bajwa, to the President and Chair of the Board of Trustees for comment. Dr Carol Cole, Chair of the Board responded and her reply is shown, in full and unedited (except for the redaction of my home address), below and is published with her permission. Note that this correspondence was originally by old-fashioned letter as, at the time of initial contact, the BPS did not have a way of contacting either the Chair or the President except by the CEO’s email; this is now no longer the case and both officers have individual email addresses at the BPS. In separate correspondence she also referred us to a statement by the BPS concerning Mr Bajwa’s return to work after his suspension and we are happy to post the link here.

Board of Trustees, Governance

Opacity and inertia at the BPS

This letter was sent to the Chair of the Board of Trustees, the President, the CEO and the Chair of the Practice Board (via email) at 0700 on Thursday 18 September, having been drafted the day before. By 0930 on Thursday 18 September the Minutes of the Board of Trustees meeting held in May 2025 appeared on the BPS website. As an aside, it is surprising that the Board hadn’t met since December 2024, a gap of 4 months. For comparison purposes the Board met eight times in 2021, nine times in 2022, five times in 2023 and five times in 2024. The minutes of the Practice Board (as of 0950 on Thursday 18 September) remain unpublished.

Dear Chair,

I write to you repeating concerns expressed since the inception of BPSWatch.com,  which was formed 5 years ago by three people who between them had more than 150 years continuous membership, track records of holding significant office within the Society and lifetime careers as practitioners. We have repeatedly during that period raised failures of openness transparency and accountability as well as restriction of debate around contentious issues.

We have had to contact the Society on a number of occasions to point out that minutes are not posted in a timely fashion for key boards. 

Importantly, there are no minutes of the Board of Trustees meetings for the whole of 2025 and it is now September. Have any meetings actually taken place? If so, why is it not seen as important to post records of the deliberations and decisions?

There are no minutes for the Practice Board since those for March 3rd, a gap of six months. Information on the of this Board should be a key focus for practitioner psychologists as they should inform us about matters discussed relating to the interface with public policy, public institutions, media and the wider public. The workings of the Practice Board should enable practitioner members to understand and contribute to the thinking, discussion and practice development of applied professional psychology in the UK. Many current and important policy issues clearly have psychology and psychologists at their heart. The almost information-free Practice Board Minutes of 3rd March do nothing to assist, let alone engage, practitioners in matters directly impinging upon their work. Taking the very high profile matter of post-Cass development of NHS services, the minutes merely state “Children and Young People Gender Group: The first meeting has taken place, and a discussion paper is in development”. Apparently nothing further is forthcoming since 6 months ago. Given that the Chair of the Practice Board and the President know from direct contact with concerned psychologists how much anxiety and energy was invested by senior practitioners in ensuring that post-Cass there would be credible input to future services, this parlous situation is wholly unacceptable. A further question, in the absence of any information whatsoever, concerns the ongoing dislocation of the BPS and the content of its Gender Guidelines from current review and policy discussion of adult gender services in England and Wales. We know that the ACP UK have been actively involved.

We received an assurance from the Chair of the Practice Board that given the gaps between meetings and the ratification of minutes there would be helpful updates of relevant policy development. These have not materialised.

Nor, as far as we are aware have there been helpful updates on any regular basis from the CEO, something we were led to expect when he was appointed. There is no open discussion of the BPS’s challenges and problems.

The Annual Report made available for the AGM was entirely unhelpful. It consisted of embarrassingly hearty self-congratulatory PR and little else beyond accounts which tell us we are now paying four senior staff over £100k per year, 2 of whom receive over £140k. There is declining membership reported, now significantly below 60k and many reports to us of poor Customer Relations Management. However, your restructuring saw the conspicuous disappearance of a Director level head of Membership and Professional Standards. You intend to sell off the Leicester Office base. This all sounds to members like declining health of the organisation, yet we are given no idea whatsoever what possibly questionable business plans have been running the Society from behind the scenes, and whether a radical change of course is desperately needed. From our position it seems that the focus is most definitely NOT on the professional career section of psychologists and a there is widely reported hostile reluctance to engage with senior experienced professional psychologists unless they toe particular ideological lines. This of course is a well known symptom of managerialism’s efforts to contain and suppress senior members who may challenge. BPS members are paying a lot for an unsatisfactory level of support and general performance. When we have challenged this, as we are entitled to do, this is deemed to be attacking staff personally rather than critiquing performance and outcomes. 

The BPS only exists because of members’ subscriptions. Paid and elected officers are accountable to that membership. Depriving that membership of information concerning matters of policy and decision making can  be deemed misgovernance and goes against Charity Commission requirements. 

Pat Harvey 

on behalf of BPSWatch.com

Board of Trustees, Governance

The curious case of Sarb Bajwa and the British Dietetic Association

David Pilgrim posts….

Sarb Bajwa remains the CEO of the British Psychological Society. In the view of many, he has been a lame duck ‘leader’ since his suspension in the wake of the fraud perpetrated by his personal assistant. The appointment of that assistant was surely his responsibility. She had 17 previous convictions relating to fraud. Over an 18-month period there were more than 900 authorised fraudulent transactions on their Society credit cards amounting to more than £70,000 (see here). Bajwa’s year-long suspension resulted in eventual reinstatement, but questions were raised about failures on the BPS side of the timeliness, process and probity of their investigation of his conduct.  

Astonishingly, not content to retain his full-time salary, and with his legitimacy hanging by a thread, the BPS CEO decided to branch out and offer his personal wisdom to another organization, becoming a Director of the British Dietetic Association (BDA) in 2022. This is the only body in the UK representing the whole of the dietetic workforce and it also functions as a trade union (see here).  

Whether the BDA were told of his suspension is one of many loose ends to query about Bajwa’s flirtation with ‘moonlighting’. We do not know if this unreported soft shoe shuffle was done with the complicity of the BPS Board; maybe they were allowing him a face-saving exit to pastures new. Who knows? We can only speculate because we can only do that, given that the BPS has an unfailing habit of not disclosing matters of importance to ordinary members of the Society. Members were not told about the fraud at the time, nor of his suspension, nor of the quick exit, minus punishment and whilst still presumably suspended, of the Chief Finance Officer to a post at, ironically, the National Lottery Community Fund. 

Now members have not been told, except by @psychsocwatch on “X”, that the Leicester BPS HQ office is now up for sale. For those new to the news, you may want to read that sentence again, but it is true. The BPS has run a deficit for many years and drawn down Society assets in the millions. There were many financial irregularities over the last two decades and five changes of Finance Director in about as many years. The membership has kept been totally in the dark about this dire financial position of the Society.

What purported to be a “business plan” discounted holding onto senior practitioner membership and their interests in favour of grasping at recruitment of early career graduates and their accreditation. That tactic is not turning out to be a cash cow. Rumblings about accreditation within higher education are seeing senior academics question what they actually get from the BPS, other than a tiresome bureaucracy constraining their freedom. Income streams, which sustain the highly paid Bajwa, his mysterious deputy and his Senior Management Team are clearly wobbling. The financial viability of the BPS is now highly uncertain. An Al Capone type outcome might be emerging. It is not the self-serving mendacity of the leaders, we have documented at length, that may be their downfall but mundane financial matters. However, for them it is not about owed tax but empty coffers.

Under Bajwa’s stewardship, a cabal has continued to run the BPS incorporating for a while the CV-improving applicants for Board membership. This has included cycle after cycle in the past ten years of Presidential candidates. A significant proportion of them have removed themselves before completing their three-year term. One was reportedly physically removed from the premises, one was expelled from membership and another left for personal reasons. One president, David Murphy, resigned as Vice President after the reputed breakdown of his relationship with Bajwa. Given the failure of accurate reporting by Jon Sutton, the supine editor of The Psychologist, of the true reasons for his resignation, Murphy was moved to publish his full letter of explanation on “X” (see here). The first appointed independent chair of the Board of Trustees, David Crundwell resigned without explanation after being in post for a mere 15 months (see here)

Who, other than BPSWatch has reported this shambolic picture of disaffected departures and financial meltdown? The Board have carried on regardless, with boat rocking not being permitted and the duty of transparency on behalf of ordinary members going absent without leave. Only those in the know are allowed to continue to be in the know. The antics of Bajwa have only been possible because of these other complicit actors. 

Given all of the above, what role has Bajwa been exploring on the Board of the BDA and how does he depict his claim to grand managerial authority? His statement here on the BDA website conceals his role in the BPS completely:

I am a senior manager and leader and spent the early part of my career living and working in Southern Africa for an international aid organisation. Over the last 15 years I have been working for a number of global professional membership and learned societies in a variety of regulated sectors, including: legal services; financial services, the engineering industry and health and social care. I am used to working in a changing national and international political landscape and have led these organisations through a variety of challenges. I understand the importance and value of professional bodies both for their members and the wider public good and believe that they have an invaluable role to play particularly in terms of building and sharing expertise and knowledge. I have been responsible for strategic planning; operational delivery; change management; managing campaigns and lobbying; public policy development; events and marketing; external relations and stakeholder management; customer service; financial and budgetary management I enjoy leading and driving change, being externally focused and forward facing and I have consistently delivered growth in the organisations for which I have worked. I am excited and looking forward to being part of the BDA family and contributing to our success.

This statement is, of course, not big on humility but, to be fair, we are all now used to the shameless self-promotion in the new professional class of managers. Bajwa is no more or less guilty of this sort of bullshit which we have come to expect from most of them.  But it is not what he says here that is the problem but what he does not say. We need to move into what philosophers call an ‘omissive critique’ in a wider exercise of critical deconstruction. Here I pick out some of his key claims.

Claim 1 I have been responsible for ….change management… Would that be the £6 million wasted of the members money, with no proven outcome?

Claim 2 I have been responsible for external relations and stakeholder management…. This has included becoming an expert on mental health, even getting co-authorship in an article in The Lancet, despite no clinical or research credentials in the field. As for ‘stakeholder management’, does that include the skill of keeping everyone in the dark, including his own workforce, about selling off their place of work? 

Claim 3 …..financial and budgetary management. Laugh or cry at this point? Would that be him signing off the fraudulent claims of his subsequently imprisoned PA? Would that be overseeing the demise of the Society’s financial viability, with the needed redundancies and property sell-offs first in London and then in Leicester?

Claim 4 I have consistently delivered growth in the organisations for which I have worked. Another laugh or cry moment and a reprise of the previous point.

Claim 5 I am excited and looking forward to being part of the BDA family and contributing to our success.  Well, if the BDA family was to be his new refuge, presumably he would be making decisions about living in two homes and allocating time to each.

Can a full time CEO of one organization be a director in another?

The answer to this question in a British context is ‘yes’, if it is within the law. The challenge of credibility Bajwa has here (along with the complicit actors in his ‘two families’) is not legal but ethical and it revolves around the matter of trust in principle and his personal trustworthiness in practice. This broad point contains with it the following considerations.

First, did the BPS Board approve of Bajwa’s move to a ‘new family’? Again, we do not know, but Board minutes from the time may provide that answer, unless -conveniently – the relevant content is redacted, which is a hallmark of BPS information control to the outside world. If it was approved, redacted or not, then it is not clear what benefits would accrue exactly in Leicester. Surely energy and time would be lost. Synergies might accrue but they should be proved, not assumed.

Second, are the activities of the two organisations separate enough to ensure no conflicts of interest? Neither Bajwa nor his complicit actors at the head of each organisation can reassure any sceptical onlooker. The latter first needs to discover the fact of his two-family living arrangement about the ‘challenge’ (as managers like to describe excruciatingly awkward questions) his dual role poses. Again, we may be the only source of that disclosure – it certainly has not been announced by anyone in the BPS to our knowledge.  An obvious query considering that fact relates to the professional work of dieticians and health psychologists. There may be boundary disputes between them and conflicting emphases in their client work. 

Third, there is the matter of time commitment and this links to the point about assumed synergy. If the latter cannot be proven, then why would a full-time CEO in one place be encouraged to take on the burden of a directorship in another? If Bajwa is receiving payment for his role, this is one consideration, but even if the role is pro bono there is still an opportunity cost. Bear in mind that the fraud and the financial meltdown have created an organisation in serious trouble. That being the case, surely any CEO worth his or her salt should devote 100% of their time and effort to mitigating the impact of an imminent organisational implosion. This is a crisis for the workforce in relation to their job security and a crisis for the BPS members if they unwisely still rely on the Society as a stable base for their discipline. Both staff and members are now in jeopardy, so this is not the time to fiddle while Rome burns. However, this is the BPS and the expected norms of probity and caution in publicly responsible bodies do not apply within the culture of its cabal.

Fourth, in that context, can Bajwa discharge his fiduciary duties with proper integrity to both the BPS and the BDA? This is an open question, but it needs to be asked for all those interested in credibility of both organisations. For example, the loyalty to each is strained by the conflicts of interest noted above.

Fifth, can confidentiality be sustained and kept separate when two roles are carried out simultaneously?  Scenarios may arise when the confidential interests of one organisation might interfere with the other one. 

Even a person with a proven track record of ethical integrity would struggle with these tensions. In the case of Bajwa, his integrity has been tarnished by the fraud and his Houdini-like escape from its consequences. This is not a good look for him or either of the two “families” that he currently shares. Sadly, it is what we have come to expect on this blog from those running the BPS. Few CEOs in the third sector have the dubious distinction of having a whole book published about the dysfunction of the regime over which they continued to preside (see here ).

There is a depressing symmetry between a failed organisation and its failed managers. The former may have emerged anyway, given changes in the economic viability of siloed uni-disciplinary authority; a norm in the last century, which has fragmented in this one. Better managers might stave off the inevitable, whereas poor ones expedite the decline and fall. Bajwa and his cabal confirm this conclusion and leave us with one last query. Do those at the top of the BDA (or its’ ordinary members) have any idea at all about what has happened in the BPS? For Bajwa to have had the gall to make the statement he did on their website reflects his character and maybe their naivety about welcoming him into their family. 

"The Psychologist", 'False Memory Syndrome', Academic freedom and censorship, Board of Trustees, Gender, Identity Politics, Memory and the Law Group

CASS, COLUMBO AND THE BPS

 

David Pilgrim posts….

When BPSWatch.com began we were like the dishevelled TV cop Columbo. An early mistake we made was to look to those responsible for the corruption and dysfunction in the BPS to clear up their own mess. Basically, we were too trusting of the personal integrity of the powers that be and the Society’s complaints policy. Quickly we discovered that those in charge ran a very well-oiled bullshit generator (Pilgrim, 2023a and https://bpswatch.com/2021/10/31/the-abuse-of-history-and-the-bps-bullshit-generator/). Letters were not answered, the complaints process was broken, critiques were censored, prompts about ignored emails were ignored further. Too many nudges from us led to claims of harassment followed by threats of disciplinary and legal action.  We moved to making sense of the public policy implications of a culture of deceit and mendacity, with a cabal running the show totally lacking transparency about governance. Soon two child protection matters came into particular focus. 

The first related to the distortions created by the policy of the BPS on memory and the law [see here, here and here], which has been captured by experimentalists concerned singularly with false positive risks and so-called false memories. This narrow consideration has wilfully excluded the wider research evidence about childhood sexual abuse and its underreporting (Cutajar et al 2010). It diverts us from the needed consideration of false negatives, the epidemiological iceberg and needed justice for the victims of both historical child abuse and more recent sexual crimes against adults. The clue about this bias was that those capturing the policy, who were hand in glove with the British False Memory Society (now defunct), such as the late Martin Conway, recipient of the BPS lifetime achievement award and eulogised here (https://www.bps.org.uk/psychologist/martin-conway-1952-2022) (Conway and Pilgrim, 2022).  

The second child protection scandal, we have examined is that of the complicit role of the BPS leadership in the psychology-led GIDS at the Tavistock Clinic (now closed).  The recent Cass Review has evoked raw feelings in backlash. Hilary Cass, a respectable and, until recently little known, academic paediatrician has, after publishing that Review, been advised by the police not to travel on public transport. Sadly, Cass now competes only with J.K. Rowling as the woman who transgender activists are most likely to disparage and threaten. The past and current stance of the BPS to this iatrogenic scandal, with psychologists at its centre, is thus of public interest.

The FtM (Female-to-Male) activist Professor Stephen Whittle haughtily described the Cass Review in The Guardian as having the ‘fingerprints of transphobia all over it’. This casual contempt (note from an alleged academic) for serious analysis has been common in highly educated circles from transgender activists and their allies. Because they have previously been riding high, with virtue-signalling organisational leaders obediently cheering them along, they have held a simple line: any criticism always comes from those who are merely reactionary and ‘transphobic’. ‘If you are not for us then you are against us’ is the hasty immature cognitive binary of most forms of identity politics and the sex/gender debate brings this point out graphically (Dutton, 2022). Except, of course, that a cornerstone of transgender activism is that there is to be ‘no debate’.

The term ‘transphobic’ is applied knee-jerk fashion to all gender critics now organised across a range of disparate feminist, religious and scientific groupings in Britain. By pre-empting debate, transgender activists have de-skilled themselves. Why bother with logic or evidence when the truth is already known about ‘gender identity’? Why bother with complex deliberations about competing human rights when there is only one ethical imperative of ‘trans liberation’?  Why bother appealing to the facts of life when arbitrary self-identification trumps everything? This de-skilling has left transgender activists floundering once their name calling runs out. ‘You are all transphobes!’ would make a very short journal submission or exam answer, as would the more threatening ‘Kill a TERF!’. It could, though, reference the cultish leader Judith Butler who has had a lot to say, even if it is largely unintelligible (Butler, 1999). 

For any naïve but honest person oblivious to newer expectations of language-policing, this is a confusing topic. Terms like ‘cis’, ‘deadnaming’ and ‘misgendering’ are bemusing to anyone not under the sway of the postmodern turn and, in its wake, the severing of the link between material reality and the indexical role of language. Noam Chomsky has returned repeatedly to refer to the ‘gibberish’ and wilful obscurantism of postmodernist texts (Chomsky, 2018). They are full of word salads and at their most mystifying in Queer Theory and in some versions of third wave feminism, with Butler leading the charge. Concurring with Chomsky, Martha Nussbaum confirmed that she (Butler) deliberately obfuscates (Nussbaum, 1999). Given that intellectual giants like Chomsky and Nussbaum cannot understand what Butler is getting at, sentence by sentence, then what chance for mere mortals?  

A naïve but honest person is ‘transphobic’ if they describe a man in a dress as…. a man in a dress. A naïve but honest person is ‘transphobic’ if they simply want to ask, ‘what is a woman’ (i.e. there is to be ‘no debate’) (Andrews, 2021; cf.Stock, 2021). A naïve but honest person is ‘transphobic’ if they expect adult human females to have their own places to undress, go to the toilet or be protected from a predator revelling in being ‘a woman with a penis’. A naïve but honest person cannot grasp the notion of a ‘translesbian’ and most real lesbians are unimpressed by a con man in their midst. A naïve but honest person, on very good grounds, does not believe that a man can give birth to a baby. The list goes on.

For those offering a more knowing critique to defend common sense about sex, careers have been wounded, sometimes fatally. From Kathleen Stock to Graham Linehan, and from Maya Forstater to Rachel Meade, the consequences have been clear. ‘Better to agree with the transgender activist bullies than hold them to account’ or, even more modestly, ‘just do not disagree with them’. This seems to have been the stance taken by most managers and professional leaders across British culture in the past decade. Cass, however, in her report, has set many hares running about the justice and sanity of this collusion with transgender activism. 

The recent cheerleaders (i.e., opportunistic trans-captured managers and the ‘be kind’ politicians of all hues) are reflecting on their crowd-pleasing errors and some are deleting their old tweets. U-turns have been forced, such as that from Wes Streeting MP, on the Parliamentary Labour Party. Some NHS CEOs are now eating humble pie. Those denying Cass information about follow up data on biomedically transitioned young people have been forced to release the information, raising the question about what they were covering up in the first place.  

In recent weeks, puberty blockers have been decommissioned in the NHS first in England, but with Scotland and Wales quickly following suit. The government have announced that the distortions of language in NHS policy documents (‘cervix havers’, ‘chest feeders’, ‘peri-natal care’ etc.) will cease, not only because they have denied the biological reality of being a woman (or a man), but because it makes no clear functional sense in medical records, risk assessment, data collection or research. How many MtF (Male-to-Female) transsexuals do any of us know who have died from ovarian cancer or FtM transsexuals from prostate cancer?  (Send your answer on a blank postcard.)  

Women, not men, have babies and FtM transsexuals special pleading for ‘perinatal care’ are still women, even if they resent their natal bodies. However, now they make demands for sensitive and immediately available medical interventions to protect them from the iatrogenic risks created from the hormonal regimes that, note, they had previously demanded and received. These points about biological reality return recurrently because that reality cannot be talked out of existence using a postmodern fog of words (Dahlen, 2021; cf. Pfeffer et al, 2023). Sex is immutable, can be detected in utero and is then recorded at birth. It is not ‘assigned’. That fact of life about our conception is as certain as our death. Sometimes variations of sexual development are invoked in the justificatory rhetoric of transgender trans-gender activism, but this is a red herring. Sexual dimorphism is a mammalian feature in 99.99% of offspring and even in the rest, genetic determinism still obtains.

For those of us who have never voted Conservative, we are relieved that the current health minister, Victoria Atkins can ‘state the bloody obvious’, in sympathy with any other sensible people in society who has not been captured by this ideology. They know in good faith that a woman is an adult human female, a man is an adult human male and public, private and third sector organisations have all been in the thrall of a sort of collective madness for too long. So, amid this political disruption triggered by Cass, where does this leave the BPS and its leadership? Back to Columbo.

Lessons from Crime and Punishment

The writers of Columbo took their inspiration from Dostoevsky and his tale of ‘ideological madness’, which triggered and justified homicidal violence. In Crime and Punishment at first the detective Porfiry Petrovich feels his way into the circumstances of the murder committed by Rodion Raskolnikov. Soon Porfiry knows exactly who the culprit is, but he bides his time. A central theme at this point in the book is not ‘who dunnit?’ but ‘when will they confess?’

The analogy between Porfiry and BPSWatch.com works so far but the two scenarios are different for the following reasons. First, BPSWatch has not been preoccupied with a murder, but with organisational misdeeds and policy advice, which have put children at risk. Second, we are concerned to bring many more than one perpetrator to book. Third, we can only speculate about their inner worlds. Raskolnikov struggles throughout the plot with angst and guilt about his crime. To date there has been little evidence of contrition from the BPS leaders in relation to their responsibility for the corruption and dysfunction we have elaborated on this blog. Ipso facto the BPS bullshit machine does not have a ‘confession’ button on its control panel. What we see at the top is not guilt, shame or contrition but apparently la belle indifference.

Applying the analogy and its caveats to the post-Cass scenario, who would we place in the dock? There has been a spectrum of intent, culpability and complicity. In the vanguard have been nameable transgender ideology activists who have captured the policy apparatus. This is evidenced by the public statements of the two most recent chairs of the BPS Sexualities Section, newly renamed the Section of Gender Sexuality and Relationship Diversity (GSRD). The rights of lesbian women like those of all women are pushed aside in the pursuit of (MtF) trans rights. Just as with Stonewall this BPS Section has virtually abandoned a focus on same sex attraction. Now the obsession is with ‘gender identity’ not sexuality.

Adam Jowett, former chair of the erstwhile Sexualities Section of the BPS moved on and up in the cabal by becoming a member of the ill-constituted Board of Trustees. BPSWatch has long noted the lack of independence and blatant conflict of interest inherent in the structure of the BPS’s governing body (https://bpswatch.com/2023/12/03/evil-secrets-and-good-intentions-in-the-bps/). Jowett moved to attend to the history of British psychology, now viewed through the anachronistic lens of current LGBTQ+ campaigning. With colleagues he has been influential offering research to the British government about ‘conversion therapy’. The outcome though has been lacklustre. For example, we find this statement from the Jowett et al research in 2021:

“The UK government has committed to exploring legislative and non-legislative options for ending so-called “conversion therapy”. In this report the term “conversion therapy” is used to refer to any efforts to change, modify or suppress a person’s sexual orientation or gender identity regardless of whether it takes place in a healthcare, religious or other setting.”.

However, the problem for the report writers was the lack of evidence to support their search for transphobic therapists or conversion practices, as they acknowledge here:

“ There is no representative data on the number of lesbian, gay, bisexual and transgender (LGBT) people who have undergone conversion therapy in the UK. However, some evidence appears to suggest that transgender people may be more likely to be offered or receive conversion therapy than cisgender lesbian, gay or bisexual people. There is consistent evidence that exposure to conversion therapy is associated with having certain conservative religious beliefs.” (See https://www.gov.uk/government/publications/conversion-therapy-an-evidence-assessment-and-qualitative-study)

The research then could find no solid evidence that conversion therapy was prevalent in mainstream mental health practice and a weak speculation is left (mainly from a US not British cultural context) that ‘reparative therapy’ in religious therapy exists. Jowett et al are fighting a battle about aversion therapy in the 1970s (won by gay activists) and eliding it with the threat of exploratory psychological therapy with children today, which is a recurring tactic of transgender activists (Pilgrim, 2023b). 

That tactic has been replayed in the BPS by Jowett’s successor Rob Agnew, who describes him as:  “lead author of one of the most important pieces of LGBTQ+ research in the last 50 years” https://www.linkedin.com/posts/drrobagnew_british-psychologists-at-pride-2023-joining-activity-7056511344367296512-Cmyg/). Agnew is openly and stridently a transgender activist on social media and in pieces published in The Psychologist. A favourite pastime is his calling his colleagues “bigots” and attacking psychoanalysis. The links to individual statements below are easily found on his LinkedIn profile where he is “Chair of Section of Psychology of Gender, Sexuality and Relationship Diversity, British Psychological Society”. Although there is the disclaimer “(opinions my own unless otherwise stated)his legitimacy as a BPS leader is foregrounded. This specially conferred legitimacy is obvious, and reflected in the confidence and certainty with which he speaks. Here are some samples of his reaction to the Cass Report on social media: 

Bad news for our trans youth this morning, but let’s be honest, we knew it was coming.” 

“Why was Cass unable to find the research needed to provide trans youth with vital medical approaches that other countries found?” 

“Here are some facts for you: Puberty blockers are not experiemental (sic), we have decades of research on their effects. They are safe. They are reversible. There is some evidence of minor enduring differences after cessation however these costs are vastly outweighed by the immediate benefits to the child/young person.”

Agnew reifies the existence of “trans kids” as a self-evident fact (cf. Brunskell-Evans and Moore, 2018). His “affirmation only” approach precludes psychological exploration (note he is a psychologist). Why does he separate this group out from other troubled youngsters?  Cass (who is not a psychologist) is wiser in acknowledging that children can at times be ‘gender questioning’ during the existential turbulence common in adolescence. The abrogation of safeguarding advocated by Agnew, (i.e., claiming that puberty blockers are safe) is the very opposite of a cautious protective approach. Contrast that with Cass who has emphasised that, “Therapists must be allowed to question children who believe they are trans….. exploration of these issues is essential” (https://archive.ph/c4Vlr).

In October 2023 Agnew rejected the idea that women should have the right to have single-sex wards. He stated wrongly that there had never been a demand for it and that there had been no complaints. He clearly had avoided any disconfirming evidence that MtF transgender patients might harm women in healthcare settings (see https://www.medicalbrief.co.za/uk-hospital-tells-police-patient-could-not-have-been-raped-since-attacker-was-transgender/).  For Agnew, the finer feelings of MtF transgender patients revealed who he prioritised in relation to dignity, ignoring women’s privacy and safety. When Cass reported, Agnew toed the line of all the other transgender activist organisations that she was wrong for excluding studies that might undermine her conclusions and advice. That view about a purported 100 excluded studies was repeated and then quickly retracted by the Labour MP Dawn Butler in parliament. 

Cass made very clear her criteria for inclusion and the standard of evidence required to warrant biomedical interventions with physically health children. Agnew and Butler were both wrong but only the latter has admitted it. Defiantly Agnew claims to be working with others on a scientifically more valid alternative to the Cass Review; meanwhile he relies on, contributes to and repeats the authority of the WPATH (World Professional Association for Transgender Health) guidelines. These are not analogous to the cautious equipoise from NICE guidelines about clinical risk and efficacy. In the past twenty years, the activists driving WPATH have been part of a sinister turn: there has been a deliberate mission creep from adult transsexuals to children. As the Canadian feminist Meghan Murphy has recently noted, transgender activists made a major tactical mistake when they ‘went for the kids’. 

Agnew has complained that ‘cis het’ people like Cass should not pronounce on matters trans. Despite his ad hominemdismissal of this respected female paediatrician, her views are shaping an incipient NHS orthodoxy (Abassi, 2024).  Agnew has failed to grasp the range of forces against him. To be gender critical in Britain is not merely the preserve of religious conservatives but extends to all philosophical realists and a swathe of liberal and left-wing feminists. That broad and expanding alliance reveals that ‘trans liberation’ today really is not the same as gay liberation in the 1970s. Agnew like Billy Bragg, preaching from his secular pulpit, makes that false comparison. Political opportunists like Eddie Izzard have become a laughing stock, as desperate to get into women’s toilets as to find a local Labour Party prepared to adopt him as a candidate. Meanwhile, at the time of writing, the organisation Agnew represents, the BPS, is like a paralysed headless chicken. It seems unable to find a convincing response to the Cass Review, which is evidence-based and prioritises child safety. 

Other key activists have played a leading role in capturing the BPS position on sex and gender. Christina Richards led the charge for inclusivity and affirmation, including for ‘trans kids’, when chairing and pushing through the 2019 gender guidelines from the BPS (https://www.bps.org.uk/guideline/guidelines-psychologists-working-gender-sexuality-and-relationship-diversity). The guidelines resemble no other professional practice documents. Of six members who produced these under Richard’s control, two have forced the BPS to remove their names in professional embarrassment. Patients were to be called ‘sluts’ if they so wanted it and BDSM and other variants of ‘kink’ were a part of a de-repressive future to be celebrated by psychologists as being essentially non-pathological. Richards declared publicly that the debate about the effectiveness and safety about puberty blockers was now ‘shut’ (cf. Biggs, 2023). This is said in a YouTube video in which Dr Richards appears; the relevant segment occurs at about the 40 minute mark. This statement was made pre-Cass, but then or now it was a ridiculous claim, not worthy of a leader in an allegedly learned organisation.  No academic debate should ever be ‘shut’. Moreover, when a topic is fraught with conceptual and empirical uncertainty it deserves more discussion not less. 

Richards, like Jowett paving the way for Agnew’s stridency, also warned against unwelcomed ‘bigots’ applying for psychology posts in gender services, encouraged by the special feature interview with the editor of The Psychologist (https://www.bps.org.uk/psychologist/featured-job-highly-specialist-clinical-or-counselling-psychologist).  Complaints from one of us (Pat Harvey) about these unprofessional interventions from Richards were, true to form, rejected by the powers that be in the BPS (Harvey, 2023). Cass has thrown a spanner in these works and the BPS is now, advertising for psychologists interested in a new review focusing on children alone, having stalwartly refused to initiate this until it became inevitable, but too late.

Igi Moon is the other highly influential activist at the BPS and has led the MOU campaign against conversion therapy. For a while the administrative costs for this campaign were borne by the Society. Between 2015 and 2017 the MOU switched from only focusing on sexuality to include ‘gender identity’. This change was politically significant pre-Cass (Pilgrim, 2023b). Moon has depicted exploratory psychological therapy and formulation-based case work as being a form of conversion therapy. Cass disagrees. 

For now, Cass, not the likes of Agnew, Moon or Richards, is shaping public policy. The days of the latter being driven by Stonewall are seemingly over and its dissenting splinter of the LGB Alliance is pleased to be in the ascendency. As for Mermaids, their shroud waving of the oft regurgitated ‘better a live trans daughter than a dead cis son’ cuts no ice empirically (cf. Wiepjes et al 2020). Moreover, their failed legal action against the LGB Alliance has left them both poorer and looking decidedly foolish, especially in lesbian and gay circles. They are currently still being investigated by the Charity Commission; their in-schools campaigning, and breast binding merchandising, are declining in popularity but reflect a continuing defiance of a post-Cass policy trend.

Probably we will be waiting for a very long time for activists to recant and confess to the errors of their ways. ‘Ideological madness’ (pace Dostoevsky) can be refractory, so there is little point in holding our breath. However, when we turn to the administrative apparatus that has given these transgender activists succour, and provided a public space of legitimacy, others should go in the dock. 

Sarb Bajwa, the Society’s £130 000 plus per annum CEO has repeatedly ignored multi-signed letters of concern about the problematic sex and gender policy line; his contempt for ordinary members and their complaints seems boundless. Having survived the 18 month £70k fraud spree of his executive assistant, using his BPS credit card, enjoying almost a year on the salaried leisure of his suspension, he has come back to “work”. He has watched the resignation and departure of the recently appointed independent chair of the board to whom he was (notionally) accountable. 

Rachel Dufton, Director of Communications, runs the propaganda wing of the BPS, loyally supports the CEO and keeps a watchful eye over all BPS publications, including The Psychologist and Clinical Psychology Forum. She assured, pre-Cass, a uniformly pro-affirmation position. For example, her team censored a piece I wrote for Forum, raising concerns about GIDS and freedom of expression (even though it had been agreed for publication by the editor). When I complained about this censorship, it was investigated and the ‘comms team’ decision was upheld on grounds of the poor quality of my piece. After a year of repeated inquiries, I was eventually told that the investigating officer who was considering the complaint was the CEO. 

Neither Bajwa nor Dufton are experts in either healthcare ethics or the history of British clinical psychology, but the agenda was power not academic norms. The New Public Management model requires that authority does not come from true wisdom borne of relevant research but only from ‘the right to manage’.  The latter includes ‘controlling the narrative’ of the organisation; the managerial mandate always overrides democratic accountability, and transparency is an option but not an obligation. The ‘comms team’ has a role here that subordinates all other interests, such as those members pressing in good faith for the BPS to regain its role as a credible scholarly organisation. For now, that credibility is in tatters.

Pre-Cass, when the censorship of my piece was blatant, the editor of Forum was instructed by the ‘comms team’ to print an apologia for GIDS from its past leader Bernadete Wren. She informed the world that a ‘social revolution’ about sex and gender had now taken place and that GIDS was a progressive form of paediatric healthcare. An alternative view, now replacing that, is that clinical psychology was heading up one of the worst iatrogenic scandals of this century to date, with a generation of physically healthy children being disfigured and sterilised by an evidence-free biomedical experiment.

Jon Sutton must also be in the dock. He is the long serving editor of The Psychologist. He has published innumerable pieces defending the affirmative stance but refused to publish alternative accounts. One piece was published from a transgender activist, Reubs Walsh, who was not even a BPS member. It had been prepared over months with editorial coaching to maximise its credibility (https://www.bps.org.uk/psychologist/blow-rights-transgender-children).  Contrast that scenario of editorial favouritism with a considered critique from the educational psychologist Claire McGuiggan and her colleagues, who are gender critics. She has protested without success that a piece from them was offered to Sutton to be summarily rejected (see McGuiggan et al 2024). A number of complaints about Sutton’s biased decision-making to the editorial advisory board, chaired by Richard Stephens, have got nowhere. As with Bajwa supporting Dufton, the same seemingly unconditional confidence of Stephens for Sutton is evident.

If there is any doubt that The Psychologist remains captured by transgender advocacy, it has listed the Singapore based Gender GP as a go-to resource. This organisation is in the business of prescribing puberty blockers and cross sex hormones, in many cases to minors. At the time of writing in a high court ruling (https://www.judiciary.uk/wp-content/uploads/2024/05/Approved-Judgment-Re-J-1-May-2024.pdf) the judge has said the following: ” I would urge any other court faced with a case involving Gender GP to proceed with extreme caution before exercising any power to approve or endorse treatment that that clinic may prescribe”. In response to our complaints about the endorsement of this unethical organisation, Sutton and Stephens were dismissive. 

Finally, there are the faceless people inside the BPS, Trustees with conflicts of interest, and other senior managers who we might put in the dock. Were they all true believing transgender allies all along? Might they have kept quiet despite the problems that were obvious about this and other murky matters? The latter included the fraud and the kangaroo court expulsion of a whistleblowing president, which we have covered extensively on this blog. This unedifying scenario of mass silent complicity in the BPS recalls the view of the sociologist Stanley Cohen discussing ‘states of denial’ (such as ‘moral stupor’ about the scale of child sexual abuse in society):

Intellectuals who keep silent about what they know, who ignore the signs that matter by moral standards, are even more culpable when their society is free and open. They can speak freely but they choose not to. (Cohen, 2001: 286)

For now, we await a public confession from those at the top of the BPS about their policy position pre-Cass. What have they to say now about a psychology-led iatrogenic scandal involving child victims? Anything at all?

Conclusion

The Cass Review is likely to shape public policy on the sex/gender question for the foreseeable future. The transgender activists have lost their mandate on the bigger political stage. This leaves the BPS leadership in a tricky position. The previous virtue-signalling support they made for policies, such as the highly flawed gender document of 2019 or the MOU campaign on conversion therapy from 2017, with its mangled understanding of the concept, is now looking politically implausible and embarrassing. 

The discredited GIDS regime was led by British psychologists, and it is dishonest to conveniently ignore that fact. Consequently, it behoves those managing the BPS now to do their own look back exercise about that tragic piece of recent history. Even on instrumental grounds, it might be better to get on with that task of reflecting on lessons learned, in advance of a fuller public inquiry into transgender capture in British organisations, which is in the offing. The chance of this advice being heeded is slim. Given the lack of intellectual integrity (and quite frankly competence) of senior managers and their complicit Board of Trustees, the BPS leadership is now highly compromised and may opt to return to its comfortable ostrich-with-its-head-in-the-sand tradition. 

Playing the Columbo role here, we may be waiting for a long time for honest confessions from those at the top pre-Cass; many have bailed out and scattered in self-preservation. Managers (especially of the finance variety) have come and gone quickly. What might happen is that those remaining will adapt pragmatically to the new public policy landscape in healthcare and education, picking up the crumbs they can opportunistically. The recent emphasis on the need for more and more psychological therapies for children and young people provides such an opportunity. This might happen under the radar, with the inconvenient truth about GIDS then being quietly ignored, in a state of collective denial or dissociation. 

This returns us to the lesser considered matter in this piece, I began with. If sometimes some people have false memories, why do experimental psychologists focus overwhelmingly on the weak and the vulnerable within this claim (i.e., distressed children and adults reporting being abused in the past)? Why put so much forensic emphasis on the risks for those claiming to be falsely accused? After all, logically it is quite likely that perpetrators in positions of power might, for instrumental reasons, hysterically forget their own misdemeanours. They have a lot to lose if the truth comes out. 

Why don’t our experimentalist colleagues try to make sense of la belle indifference of those at the top of the BPS? We certainly need a formulation about why it is so obviously an organisation without a memory.  To compound the woes created by that collective amnesia, there is no independent Chair running its governing body and a CEO facing a petition for his removal. How much worse can this organisation get before it collapses or the Charity Commission eventually wakes from its slumber to take control? We have been asking a variant of that question on this blog for far too long, but we will keep asking it while ever children remain at risk. 

 References

Abassi, K. (2024) The Cass review: an opportunity to unite behind evidence informed care in gender medicine. BMJ 385:q837

Andrews, P. (2021) This is hate, not debate Index on Censorship 50, 2, 73-75

Biggs, M. (2023) The Dutch Protocol for juvenile transsexuals: origins and evidence, Journal of Sex & Marital Therapy, 49:4, 348-368.

British Psychological Society (2019). Guidelines for working with Gender, Sexuality and Relationship Diversity. Leicester: British Psychological Society.

Brunskell-Evans, H. and Moore, M. (Eds.) (2018) Transgender Children and Young People: Born in Your Own Body. Newcastle: Cambridge Scholars Publishing.

Butler, J. (1999) Gender Trouble: Feminism and the Subversion of Identity. New York: Routledge

Chomsky, N. (2018) https://www.openculture.com/2018/02/noam-chomsky-explains-whats-wrong-with-postmodern-philosophy-french-intellectuals.html

Cohen, S. (2011) States of Denial London: Routledge 

Conway A and Pilgrim D. (2022) The policy alignment of the British False Memory Society and the British Psychological Society. Journal of Trauma & Dissociation. 23(2):165-176

Cutajar, M.C., Mullen, P.E., Ogloff, J.R.P., Thomas, S.D., Wells, D.L. & Spataro, J. (2010) Psychopathology in a large cohort of sexually abuse children followed up to 43 years. Child Abuse & Neglect 34, 11, 813-22  

Dahlen, S. (2021) Dual uncertainties: On equipoise, sex differences and chirality in clinical research New Bioethics. 27, 3, 219-229.

Dutton, K. (2022) Black and White Thinking London: Bantam

Harvey, P. (2023) Policy capture at the BPS (1): the Gender Guidelines In D.Pilgrim (ed) British Psychology in Crisis: A Case Study in Organisational Dysfunction Oxford: Phoenix.

McGuiggan, C., D’Lima, P. and Robertson, L. (2024) Where are the educational psychologists when children say they’re transgender? https://genspect.org/where-are-the-educational-psychologists-when-children-say-theyre-transgender/

Nussbaum, M. (1999> The professor of parody: the hip defeatism of Judith Butler. New Republic https//newrepublic.com/article/150687/professor-parody

Pilgrim, D. (2023a) BPS Bullshit In D.Pilgrim (ed) British Psychology in Crisis: A Case Study in Organisational Dysfunction Oxford: Phoenix.xNussbaum, M. (1999) The professor of parody: the hip defeatism of Judith Butler. New Republic  https://newrepublic.com/article/150687/professor-parody

Pilgrim D. (2023b) British mental healthcare responses to adult homosexuality and gender non-conforming children at the turn of the twenty-first century. History of Psychiatry. 34(4):434-450.

Pfeffer CA, Hines S, Pearce R, Riggs DW, Ruspini E & White FR (2023) Medical uncertainty and reproduction of the “normal”: Decision-making around testosterone therapy in transgender pregnancy. SSM – Qualitative Research in Health, 4, 100297

 Stock, K. (2021) What is a woman? Index on Censorship   50, 2, 70-72

Turner, J. (2024)   Cass was a skirmish: now prepare for a war https://www.thetimes.co.uk/article/cass-was-a-skirmish-now-prepare-for-a-war-qgpvp9zz9

Wipes, C.M., et al. (2020) Trends in suicide death risk in transgender people: realists form the the Amsterdam Cohort of Gender Dysphoria studiy (1972-2017). Acta Psychiatric Scandinavia 141, 6, 486-491.

Board of Trustees, Gender, Governance, Memory and the Law Group

Zombie CEOs and zombie organizations

David Pilgrim posts….

Recently a group of BPS members have set up a petition to remove Sarb Bajwa. In typical high handed fashion (or was it just panic over the Society’s dwindling finances?) he  proposed shutting down valued qualifications without consultation. This is par for the course. From the start of his reign at the top he has held the membership in contempt. When we at BPSWatch.com began our campaign in 2020 to expose the corruption and dysfunction in the BPS, his opening gambit was to go the Board of Trustees and ask them what he should do with members who kept pestering him with complaints. This was a pointed reference to our multiple letters, asking legitimate questions, which were being blocked and ignored. We were threatened with legal action and told that we were breaching the Society’s dignity at work policy. It was clear that disaffection in the ranks of ordinary members was seen as an irritation and threat to managerial interests and not an opportunity for dialogue, quality improvement or organizational learning. And as events were to prove, and over 80 posts on BPSWatch later, the BPS was certainly in need of both of these. 

Bajwa’s position has been nothing but consistent: in his view members are an impediment to unbridled managerial discretion and power. An example of this irrational authority was of his co-authoring a paper in Lancet Psychiatry about mental health policy (Bajwa, Boyce and Burn, 2018). What was his intellectual authority for putting his name to the paper on behalf of the BPS? The answer is that he had none, but a few of the Society’s members, had they been consulted, could have shared their wisdom from years of research and practice. Then we had the £6 million Change Programme. Did he consult experts in the membership on organizational change? Were targets properly defined and communicated? Has that enormous spend subsequently been evaluated properly? Have members got a better service via a streamlined Customer Relations Management System? The answers are all ‘no’.  And then there are all the letters sent to him by members, including those multi-signed. What did he do? The answer is that simply ignored them. What did he do with follow up prompts? The answer is that he simply ignored them.

Bajwa is a very clever man but his talents have not been put to work in the interests of the membership. To be fair he has been busy. He had his column with its pearls of wisdom to write for the ever biddable Psychologist until that went silent after his largely covered-up suspension. He also had to work hard to save his skin during that period. His subsequently imprisoned PA, who stole more than £70k of members’ cash for a year and a half (“A Kid in a candy shop” was her hapless comment at sentencing) had been given the blessing for the phoney expense forms being signed off under Bajwa’s nose. He wasn’t keeping his eye on the Finance Director either, who was reassuring him that, following an earlier fraud, things had been tightened up. At this point, Bajwa needed, and he found, the skills of Houdini. Off went the similarly suspended FD, setting a trend of virtually an annual turnover in that role ever since. This pattern itself reveals the financial and managerial anomie of an organization that is lurching towards bankruptcy (in more ways than one). To this day the members of the BPS have been given no account of this period of corruption. It has been buried, like so many of the Society’s murky recent secrets, by mendacity from the top, the antics of Bajwa’s favourites, the Comms Directorate, and – unfortunately – indifference from below. 

When cornered, Bajwa always has another card to play: he asks to see the complainant for a chat. This act of noblesse oblige puts him in control. Does he apologize? The answer is probably ‘no’. Does he bullshit? The answer is probably ‘yes’. If the ‘come in for a personal chat’ gambit fails, another jape up his sleeve is to delegate the need to apologize to an underling. A good example here was in relation to the failure of the BPS to deal with the scandal surrounding the work of H.J. Eysenck (Pilgrim, 2023).

In December 2018 David Marks (then the editor of the British Journal of Health Psychology) sent a letter prompting Bajwa to do something about a matter that had been ignored by the BPS since the 1990s when the psychiatrist Antony Pelosi blew the whistle on Eysenck’s work. Bajwa, as is par for the course, ignored the letter. After his return from suspension (October 2021), he received a prompt from Marks. Three years [sic] had gone by. Bajwa still did not reply. However, presumably he nudged a subordinate with one of many Orwellian titles in the BPS (‘Head of Quality Assurance & Standards’) – Dr Rachel Scudamore – who replied to Marks thus:

“We accept that a failure to respond is discourteous and that it would leave you in a position of not knowing what action has been taken. I can only apologise on behalf of the Society for this error on our part.”

‘We’ presumably is a coded euphemism for ‘my rude and indifferent boss’; Scudamore herself had nothing to apologise for. Why did Bajwa not send the letter himself with a personal apology? After all, the original letter and prompt were not sent to Scudamore but to him. In light of his haughty contempt for members noted above, the answer is fairly obvious to any observer with an ounce of nous.

To be fair, Bajwa has only got away with this brass-neck management style because of complicity. He returned after almost a year off on his full and substantial salary, a weak smile on his face standing next to the woman the Board had used sleight of hand to install as President when the whole Presidential team of 3 disappeared in three months whilst he was “gardening”. The Board of Trustees could have sacked him on the spot given his parlous performance but they did not. There are reasons for that which are not best described as his “blamelessness” and may be more to do with his holding their dodgy processes over the BPS. The BPS members, alerted to it by numerous reports from us in BPSWatch, could have risen up en masse and demanded his resignation but they did not. Maybe they are still getting the organization and managers they deserve. Either way the BPS is not a membership-led or membership-responsive organization and it is still being run by a morally bankrupt group of leaders. The survival this CEO reflects the history and continuation of a group of appointed and elected Trustees, who clearly have not understood the scandalous state of affairs they have both created and continue to defend. Or if they do understand they have not cared. The caveat here is the fates of elected Presidents along the way, so many resigning before their full term in the team was complete. A hitherto BPS stalwart (and past-President) David Murphy noted that, in 2022, only one of the recent past 6 presidents completed their full three-year term. He resigned as Vice President when he could no longer go along with the Board’s corporate position and issued a shocking disclosure letter citing his misgivings about governance on his X(Twitter) page, having suffered bland misrepresentations in The Psychologist . Now, however, the sudden resignation of the first ever independent Chair of the Board of Trustees might prove a watershed. We do not know the real reasons why he resigned – yet.

The Board at the time did not take responsibility for stopping the fraud or holding those responsible for it to account or for keeping the membership informed about its sources and aftermath. They also went on to support the kangaroo court expulsion of a whistleblowing elected President, with a casual contempt for natural justice. That is a saga which continues at present in legal jurisdictions.

Of great importance is the fact that poor governance has enabled policies which fail the criteria of the BPS mission and are at odds with child protection. 

The first is the extant and unrevised policy on gender, which is clearly out of sync with the Cass recommendations. The statement issued by the BPS in response to the Cass interim report is nothing short of lamentable. The second is the extant and unrevised policy on memory and the law (see here and previous posts), which limits relevant psychological evidence to false positives in cases of those accused of historical child sexual abuse. This leaves survivors of abuse silenced by their deletion from what is considered to be legitimate psychological research. Both these topic areas, gender and memory, are central to conceptual, research and practice dimensions of psychology. 

The CEO, Sarb Bajwa, and those who were responsible for the above picture of organizational dysfunction and its policies that fundamentally undermine child safeguarding, ought to be ashamed of themselves. The evidence to date is that the required shame will not be forthcoming. 

Bajwa, S. Boyce, N. and Burn, W. (2018) Researching, practising and debating mental health care. Lancet Psychiatry 5, 12, p954

Pilgrim, D. (2023). Verdicts on Hans Eysenck and the fluxing context of British psychology. History of the Human Sciences36(3-4), 83-104.

Board of Trustees, Change Programme, Charity Commission, Governance

The BPS in crisis – yet again

Pat Harvey posts…..

The Chair of the Board of Trustees, David Crundwell, has resigned – according to the BPS , “for personal reasons”. He does, however, remain chair of the Imperial Health Charity, which supports hospitals through grants, volunteering and fundraising. On his bio on Imperial Health website the reference to his position at the BPS was quickly expunged. 

The report of his resignation, “after just over a year in the role” was also carried in the Third Sector publication , which has also, along with The Times and The Telegraph, carried a number of articles covering untoward events relating to the many governance crises at the Society in the last few years. Professor David Pilgrim published and edited a book , published in July 2023 (British Psychology in Crisis: A Case Study in Organisational Dysfunction), on the extent of the dysfunction of the BPS which was developed from the picture that emerged after co-founding this blog in 2020. Seven articles in the three publications referred to above,  and published in a three year period, are linked in the endnotes to Chapter 3  “Resisting the silence of the cabal: resorting to social and alternative media” written by this writer. In the context of the BPS’s refusal to communicate meaningfully with its members, strenuous efforts had to be made to get  to what was really going on in this 65,000 member, Royal Chartered charitable organisation representing British psychology.

Crundwell was the first independent chair, appointed after the Charity Commission had been engaged with the BPS over serious complaints and concerns about how its governance and administration was functioning. The BPS had lost, over recent years and before the end of their terms of office, many of its member-elected representatives in the Presidential team of three. Some had even, nearly a decade ago, been “escorted from the premises” with threats of legal action. This culminated in 2021 when, within a couple of months, all three Presidential team members were gone. The President resigned “for personal reasons”. The Vice President, a long-serving holder of other BPS offices, resigned in a damning letter citing concerns about governance, financial management and lack of openness and transparency. The President Elect, voted into office in an explicitly reforming mandate, was expelled on the grounds of “bullying” staff he had never met and was publicly vilified to the world on a YouTube video before he had even had his appeal [see here, here and here]. This case has cost the BPS many thousands of pounds in legal advice which they did not follow, and they face further court proceedings which will no doubt cost substantial sums when the expelled President Elect mounts his Employment Tribunal appeal hearing in July 2024.

Many, many internal problems and wrangles have followed the appointment of Sarb Bajwa as CEO at the BPS in April 2018. He arrived from a job in a professional body relating to the gas industry. Rumour from several sources has it that on his arrival at the BPS he may have said that he thought 90% of the existing staff were incompetent. He acquired an executive assistant, appointed by outsourcing her recruitment, a person with 17 previous crimes to her name, including several thefts from former employers including defrauding the University of Leicester out of £30,000 in 2014. She had already served two terms in prison. At the BPS, using CEO Bajwa’s organisational credit card, she then began falsifying expenses claims to make her reckless spending on them appear legitimate. During a 17-month crime spree, which involved more than 900 fraudulent transactions. Jimmy Choo shoes were falsely described as accommodation, while £355 worth of lighting equipment delivered to her home was passed off as funding a board dinner. Two Rotary watches were marked as a retirement gift, £595 spent at Peter Hahn fashion store was falsified as a conference and Eurostar tickets for herself and her partner were listed simply as travel.  The criminal activity began in August 2018 and continued until it was discovered in January 2020 [see here and here].

It is believed that the frauds could only be perpetrated as the result of failures to follow basic financial procedures over 18 months – failures by the CEO and the Director of Finance to inspect card statements and follow basic authorization processes. It is understood that there had been other problems of fraud around credit card use at that time and this had resulted in the Finance Director supposedly tightening up on procedures. Astonishingly the misuse of credit cards issued to the CEO and his fraudster assistant actually increased after this, most of the money being fraudulently obtained after the tighter processes were not followed. The BPS response was turgid. Eventually the CEO and the FD were suspended. 

Disciplinary action? Responsibility taken? Seemingly not. The Finance Director fled with alacrity to another job in the charity sector, the National Lottery Community Fund, whilst still suspended. Was a reference not required for this appointment, and how was it obtained? One of us has variously and unsuccessfully asked the governors of the National Lottery and the Charity Commission, assisted by a bemused MP – who could also get no answer. Meanwhile the turnover of Finance Directors and acting Finance Directors at the BPS breaks records, at least 4 in 3 years. 

The Society has run a deficit since the CEO’s appointment, drawing down on reserves. It has lashed out £6m on a Change Programme and appointed Diane Ashby as its Change Programme Director, from Southern Water where she was Head of Change Delivery. It is thought there were some ‘unusual” procurement issues  of this programme from the start… whither the glowing pronouncements of Social Kinetic and its happy smiley client, the BPS?  The verdict on the outcomes of that £6million spend as they trickle into scrutiny is pretty dire particularly in relation to Customer Relations Management (CRM). The latest available minutes of the Board of Trustees (November 2023) states 

There is a backlog in processing membership applications. The Society takes an application fee when an individual begins their application, and a subscription fee when the application is completed. The website says that applications take 6-8 weeks to process – we are not currently meeting those timescales. As of 14 November, the backlog has been reduced and applications are taking just over 9 weeks. More work is required to re-design processes. An external provider will help to reduce pressure on the team in the main renewal period during December and January at an additional cost of [REDACTED]. Trustees felt that delays represent a degree of reputational as well as financial risk.

In fact, the BPS have been using that external provider for some significant period of time, at a cost of around £84000 per annum. More work is required to re-design processes? What has the Director of Change Programme been doing/overseeing for the last five years? I personally (as well as others in other contexts) have asked for an accessible breakdown report and evaluation of the Change Programme. Has it met its targets and been value for money?  What is there yet to do? I was fobbed off, and others have been told there is no apparent appetite amongst members for such a report. So what is the Change Programme Director up to these days? And how much is she paid for whatever it is?

There was, however almost a year, November 2020-October 2021, when she did have additional duties as that was the period when the CEO was suspended pending investigation of the fraud. During that period of his suspension, the Charity Commission became involved:  “Exclusive: British Psychological Society faces Charity Commission probe: Claims of poor governance and silencing of academic dissent amid concern over argument for prescription rights”. The Commission required various matters to be addressed about which members were never fully informed, but this did not progress to a statutory inquiry. 

So, was the CEO held in any way responsible for his oversight failures in relation to the fraud? He returned apparently unscathed after his year’s gardening leave. Third Sector helpfully reported this and gave some context. It is worth reproducing its report here:

British Psychological Society chief executive cleared in fraud inquiry

28 October 2021 

An internal inquiry found that Sarb Bajwa was in no way party to committing fraud, following the arrest of a former staff member. The chief executive of the British Psychological Society has returned to his position after a fraud-related internal inquiry cleared him of any involvement. The charity reported an allegation of fraud involving a former staff member to police following an internal investigation last year. 

Sarb Bajwa, chief executive of the BPS, was asked to step aside while the inquiry took place. 

He returned to work yesterday. The BPS is the charity that acts as the representative body for psychology and psychologists in the UK. It is responsible for the promotion of excellence and ethical practice in the science, education and application of the discipline.

In February this year, Leicestershire Police confirmed to Third Sector that an allegation had been made in relation to the fraudulent use of a credit card, and a woman had been arrested on suspicion of fraud by abuse of position. A BPS spokesperson said: “Following the arrest of a former member of staff on suspicion of fraud, the trustees requested that Sarb step aside whilst an inquiry into our working practices and processes took place. 

“We would like to make it clear that the inquiry found that Sarb was in no way a party to committing fraud. “We believe there are lessons about our working practices and processes, which, as the inquiry found, needed to be tightened and improved. Changes to our working practices and processes were recommended and these have been fully implemented. 

“We all regret that this process has taken a long time, and that the chief executive has been away from the office for longer than was desirable.”

The charity’s trustees said that Bajwa was returning to the BPS with their full support.

Bajwa added: “While I’ve been away from the office for much longer than I would have wanted, I’m returning to a society which, despite the many challenges, has done extraordinary work.  I’m looking forward to continuing our programme of transformational change, serving members and the profession.”

Findings from a report into the culture at the BPS, published by Third Sector at the end of last week, found an “endemic” lack of trust between staff and members and an “us” and “them” mindset. The BPS expelled its president-elect in May amid allegations of “persistent bullying”, which he said were “baseless and without merit”. But the report, shared with members two months after the president-elect’s dismissal, concluded there was an “endemic” lack of trust and respect between staff and members and said members had a “lack of access to timely and accurate financial information”. ​​Third Sector also revealed in June that the National Council for Voluntary Organisations pulled out of a consultancy contract with the BPS because it felt the charity’s culture would be detrimental to the wellbeing of its consultants. The previous president of the BPS stood down in April this year due to family commitments.

In addition to members who were able to access this publication wondering why the Society was in the mess depicted, they could legitimately ask how the CEO got away without serious censure. He may not have known what was going on, but that was the heart of the problem that led to the fraud. Was his behaviour, or lack of it, over such a period, not misconduct at least, and possible gross misconduct? There is a suggestion that the BPS was given that advice. Is there justification for the suggestion that the BPS had not followed proper procedure around the suspension and hence was open to legal challenge?

Many, inside HQ and without, have since his return called the CEO “the invisible man”. Many dubious policy decisions, responses to psychologically relevant hot topics in the public domain have happened since October 2021. Or have been ignored. The BPS operates in the field of public policy less with sound evidence -based psychological material and more as a Social Justice Campaigning organisation. This is clearly and increasingly outwith its mission.

The above drift, over which the CEO has presided, has been accompanied by gross financial recklessness and lack of acumen. Staffing numbers became bloated and unsustainable, leading to a recent desperation to cut numbers via redundancies and random wastages. In this context the use of the term restructuring is, frankly, dishonest. Service to the most important source of income, membership, will deteriorate from its already pretty poor quality. 

Final demands to get the budget on track were presumably being made by a Chair who has now abruptly resigned. It is my view, and that of others, that the CEO panicked and made a possibly terminal mistake. in the November board of Trustees minutes it was stated:

The CEO recommended that qualifications activities be phased out strategically. The business model does not cover its costs and demand is low. Existing candidates will be supported to complete their qualifications, where possible. Trustees discussed a number of issues including implications in relation to HCPC, limited numbers of candidates on some qualifications, the existence of alternative providers, and the extent to which certain qualifications do or do not cover their costs.

This blog in other recent posts has covered the objections and responses including open letters from the various Divisions affected or threatened. These are Division of Counselling Psychology, Division of Occupational Psychology, Division of Sports and Exercise Psychology, Division of Health Psychology, Division of Forensic Psychology. The myriad reasons why this was a serious error include:

  • he had not consulted the Divisions that this would affect
  • he had not taken advice about how this could have been better managed to increase efficiency and decrease costs
  • he did not appreciate how this undermines the perceived role and function of the BPS
  • his proposals expose the straying of the BPS mission from promotion of psychology in society and supporting members into a crude business model which he has proved himself incompetent to oversee

The belated statement issued by the BPS after the uproar occurred from Divisional chairs and members did little to assuage the anger and anxiety, and meetings with the CEO were said to be unsatisfactory. These Divisions contain many of the senior practitioners of Psychology in the UK who have doctoral level qualifications and are trying to grow their respective professional numbers in what should continue to be a favourable social and economic environment for these practices of psychology. The CEO, however, turned his myopic business eye on a hoped-for influx of new members, graduate or otherwise, much less qualified, which although more numerous is risky when the economic climate more generally is afflicted.

From the latest of these messes under the CEO’s leadership comes an early resignation from the first independent Chair of the BPS Board of Trustees, and a petition to remove the CEO from office.

The erstwhile chair has now retreated to what is probably a much saner as well as safer place. The question now is not only can the CEO survive, but can the BPS?

Board of Trustees, Change Programme, Financial issues, Governance

Openness, [REDACTED] & [REDACTED]

Peter Harvey posts….

We look to do the right thing in an honest, fair and responsible way through appreciating others’ opinions, viewpoints, thoughts and ideas so that we build strong and trusting relationships. 

We keep people informed through clear, open and honest communication.

These two statements are taken from the BPS’s 2024 Strategy document [see https://cms.bps.org.uk/sites/default/files/2024-01/BPS%20Strategy%202024_0.pdf]. Along with a whole collection of vacuous feel-good, virtue-signalling, management-speak phrases the commitment to openness appears on the very first page of the document. It must be important then.

But, in a phrase much used by my old head of department, the late Bill Trethowan (yes, for those of you with long memories, that Trethowan) when testing for thought disorder “Fine words butter no parsnips”. How do these fine words translate into behaviour?

If we take the latest minutes of the Board of Trustees (BoT) [note: access to these on the BPS website is restricted to members, so I have included screenshots of the relevant sections]. These were published around the middle of March 2024 and refer to the meeting held in November 2023. Two things to note here – the long gap between meetings of the BoT as well as the delay in publishing them. We have pointed out previously that the BPS is undergoing serious financial problems and we are aware that a number of staff have been/are being made redundant (we can say no more than that because the BPS has been completely silent on this critically important matter). It comes as something of a surprise that at a time of such serious financial pressures there were not more meetings. And, by the way, don’t bother trying to find anything in The Psychologist. As ever, it shows absolutely no interest in keeping the membership informed about anything to do with the management of the BPS – not enough opportunity for virtue signalling I would guess.

You might imagine, as a member of an organisation that you pay for, you might be able to see just how your money is being spent. Please add your own hollow laugh at this point. At the top of the BoT minutes the following appears:

I can fully appreciate the need for redacting information that relates to individuals – so far, so understandable. But the phrase “…commercially sensitive…”  is a bit more problematic. Correct me if I’m wrong but the BPS is a membership organisation and a charity – it is not a business. I accept that the organisation should be run in a business-like manner, ensure that income is at least equal to expenditure.  So far, so GCSE Business Studies. If the BPS were a company in the commercial sector where activist shareholders or predatory asset strippers prowl in the shadows, keeping your accounts under wraps is understandable. Could this be true of the BPS? Is the Royal College of Psychiatrists about to make a hostile take-ever bid? Perhaps Stonewall want a new identity and is looking to the BPS (on second thoughts, some recent pronouncements from a BPS Officer suggests that has already happened)? Is the BPS in such robust good health financially that a sanctioned oligarch sees the opportunity to launder their ill-gotten gains through  a ‘respectable’ UK organisation? (To borrow from Private Eye – That’s enough, Ed). 

I think not, m’lud. In truth, the BPS is a completely unattractive proposition for any potential buyer (perhaps we should run a competition – devise a sales prospectus as if for floating a company) – unless Del Trotter might be interested, of course.

Back to reality. The statement above is played out in practice….

What an interesting phrase “..giving a misleading impression…”. I leave it up to you, the reader, to make what you will of it. In all, there are 16 redactions.

Perhaps the BoT needs to be reminded of some important things:

  1. The money is not theirs, nor the Senior Management Team’s. It is extracted from the members to pay for services.
  2. Members have a right to know how that money is spent.
  3. Trustees – acting on behalf of the fee-paying membership – have a duty under the law to ensure that “…your charity’s money is safe, properly used and accounted for. Every trustee has to do this…” [https://www.gov.uk/guidance/managing-charity-finances].

How can members, either indirectly through the Trustees or directly as an individual member, find out if their money is being spent wisely, if all the relevant information is withheld? This is made all the more difficult by reference to the following statement (again from the November BoT minutes: (under 8. AOB, noted 3)…

I refer you back to the statements at the start of this post. Can anyone explain to me how the extracts above square with these?

Now I am sure that the BPS will argue that it follows due process by publishing fully audited accounts for the membership at the AGM. Of course they do, for otherwise the Charity Commission would be sniffing around (again!). But for those hardy souls who choose to plough through all 48 pages of the last consolidated financial statements there are two things to note: (1) that they are anything but recent (they only cover the year up to 31 December 2022); and (2) they have all the detail and clarity of a political party’s election promises. For example, try to find out how much was spent on legal fees and external consultancies (if you find it, please let me know). Up-to-date information about finances is (or should be) available to the BoT and the SMT (although if our experience with the much vaunted £6 million Change Programme is anything to go by I wouldn’t guarantee that). Surely it is possible to able to provide meaningful information to the membership without compromising any properly confidential detail? 

Secrecy is a pernicious poison, sowing mistrust, suspicion and disbelief. The recent furore about the manipulation of photographs (as well as the wider debate about ‘fake news’ and AI-influenced material) should give us all cause for concern. Why deny members access to information to which they have a right? To remind the BoT – it is the members’ money you are accountable for. You have a duty to be open and honest – let our parsnips be well and truly buttered by your commitment to truth and transparency.

"The Psychologist", Board of Trustees, Governance

Has anything really changed?

One of the functions of BPSWatch is, without wishing to be too grandiose, to hold those in senior positions at the BPS to account and to give them an opportunity to provide us, and hence the wider membership, with information about what is actually going on in the organisation. It should be the case that we are unnecessary, that the BPS was actually keeping its recent promises about openness and transparency. This is not happening, so we plod on in a so far vain attempt to ensure that the organisation that we all have contributed to over the years really does become one of which the discipline of psychology can be proud.

Below are copies of recent correspondence between David Pilgrim and David Crundwell, the Chair of the Board of Trustees (BoT). These are presented unedited and open for you, the reader, to allow you to draw your own conclusions. A brief opinion follows.

David Pilgrim’s email:

Dear Mr Crundwell,

A few weeks ago I invited you to be a discussant at the book launch on December 8th of my edited collection British Psychology in Crisis: A Case Study in Organizational Dysfunction. You declined, arguing that you only wished to look forwards and not backwards. You said that the book contained “accusations” and I argued that these were empirical claims for you to admit to or refute with evidence. Your refutation about the critique in the book is still awaited and may be impossible to fashion because you know very well that broadly our claims about misgovernance are completely valid. Now the BPS staff are vindicating our warnings in this regard.

In the past couple of weeks two important events have highlighted your lack of wisdom in refusing to learn from history. Sadly you appear to have reinforced a pre-existing cultural norm of toxic positivity. The two events exposing your error are a. the need to make a fifth of the workforce redundant and b. the incipient vote of no confidence in the SMT from the BPS staff. Their concerns confirm what we in BPSWatch  have been warning you about for the past three years. The BPS is heading towards a state of both financial and moral bankruptcy. 

On the financial front you are making hardworking staff redundant, while at the same time pouring more and more membership fees into defending the inexcusable (i.e. the contrived expulsion of Dr Nigel MacLennan). His imminent Employment Tribunal will, in its evidence taking, expose far more damning detail than we have been able to publish in the book, on our blog and on our X account about corruption and cover up. You are now drawing down reserves which are not unending. The Society has been in financial deficit year on year recently. Finance directors have mysteriously disappeared in haste.  Members are leaving in a state of disgust and exasperation. 

On the moral front, transparency remains absent and the wool is pulled over the eyes of members and the public as a matter of course, seemingly with no regret or shame from either the SMT or the BoT. The obvious channel to keep members informed should be The Psychologist. Instead it offers an assured biddable silence.

So, an open discussion about the deepening crisis will continue to rely on journalists and us in BPSWatch reporting events

The Charity Commission will soon become aware of the failure of the BPS leadership to mend its ways over broken governance. Do you think that a U-turn might now be wise for you and others on the BoT about this ongoing silence? Why not just admit that the truth about the crisis and those culpable for its emergence need to be named and explained properly to members and the public?

We look forward to you answer to these important questions. 

Dr David Pilgrim on behalf of BPSWatch

David Crundwell’s reply:

Thank you for your note, and apologies for any delay in replying – Christmas and all that. It is worth me clarifying a couple of points.

I, and three other new trustees from outside, volunteers all, joined the BPS a year ago now in response to the change in board, and goverance, structure agreed by members in 2022. 

You are of course correct, and it is a matter of public record, that the organisation has operated in deficit for a number of years now, clearly that is not something that can continue. Hence, drawing down on reserves is not new as you suggest – reserves have always funded those deficits, also a matter of public record. The board of 2023 was set the challenge, by the board in 2022, of returning the organisation to a balanced budget and this is a priority. This can only be done responsibly alongside creating a sustainable, scalable, operating model.

A balanced budget will give the BPS opportunities to build on key areas such as research; and new ways to support those interested in all aspects of psychology enjoy a lifetime’s journey within the BPS.

The board is the ultimate decision maker on strategy and so too the finance envelope; it then operates in partnership with the executive team to deliver on those goals. It is not, and should never be, the other way round. Substantial progress has already been made in 2023 through improved focus and taking tough decisions. Tough decisions which are not taken lightly. Our progress to date will be clear with the publication of the audited accounts later this year.

As you are aware the employment tribunal judgment last summer is being appealed by the plaintiff. I do not feel it appropriate to comment while the case is still underway. Though I have read the initial judgement, as I am sure you have, with interest.

Equally, while the organisation is in consultation with a number of staff, it again would not be appropriate to comment on that legal process. Suffice to say in line with my observations earlier we are doing our best to shape the organisation for the future.

Our actions in 2023 reflect an organisation learning from the past, and using good data, good governance, and best practice – rather than emotion – to move forward with focus and purpose.

Turning to The Psychologist magazine, this exists to serve as a forum for communication, discussion, and debate on a range of psychological topics. This is its clear mandate as is explained on the BPS website https://www.bps.org.uk/about-psychologist The Editor of The Psychologist is independent of the Board of Trustees and the Senior Leadership Team regarding the publication’s content. As they should be. He is free to publish within the law and his remit – whatever he wishes. 

He works closely with the Psychologist and Digest Editorial Advisory Committee on content and consults with them regularly on editorial direction as well as individual editorial decisions. The Psychologist is not there to report on the organisation itself, that is outside its remit. Communicating with members about the organisation takes place through a variety of channels – messages direct from the President, through discursive forums such as The Senate, member groups, and a wide range of other communications channels including the website, “X” and the like.

On the issue of corruption, you imply you have detailed information. I am of course aware of the fraud case, and the details of that investigation. Are you referring to any other issue or incident which I may not be aware of? I would be grateful if you could provide details. It is important that any new allegations can be investigated and substantiated, otherwise there is potential for the defamation of innocent individuals. The board would take any defamatory statements seriously, as we have done in the past, as a responsible organisation.

As I said when we first corresponded, I was happy to meet with you all in person, alongside the CEO, The President, and the President-Elect. The opportunity was to discuss your concerns and take a rounded view with all key stakeholders present; an offer that was declined.

Finally, I have referenced twice in our past correspondence my dislike of online bullying and trolling. Online bullying is an insidious byproduct of social media and cannot be acceptable at any level. It is one of the most corrosive aspects of modern society. Constructive dialogue quickly becomes futile in such an atmosphere. Something I am sure you would as a group, and individually, be prepared to agree with me on?

2024 is an important year for the organisation. Our work continues both on the finances and to build a sustainable, scalable, operating model. We will be doing this by focussing on what matters, while highlighting more of the world class work, and mature debate – based on quality research – that members can be proud of.

Bests,

David 

Commentary by Peter Harvey, Blog Administrator.

On the plus side, David did at least get a reply (a significant and welcome change from previous administrations). And, yes, it was a detailed response to most of the points that he raised. But (you couldn’t have imagined that there wouldn’t be a ‘but’ sooner or later) let’s look at some of the content in more detail (and in no particular order).

The reply is a good example of corporate-speak – the verbal style of a comms team rather than a person. It is essentially complacent in its tone – “Yes, there are problems (unspecified) but we have it all under control”. 

There is a serious mismatch between the seriousness of the financial problems and the sparse and skimpy information that has been given to the membership. Indeed, bland statements available in the highly redacted BoT Minutes suggest that the overall financial situation is positive [see my previous post here]. There is no sense of an impending crisis – and proposing over 30 redundancies is as serious a crisis as it gets.

There is not a trace of empathy for those staff whose heads will roll. As I have said before [see here], I doubt whether the redundancies will be at the very well-paid top of the hierarchy. It will be at the level of member services, the very people on whom those in senior positions rely on to do the everyday key tasks on which the membership (and the future of the Society) depend.

Mr Crundwell states that The Psychologist is not there to report on the organisation itself. Sorry to contradict, but I quote from The Psychologist Policies and Protocols document, published in March 2021, Section 3.2 which states that The Psychologist is expected to fulfil the following roles 

  • as a source of information about the views of the Society; 
  • as a place to publish Society news and business, and to reflect the Society’s member-voted policy themes and current priorities; 

Mr Crundwell argues that there is a multiplicity of other sources of information. This view compares unfavourably with my experience of another organisation of which I am a member – the Royal Photographic Society (RPS). In their Journal there is always a full narrative report of their Board of Trustees meeting; there are regular updates on RPS activities; the President writes a regular column. And there is still room for the main content. I guess that the RPS see their journal as an important archive which records the formal activities of the Society.  The problem with Mr Crundwell’s sources is that they are uncoordinated and transient – and, of course, more easily edited or ‘lost’.  In my view, a key function of the Society’s house journal is to act as a Journal of Record (similar to a Newspaper of Record) so that there is always an accessible and permanent record of the Society’s activities. It would not take that much space. It would also be a lot more accessible and member-friendly than the increasingly impenetrable post-£6 million Change Programme website. It’s almost as if the BPS doesn’t want its history recorded.

As so to the sly references in Mr Crundwell’s response to “bullying”. It’s Interesting to note how often that word has occurred in our collective correspondence with the BPS. It’s almost as if there is a little bit of code in the word-processor that recognises our names and automatically boilerplates a phrase about bullying and/or harassment. For me bullying has to include intent to harm (both ACAS and the Anti-Bullying Alliance include this concept in their guidance). ACAS also invokes the abuse of power as a factor. I think we can put that to one side – unless I am seriously misreading the situation, the power of a large, wealthy organisation which could, at any time, revoke our membership trumps that of a small group of malcontents. So, to intent, m’lud. We have always made it clear that our intent in all of our activities is to prevent damage to a discipline of which we are proud. In our view the BPS has, in recent years, failed singularly and particularly to represent psychology in all its many and varied forms in a responsible and professional manner. When we (and many others) have tried to engage senior members of the Society (whether elected or paid) we have been fobbed off, blocked or simply ignored. Because the amount of important and relevant information about the workings of the Society is so hidden from public view, we will often have to repeat requests. This is not “harassment” or “bullying”. It is a reaction to an unresponsive, defensive and secretive organisation. As a further observation, at no stage has the BPS felt the need to correct any of our statements or assertions when given the opportunity either publicly or privately. To reinforce this we are more than willing to publish any statement from the BPS without editorial interference.

He also refers to “trolling” which, according to the UK Crown Prosecution Service is

“…a form of baiting online which involves sending abusive and hurtful comments across all social media platforms.”

We would like to see the evidence to which this implied accusation relates. In our public statements, whether here or elsewhere, we focus on the behaviour of the organisation and the behaviour of office-holders in their role  – we clearly do not target individuals personally with abusive communications. We raise legitimate questions about the Society which is accountable to its membership for its actions. I would challenge Mr Crundwell to show us and the wider membership concrete examples of any malicious or abusive communications from any one of our contributors. As with many public statements, accusations are made without supporting evidence and hence are slurs and smears which cannot be refuted.

Mr Crundwell is right in stating that we refused a meeting with him and key stakeholders. Our reason for that is simple. We have argued long and hard that the Board of Trustees is not fully independent of the BPS – and paid staff are clearly not. What we asked for – and continue to request – is a meeting at which we can speak freely to one of the only independent trustees who has no vested interest (legitimate or not) in protecting their position within the Society. 

Enough of my ramblings. As Mr Crundwell notes, 2024 is an important year for the Society. It will be spending even more of members’ money on legal fees; will probably waste members’ money on consultancies and outsourcing; be evermore in thrall to whatever “social justice” bandwagon it feels the need to jump on; and generally fail to be the organisation of which members can be proud.

"The Psychologist", Board of Trustees, Governance

Evil secrets and good intentions in the BPS

David Pilgrim posts….

In his eloquent appreciation of George Orwell, Christopher Hitchens addressed an unresolved set of questions about ethics and power (Hitchens, 2002).  One which stands out for our purposes on this blog was the need to discover the kind and extent of evil that typically operates secretly at the centre of any particular regime of power. Interpreting Orwell’s legacy, Hitchens offered a nuanced analysis. 

On the one hand, generally power is self-perpetuating and self-serving. Those who attain positions of power do so for many reasons, but once achieved it then tends to takes on a momentum of its own. People in power do things simply because they can. They enjoy the ride for its own sake and often do not want it want it to end. That is why, as Enoch Powell once noted fairly, ‘All political lives…end in failure…’ (though his focus might have been about himself).  In the case of the BPS, the old oligarchy (circa 1960-2000) became a self-regarding bunch of mutual back-scratchers (Allan, 2017) or self-confessed ‘BPS junkies’ (Miller and Cornford, 2006). Unchecked due to an absence of governance (i.e.no independent Board of Trustees), they enjoyed their time while it lasted. 

On the other hand, people initially may seek power with genuinely good intentions about the world and their fellows. The cliché from politicians is that they ‘want to make a difference’, which can be a zero sum game given that they are pulling in different directions ideologically and in practice. These contradictions have been evident in the workings at the centre of the dysfunctional and corrupt BPS. There have been deceitful and power-hungry operators but there have also been those who have tried to serve the interests of membership democracy and public accountability, rather than their own CVs and egos. There have been, and there remain, endemic conflicts of interest in the BPS and plenty of remaining spaces for personal opportunism. However, some people have really tried in good faith to alter the incorrigible organization for the better. In my view they are hoping to make a silk purse out of a sow’s ear, but their intentions are good. More on this later.

Fight Club at the top

By the turn of this century, with a governance vacuum still evident, the new class of managers entered the fray, so the BPS junkies and mutual back-scratchers had their wings clipped, but some joined the ranks of the New Public Management regime. Although that professional class of managers had been growing since the Second World War, it expanded in particular in size and power after the turn of this century in both the public and charity sectors (Ehrenreich and Ehrenreich, 1979; cf. Gruening, 2001). 

Over the past twenty years the Society not only failed to comply with the spirit and letter of the assumption of it being a properly governed charity open to public scrutiny and control. It also became a boxing ring without a referee. The power blocs of the old oligarchs and the new managers began to scrap it out in an organizational setting with no publicly agreed oversight, scrutiny or knowledge. Moreover, to paraphrase the secret pact of rock bands (‘what happens on tour stays on tour’), what has happened in the ‘Board of Trustees’ has broadly stayed in the ‘Board of Trustees’. Those slugging their way to dominance at the top of the BPS seemed to agree on one thing only: let us keep the dirty secret of this fist fight to ourselves. Very few people not privy to business of the ‘Board of Trustees’ or the Senior Management Team know the answers to many democratically warranted questions about the point scoring in this ‘fight club’ scenario. 

The secretive ‘Board of Trustees’

When we in BPSWatch lumbered, in our journey of discovery, from one evident misdeed or scandal to another, we could not put everything we found in our book just published (Pilgrim, 2023). We relied on leaks and leaps of interpretation. We had to, for the very reason that those at the centre never admitted bad news or apprised the membership or public of their business. The shamefully biddable role of The Psychologist is now beyond question. However, it is a symptom not a cause of the core problem: there is a cultural norm of secrecy at the centre of the BPS and it may signal its final decline and fall (Harvey, 2023). 

The editor of The Psychologist, like all the other senior employees of the BPS, knows that for personal survival it is better to keep shtum. As an employee he obeys or he resigns and alternative employment may not be available for him.  He has opted to stick it out and stay loyal. One consequence has been that members and public have been hoodwinked by radio silence. He has ensured that the public has had to look to local and national journalists (joined and encouraged by BPSWatch) to have any idea at all about the crisis at the centre. The Comms Team, and especially its Director, have been central to keeping the lid on the truth. Silence and censorship have been the name of the game from this part of the management team. This has made a mockery of the idea that the BPS is a learned organization, which respects academic freedom or truth seeking.

There has been an ingrained norm of not sharing information with either the membership or the public. Moreover, the SMT did their best to resist accountability to those on the ‘Board of Trustees ‘, who were internal appointees from the membership, who were usually the same recycled names over many years. Recent minor reforms of some fresh independent Trustees does not alter that fact that they are a very recent innovation and that even today most of the Board are faux Trustees, because they are BPS members from the sub-systems. A mantra of the SMT has been that operational details are nothing to do with the Trustees (authentic or faux), which of course is the inverse of how a well governed charity should function. Trustees should have access to any information about the organization – this is about proper scrutiny. The SMT do not want to be scrutinized and given the corruption and dysfunction evident this is an understandable evasive strategy.

Nigel MacLennan pushed for more accountability about this unsatisfactory state of affairs about a lack of independent oversight. As a result, his card was marked and his days were numbered. The legitimation crisis in the BPS was coming to head at this point (2020). At one point before his suspension in the wake of the fraud, the CEO went to the Board asking for advice about how to bat away an increasing flow of complaints by members. The fact that he made the request at all demonstrates his contempt for ordinary members (i.e. not his doubters on the ‘Board of Trustees’) as an irrelevance. Complaints might have been a source of quality improvement and they certainly came from a democratic constituency warranting staff accountability. The CEO had other ideas (bearing mind the major distraction for him of the fraud and its threat to his future). 

Repeatedly not answering letters, often multi-signed and sent to him from ordinary members not the oligarchs, with important and legitimate concerns, makes sense in that context. He had other fish to fry at the time. When Rachel Scudamore (‘Head of QA and Standards’ (sic)) used the collective noun, ‘we’ in an apology to a complainant three years after Sarb Bajwa had personally ignored it, she revealed another norm of evasion. As Hannah Arendt noted, the use of a collective apology for past egregious misdeeds is a convenient tactic to avoid pinpointing the named culprits involved. Bajwa not only ignored the complaint he got an underling to offer a bullshit reply after the event.  He was the culprit and she obediently offered the ‘we’ approach to apologies.

To be fair, the old oligarchs also had a poor track record about a genuine concern for ordinary members, but that failing seems to have intensified with the new managers. For the latter, when things went wrong (say the fraud or the arson) it was important that neither the membership nor the general public became aware of the facts. Silence became normative.  When the ‘Board of Trustees’ came to consider the suspension of the CEO, note after several months of the discovery of the fraud, neither the membership nor the general public were kept informed. The Charity Commission claim that the latter is a hallmark of good practice in any charity and it is a shame the oversight body has done little or nothing to challenge substantially the secretive norm in the ‘Board of Trustees’. The norm was for minutes to be heavily redacted (old habits die hard and this one has certainly continued). When the Finance Director did a moonlight flit, within a month of his suspension, he decamped to a similar role in the National Lottery Community Fund. This fact was not disclosed to the outside world, let alone the whys and wherefores of his move (presumably he received a glowing reference from someone inside the cabal). 

Ditto with the fraud. The jailed perpetrator had a previous criminal record of many similar offences. To this day nobody in the BPS has offered the public an explanation of who appointed her or how her offending, involving hundreds of signed off fraudulent expenses, occurred. As for the CEO who signed off those claims, he returned to his role after a year. Was he genuinely exonerated (i.e. was he actually innocent of any wrongdoing) or was his return to work based on a failure of the investigatory process? For now we do not know (because no one has explained what happened), though the legal fight back by the expelled President Elect, Nigel MacLennan, may soon force the facts of the matter into the public domain. Maybe most secrets eventually have to blink into the light of day. My hunch is that such a day will soon arrive: the manipulations of the SMT, driven by priorities set by the ‘Comms Team’, will be laid bare. Moreover those on the ‘Board of Trustees’ at the time should by now be very anxious about their legacy liability. 

The disparagement of MacLennan before he even had the time to appeal the decision to expel him was put on a YouTube video. Subsequently after protests, the BPS withdrew the scurrilous video, but the substantive script from it read out by the Acting Chair of  the ‘Board of Trustees’, to her shame, remains on record (McGuinness,  2021). Thus when the cabal took the risk of a public disclosure, they were not very skilled at it because they did it so rarely; and did it show in this case. They probably will rue the day when they ‘chanced their arm’, at this callow attempt at public grandstanding. The Comms Team spin merchants offered the ‘Board of Trustees’ very poor advice at that moment.

Why did those on the ‘Board of Trustees’ not suspend or sack the CEO the moment the fraud came to light? Why did his suspension take several months to be agreed? When he was suspended was this a unanimous decision or by majority vote only? An ordinary member would not know the answer to these important questions because the relevant Board minutes were either redacted or absent. Those sparring in the Board may have resented their enemy but they did fight together to maintain the traditional regime of secrecy and mendacity that has been at the centre of the BPS for decades. It clearly suited both of their interests. Sudden openness would risk the cat being out of the bag and amongst the pigeons about the dirty secrets of the ‘Board of Trustees’. 

MacLennan was the main risk to this traditional complicit norm of secrecy. But he was not the only one: the cabal lost control of another President (David Murphy) who for many years has been ‘one of their own”. He could bear the shenanigans no more, as his letter makes clear. The covered up fraud, the bloated staff costs and the fight club scenario prompted him to leave the scene, disaffected. The NCVO report and the withdrawal of its consultants, for fear of harm from the toxic culture in the BPS, vindicated the summary of Murphy about the dire culture he described being present in Leicester. Murphy was right and we can be grateful, on this occasion at least, for the democratic role of Twitter.

The will to power and the will to comply and obey 

A point raised by Hitchens, in his appreciation of the work of Orwell, was that the latter focused on the distinction between power elites on the one hand and those who obey them on the other. Those in power will abuse it if they are allowed, as the recent Covid Inquiry is revealing in gory detail. They will cover their backs and tracks by the use of information control (redacted minutes, the biddable silence of others, etc.). In particular, they will become adept at producing bullshit (Spicer, 2020). 

The ‘Comms Team’, with its censorship sub-department, is basically now running the BPS and all, including employees, are paying the price. Morale is low. Many are leaving or may be made redundant (possibly, over thirty at the most recent count). The NCVO report confirmed a toxic staff culture. Korn Ferry warned of membership depletion. The Society has lost money year on year. The ‘Change Programme’, all six million pounds-worth, has disappeared from view (bearing in mind it began with no clear performance indicators in the first place). In the meantime, the Teflon cabal have ploughed hundreds of thousands of pounds from membership fees into persecuting Nigel MacLennan with the legal costs accrued. The slow-mo car crash of a financial meltdown is still not over; we await the findings at some point in the future from a forensic accountant.

How do we make sense of this organizational disaster? Apart from the unresolved conundrum for human science, that for toxic leadership to exist there must be a supporting cast of toxic followship (Buchanan, 2023), we can also consider systemic inertia. Cultural patterns that connect through time can be stubborn and enduring (Dalton 2014). If this point is in doubt, look at how the new independent chair of the ‘Board of Trustees’, David Crundwell, has ‘gone native’.   

He was given a chance to cultivate a new regime of transparency. He could have insisted on an immediate look back exercise to answer the questions raised above about the scandal of the fraud and the appointment of the fraudster or MacLennan’s kangaroo court expulsion. He has done none of this. I invited him into a discussant role at the launch of the book but he refused the offer. He describes our claims on this blog and in the book as ‘accusations’. But if they are false then those leading the BPS should have no difficulty in disproving them. 

So where is their rebuttal for the world to consider from anyone on the ‘Board of Trustees’ or from the Senior Management Team? That response has been absent because our critique and its revelations are basically sound and Crundwell knows that very well. Blind optimism is a lazy substitute for a proper historical reckoning.  He has made it clear that he prefers to only drive forwards in a car with no rearview mirror. A failed MOT may well be on the cards but those inside will be happy shiny people. The psychotic norm of Pollyanna optimism continues unabated (cf. Carpenter and Bajwa, 2022).

When we turn to the toxic followship problem, a few subgroups can be discerned with differing or overlapping motives. A largely hoodwinked membership offer only a passive bystander role. There are some individuals who complain, get nowhere and simply leave (saving money on fees paid to a dysfunctional and unaccountable organization). There are those who exit in large groups with a common interest, tired of an incorrigibly dysfunctional organizational culture. Examples here have been the emergence of the Association of Business Psychologists and the Association of Clinical Psychologists. 

For those who stay as loyalists, they may have a sort of Stockholm Syndrome. They genuinely believe that the BPS is basically a sound organization and merely that the ‘wrong people’ have been in charge. They promote themselves or others as new virtuous leaders. However, virtue in its original antiquarian sense was not about being civil, benign, pragmatically amenable and nice to others, it was about courage, strength, candour and fortitude. The latter personal characteristics in the context of the dysfunction of the BPS have been punished, whereas being personable and biddable have been very highly rewarded. 

Being ‘nice’ in that context is a formula for conservative complicity, a quiet life and a CV tick. Instead of that passive collusion, what was required in 2020 was a clear and defiant challenge to the regime of power that had become ingrained in the BPS for over fifty years (Fromm, 2010). Those attempting this challenge from within (especially, but not only, MacLennan) were punished. Those on the outside of the centre of power (such as those of us in BPSWatch) were simply ignored. We were subjected to only tentative versions of sabre rattling about our conduct in relation to legal threats and possible disciplinary action against us. By and large, we have been dealt with by contemptuous non-engagement, which has been a clear and consistent policy from the cabal.

Other examples of this blanking strategy have been multi-signed letters of criticism, which were sent to the CEO but received no reply, even when prompts were sent to him. A ‘problem what problem?’ approach to life from the SMT (with some Presidential collusion at times) is like not opening the envelope of the final red warning before your electricity is cut off.

We have seen a strategic range, from optimistic amenability to robust candour and critique, in the many Presidential styles and efforts of new Board members over the years. Some have been complicit in their own oppression. For example, Nicky Hayes has simply accepted that her role as President will now be reduced to the ceremonial (personal communication). Presidents will no longer chair the Board but instead will now act only in an ‘ambassadorial’ capacity. This means an end to the prospect of turbulent Presidents, such as MacLennan or even the bean-spilling Murphy. ‘Ambassadors’ make poor candid critics for obvious reasons; the clue is in the title. This neutering of the Presidential role was agreed after the quasi consultation about changing the wording of the Royal Charter and Statutes, that process itself almost designed to ensure lack of engagement from the membership at large. So the most senior and potentially influential elected officer (i.e. the individual who is there to represent the whole membership) is reduced to a cipher.

As far as the mysterious old and reformed versions of the Board of Trustees are concerned we have more of the same. As we have noted often, The Psychologist rarely reports anything about the BPS but when it does it is always chirpy good news. In the most recent edition a glowing account is presented of two new appointees to the Board: one is the chair of the Practice Board and the second of the Education and Training Board (Rhodes, 2023).  Welcome though new blood is we must ask just how new it actually is. As with most appointments to office within the BPS, the selection process is opaque and secretive (even the results of the voting for President Elect are not published anywhere).

Appointing Trustees to the Board by default of their office-holding is a complete contradiction of the concept of independence – a key defining feature of the role.  Almost inevitably people who end up in these roles are long-standing members of the BPS and there will be a strong element of self-selection. They are insiders, drawn from the BPS sub-systems.  They and the other sub-system appointees, should be accountable to trustees they should not be trustees.  A process of unaccountability has been so ingrained since 1966 that those inside the BPS simply accept it as legitimate custom and practice, rather than an offence to charity law compliance. Cultural reproduction is ensured and public scrutiny is blocked out. 

We see then that the absence of an independent Board of Trustees has afforded this conservative tendency of sustaining the status quo and resisting disruption or challenge. The more it changes the more it stays the same, as those entering the reformed Board of Trustees are now showing in embodied form. The shock to the system of MacLennan’s challenge, when he first demanded proper governance and then moved to being a whistleblower was intolerable for the cabal and, with hindsight, his disparagement and expulsion were inevitable. 

The mess in the BPS continues and its future remains precarious. Meanwhile, to confirm the continuing insights of George Orwell about doublethink, those at the top of the organization include the key salaried roles of ‘Director of Knowledge and Insight’ and ‘Head of QA and Standards’. These preposterous grand titles are hilarious, given the bankrupt wreckage in Leicester. Eric Blair may well be spinning his grave. You really could not make this stuff up but, like Arendt, we are still interested in culprits not the bullshit offered by the ‘Comms Team’ and those obeying its daily party line.

References

Allan, C. (2017) Always cheerful and positive. The Psychologist, October.

Buchanan, G. (2023) The lure of the toxic leader. In D. Pilgrim (ed) British Psychology in Crisis: A Case Study in Organisational Dysfunction Oxford: Phoenix Books.

Carpenter, K. and Bajwa, S. (2022) From the President and Chief Executive. The Psychologist January 4-5.

Dalton, C. (2014) Beyond description to pattern: the contribution of Batesonian epistemology to critical realist research. Journal of Critical Realism 13, 2, 163-182.

Ehrenreich, B. and Ehrenreich, J. (1979) The Professional Managerial Class. In P. Walker (ed) Between Labor and Capital, South End Press, Boston.

Fromm, E. (2010) On Disobedience: Why Freedom Means Saying ‘No’ To Power London: Harper

Gruening, G, (2001) Origin and theoretical basis of new public management, International Public Management Journal4, 1, 1-25,

Harvey, P. (2023) Resisting the silence of the cabal:  resorting to social and alternative media. In Pilgrim, D. (ed) British Psychology in Crisis: A Case Study in Organisational Dysfunction Oxford: Phoenix Books.

Hitchens, C. (2002). Why Orwell Matters. New York: Basic Books

McGuinness, C. (2021) The Society is at a Crossroads The Psychologist June 34, 4-5. 

Miller, R. and Cornford, T.  (2006) Double top – Ray Miller in discussion with Tim Cornford: The Society’s new President in discussion with the Chief Executive. How do their roles work together, and where do they see the Society going? The Psychologist April, 19, 20-21.

Pilgrim, D. (2023a) (ed) British Psychology in Crisis: A Case Study in Organisational Dysfunction Oxford: Phoenix Books.

Rhodes, E. (2023) Meet the new Board Chairs The Psychologist November 4-5.

Spicer, A. (2020) Playing the bullshit game: how empty and misleading communication takes over organizations Organization Theory 1, 1-26