"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.

"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

"The Psychologist", Academic freedom and censorship, Gender, Identity Politics

Puberty blockers and Conversion Therapy – BPS in the dock

Pat Harvey posts….

Today’s (22 October 2023) Observer editorial appears in timely fashion as the NHS England consultation on puberty blockers reaches its deadline and there has been government confusion regarding a ban on “conversion therapy” (see here) for people experiencing gender incongruence.

As the British Psychological Society puts together, behind its opaque glass door, its response to the puberty blockers consultation, this succinct yet astonishingly comprehensive Observer editorial must signal to the Society that its ideological/social justice approach to the psychological phenomenon of gender incongruence and its pharmacological and surgical medicalisation must now be radically revisited.

Until now, there has not even been a pretence of balance on the subject. Like many other professional bodies, the BPS has been totally trans-ideology captured. It has colluded with those social movements rushing to affirm to unhappy children, often dealing with their adolescence alongside other trauma and difficulties, that it is their “gender identity” that is the problem which can be fixed with affirmation, medications and surgery. The BPS’s track record on this is deplorable. This is demonstrated by:

  • The BPS’s confirmation that affirmation is the default approach to gender incongruence in its 2019 Guidelines, led by a trans activist, which are still extant.  This has actively discouraged and undermined the confidence of psychologist practitioners to engage with children early and in local service settings. As the Observer notes  “An independent review for the NHS highlighted many mental health professionals are already reluctant to treat children with gender distress because of pressure to adopt the affirmative approach”. This has had serious consequences for many children and families. There is little sign that any review of those guidelines will be addressing services to children, a cowardly avoidant strategy by the BPS.
  • The BPS house publication The Psychologist, by its own admission, commissioning and facilitating a highly contentious article by a trans activist ideologue and resisting or refusing to print a number of critical responses by members and removing comments below the article. The BPS has actively censored publication of other material which questioned the trans activist ideological stance (Singer, J., Pilgrim, D., Hakeem, A. et al. Constraints on Free Academic and Professional Debate in the UK About Sex and Gender. Arch Sex Behav 52, 2269–2279 (2023). https://doi.org/10.1007/s10508-023-02687-3).
  • The BPS offering a less than positive response to Cass, focussing on referral overwhelm rather than service model failures.
  • The BPS repeatedly resisting demands that it should recognise the huge pitfalls of an unsophisticated “virtue signalling” campaign to ban the ill-defined and therefore legislatively hazardous soi-disant Conversion Therapy. The Observer article notes that” “…a government-commissioned study found no evidence that trans conversion therapy happens in the UK beyond a methodologically flawed self-report survey...”. A key leader of that “methodologically flawed” research has been increasingly influential in the BPS, originally within the Sexualities Section and now Chair of its recent Equality Diversity and Inclusion Board.

The appearance of the Observer article now shows, in a carefully crafted, justifiable and easily understood argument, how crucial it is in terms of professional responsibility to remove the trans ideological social justice perspective from matters of clinical services for distressed children. It states: “The chilling effects of criminalising exploratory conversations between a therapist and a young person that could be perceived as denying their identity will only make the holistic therapy recognised as critical by the Cass review even harder to access. Campaigners will have no qualms about misrepresenting unclear law to tell clinicians, therapists and parents they may be committing a criminal offence and subject to “conversion therapy protection orders” unless they immediately affirm a child as trans.” Increased pressure to seek and to prescribe puberty blockers would be a likely result, alongside continuing reluctance of practitioners to work in this service context.

The British Psychological Society must now be made accountable for the serious shortcomings of its positioning on gender.

"The Psychologist", Board of Trustees, Change Programme, Expulsion of President-Elect, Financial issues, Governance

Junkies, Fraud and Spin Doctors: The BPS Kakistocracy

David Pilgrim posts…..

Editing a book on the crisis in the BPS was in one sense easy. It was like shooting fish in a barrel. The Society is so dysfunctional and corrupt that the facts just spoke for themselves. I did hit some problems though. I had to lose some important contributions for reasons of sub judice. This was not because the claims to be made were untrue and without an extensive evidential basis. It was because the victim of a gross injustice, President-Elect Nigel MacLennan, was pursuing his legal right to redress, which I could not jeopardize by going public too soon with every damning fact known to me and other writers in the book.  

In continuing their own desperate defence of past actions, the BPS leaders will take even more money from a currently uninformed membership. The latter deserve a detailed list of the costs involved in the campaign to persecute MacLennan. We are probably talking not tens of thousands of pounds, as was the case in relation to the fraud perpetrated by the PA of the CEO (see below) but hundreds of thousands, with the bill still mounting. Whose interests exactly have been served in this expensive campaign of disparagement of an individual, who was acting in good faith to improve governance in the BPS? When the dust settles on his case the costs to members entailed should be made known, given that to date the leaders have been coy about their accounting practices. 

In my view, looking at the arc of this story and the evidence we have, it was because MacLennan was an incipient whistleblower that the cabal went out to get him, a process that had started early on in his tenure. The SMT and the Board of Trustees spotted a troublemaker in their midst, who might spill the beans on what was wrong in the Society and whose moral and legal culpability might be exposed.  He was probably seen initially as an agitator for governance reform (his candidate statement for President forewarned them). When he moved from agitator to whistleblower (with Charity Commission interest becoming more evident) then his days looked numbered and his expulsion could soon be contrived. Whistleblowers blow the cover on dubious practice and there was much of this waiting to come out.

The problem of opaqueness and the cant in the BPS about its claimed ‘transparency’ have recurred in our critique of the BPS culture. Although the facts do indeed speak for themselves, secrecy and spin, ensured by the censorship role of the Comms Team and the silence of The Psychologist, meant that they were by no means all that easy to either come by or broadcast (Harvey, 2023). 

When writing my history of the BPS across chapters in the book, I cautioned that the full details behind our criticisms were still patchy and shrouded from view. We may have got it wrong in whole or part: who knows for certain? The long standing organizational malaise in the BPS could all have been a set of innocent human errors, made by people of good will. On the other hand, the Machiavellianism could be much worse than even we have described. Indeed it is because leaders in the BPS have covered their tracks with such assiduous effort that we may never know, for certain, what has really happened in the Kafkaesque Leicester HQ. 

We await a rebuttal of the arguments in our book from BPS officialdom but no effort has been made to date to offer a celebratory history of the Society, maybe for very good reason. Where would that celebration start exactly? How about the twice President and dodgy eugenicist Cyril Burt during the Second World War? How about the failure to set up an independent Board of Trustees in 1966 and missing a second bite of the cherry in 1988? How about the crash down of British empiricism and positivism in the wake of the postmodern turn in the discipline during the 1980s and 90s? How about the departing CEOs and other senior officials in the wake of financial crises, after the turn of this century? How about the New Public Management model and its consequences for a bloated economy in the Society? How exactly would this sow’s ear picture be turned into a proud silk purse for posterity? Spin in the present understandably does not welcome historical candour. 

The spin is what has been said but the main strategy to keep members in the dark has been silence, ‘Keeping schtum’ has served self-interest at the top well.  Call it what you wish (‘cover up’ ‘mystification’ ‘spin’, ‘bullshit’) the outcome is the same: the BPS is not and has never been transparent. Its ordinary members and the general public have been shielded from anything other than good news stories. 

The surviving and still extensive contributions in the book were certainly damning enough. They demonstrated that the BPS has never had a fit-for-purpose Board of Trustees since it was recognized as a charity in British law. That lack of independent oversight has ensured organizational dysfunction, a lack of membership democracy, a lack of transparency, recurrent policy capture, the abandonment of freedom of expression and academic probity at the altar of modish identity politics, as well as of course financial mismanagement and then the corruption, with a prison sentence eventually attached. Thus, the lack of proper governance has triggered more than financial concerns alone. 

I expand this point now more by looking at junkies, fraud and Pollyanna spin doctors as symptomatic aspects of the BPS organizational malaise. Together they have constituted a ‘kakistocracy’. The ugly but apposite term comes from the old Greek ‘kakistos’ meaning ‘worst’ and ‘kratos’ meaning ‘rule’.  

BPS junkies

When then President Ray Miller quipped that he was a ‘BPS junkie’ we will never know why; the claim was fair comment but his motive for making it could reflect guilt, pride, either or both.  The context was important though. He was in conversation with an early representative of the New Public Management approach, the CEO Tim Cornford, flexing its muscles at the turn of this century (Miller and Cornford, 2006). These two leaders of the organization ‘in conversation’ reflected a tentative hand over of power between the old regime of oligarchs and the new managers. Many of them, as was to become apparent, were not psychologists but some were. Together they shifted the organizational emphasis from academic values to those of a managed bureaucracy; a wider feature in the UK in the 1990s. (Third sector organizations, like those in the public sector, became both more marketized and more bureaucratized.) 

With a shift from the traditional power of oligarchs with their recycled names to the controlling role of new management class with their invented new Orwellian titles, a struggle for who was top dog ensued. The controversial ‘Change Programme’ and the spiraling costs at the centre of the organization were symptoms of an insidious shift to unaccountable managerial power and financial profligacy. Fifteen years after Miller’s confession, President David Murphy made much of this popping financial bubble in his resignation letter, placed for all to see on social media. Seemingly, in his eyes, not only the crooked PA had been on a self-indulgent spending spree (see below).

Miller may have confessed his guilty secret but he was by no means the only recycled name at the top. Some, such as Ann Colley, upstaged him by being both the BPS President and CEO. Some took on the sinecure of ‘Honorary General Secretary’. Grand in its title, what it was, when the payment for it stopped, and for what reason, are like many things in the BPS lost in the haze of time.  Hypnotized by personal cunning plans or seduced by old fashioned vanity, so much still remains unknown about these recycled names. Maybe they did it just because they could and it would always look good on their CV. ‘Junkies’ may be a metaphor for personal addiction to bureaucratic status and power in this context. However, the governance vacuum created by a lack of an independent Board of Trustees opened the door very widely to such personal craving and it then rewarded addicts. The latter could readily rationalize their overly-long involvement as service, but who were they serving? 

One lesson we have learned in our campaigning is that some senior colleagues with long term involvement in the Society we have spoken to manifest degrees of ‘Stockholm Syndrome’. They counter our criticisms by arguing that if only this person rather than that took over as the Chair of this or that sub-system, or could join the faux Board of Trustees, then the BPS dysfunction would soon be rectified. Another aspect of this quick ‘fixit’ mentality is the idea that a quiet private word with individuals at the top will ensure that a particular grievance or inefficiency will soon be resolved. We should stop our negativism and look on the bright side, curry favour with those in power now or prospectively, and it will all be OK. This theme of a new world coming in a BPS with bushy tailed innovators recurs over and over again (see below). 

One ex-President we contacted was shocked by our sleuthing saying that she thought that she had, like Hercules, successfully ‘cleaned out the stables’ during her tenure. She accepted what we said but really believed that she had fixed the problem. Such defences of the old regime by senior colleague are, to put it politely, highly irrational. How precisely would individuals in their efficiency and integrity singlehandedly solve a structural problem? This naïve assumption could be a function of psychological reductionism and vain individualism but we know that other organizations can be oligarchical and lacking in insight. The shock here though is that psychologists are expected to at least reflect on their problems; they are allegedly experts on that reflection about individuals and groups. In practice this reflexivity has been notably absent in the culture of Leicester. 

Fraud

Even today I meet BPS members who are unaware of the major fraud in the BPS. This is because it was not reported in The Psychologist or announced by the SMT or Board of Trustees. It was reported though in the Leicester Mercury (as was an arson attack at BPS HQ). So if a member wants to understand their professional organization they would do well to take this local newspaper rather than rely on BPS statements and publications. 

The gist of the unedifying main story is that a woman who had numerous previous offences of the same type had used the BPS credit card for over £70K of spending (on amongst other things a cruise and Jimmy Choo shoes).  After the fraud was eventually discovered and reported the offender was tried and sent to prison for 28 months. In court she reported that it was like being a ‘kid in a candy shop’.

A naïve outsider faced with this picture may well assume that those responsible for appointing her would be disciplined or sacked. They might also assume that as she was the PA of the CEO, the latter would have signed off fraudulent claims. They might also assume that oversight of financial probity would be the responsibility of the Finance Director.  They might also assume that as well as the end-point offender being held to account in a court of law, that the legal liability or ethical culpability of other key players would be under scrutiny. These are all fair assumptions. So this is what happened in practice.

News of the fraud was buried in a line or two of the annual accounts as a minor irrelevance. No report of the organizational background to story was supplied to the membership. The CEO and Finance Director were suspended and placed under investigation. The former stayed suspended for a year and then returned and is still now in post. The latter went off to be employed by the National Lottery Community Fund within a month of his suspension (presumably with a reference dutifully given by someone in the BPS). He remains employed there. To date no one in a leadership role has offered a transparent (that word again) account to the world of what went so badly wrong about financial probity. Thus the only disciplinary consequence on public record has been the imprisonment of the PA. None of this drama has been reported or discussed in The Psychologist or any other BPS outlet. Silence has been the main cover-up tactic. 

Here are the loose end questions that members and the general public may be interested in. Did the ‘Board of Trustees’ discuss the termination of employment of the CEO and FD? Were they unanimous in their decision to suspend them both? Did they examine the evidence related to the CEO’s sign offs of multiple fraudulent claims and the due diligence of his FD in overseeing those sign offs and confirming their legitimacy? Did they put in place plans to investigate who was responsible for the appointment of a convicted fraudster? Did the BoT suspend the two senior employees at once or did several months elapse between the fact of the fraud being known and their eventual suspension? If so why? Did the CEO return to post after a year because he was totally and unambiguously exonerated of any negligence or wrongdoing? Instead might his retained role be explained by another reason? Why have the members been given no answers to these questions? Does that silence reflect a norm of mystification in the BPS, which it turn reflects a failure of governance over decades?

And there is more. If the FD and CEO have had their salaried posts and reputations left unscathed by the fraud, what of the parallel drama at the time of the expulsion of Nigel MacLennan?  Did he commit a criminal offence or was any form of illegality committed instead against him in relation to employment law, personal disparagement and his human rights? Soon we will find out the answers to these questions but not before the BPS leadership will pour even more into the legal costs sustaining their attack on MacLennan. Where will that money come from? (That question is rhetorical not open.)

Where is the evidence that he actually did anything wrong? Why did the video about his expulsion appear as an act of deliberate public humiliation on YouTube, fronted by the Acting Chair of the BoT, before MacLennan even had the time to appeal the decision (McGuinness, 2021)? Were those appointed to investigate the charge against him truly independent of vested interests in the BPS leadership? Do they today stand by their decision and approve of the YouTube posting?  Any fair minded outsider would surely smell a rat about this scenario, unless all of the questions I posed above were answered in a convincing manner (rather than being spin or bullshit). This cues the next and final section.

Pollyanna spin doctors 

The unreal culture of the BPS is fascinating. On the one hand its ‘officers’ send po-faced letters marked ‘private and confidential’ about minor bureaucratic details pertaining to an investigated complaint, which has typically run into the sands, as if they are gravely concerned about standards.  On the other hand, they are quite happy to publicly trash people like Nigel MacLennan with impunity, as I have just noted. What ethical ‘standard’ was being applied precisely in his case? On the one had they say that complaints against individuals are not investigated by the BPS but on the other hand they deploy self-declared BPS junkies to pursue such an investigation, when it suits the interests of those in power. On the one hand they boast that ‘transparency’ is a key value of the organization and on the other hand they fail to report any event that might get in the way of the narrative that everything in Leicester is just fine and, if it is not, then improvements are just around the corner.

Whistling in the dark and pretending everything is fine and under control have attended the demise of the BPS in recent decades. Silence in The Psychologist and the weasel words of the anonymous apparatchiks of the Comms Team have always been on hand to maintain this madness with its underlying method or aim, but there are other key players. One group are those manifesting variants of ‘Stockholm Syndrome’, noted above. However, at the top of the pyramid are the SMT and the Chair of the Board of Trustees. The latter used to come with the job of being the President. That is no longer the case as the role has now become merely ‘ambassadorial’. 

This tweak might have passed the average member by but it is important. Now we have a new and independent chair and three independent colleagues. At last there has been some sign after years of Charities Commission pressure of a shift for the first time towards an independent Board. For now the majority are still old school appointees from the sub-systems, there by Masonic-style nod and a wink trickery. They still have conflicts of interest but this new picture is at least a start. A fully independent BoT would be a necessary but not sufficient condition for confronting the gross mismanagement and misdemeanors of the past, but note that it is a necessary condition.

Under this shift towards independent scrutiny, the old habit of Pollyanna spin from the SMT and Presidents is potentially now open to challenge. Maybe the stop button on the BPS bullshit generator might at long last be pressed by these newcomers. Sadly that is not what appears to be happening. The neophytes seem to have ‘gone native’. I have been in correspondence with David Crundwell, the new chair and he has been polite and he has replied at length. (This is an improvement on being totally ignored or threatened with disciplinary action, which was the stance of the SMT in recent years since BPSWatch emerged.) 

I sent Mr Crundwell a copy of our book, at his request. He was concerned to anticipate what he called ‘accusations’ and I preferred to call ‘empirical facts’. I asked him to report any factual inaccuracies about the claims being made in the book but he declined on the grounds that it was all before his time. This is a bit odd, given that any of us can offer a view about anything that has happened in the past and drawn to our attention now in evidential detail (that is how the jury system works). I also asked him to join a panel at a launch of the book but he declined the invitation. Nobody from the SMT or BoT have yet complained about the facts recorded in the book, which is relevant for the historical record. Their silence is telling and a full debate with them would be intriguing for any listener.

On the positive side, Mr. Crundwell has agreed that the high rate of redactions still common in BPS Board meetings is incompatible with a spirit of transparency. He truly appreciates that claiming transparency and being transparent are not the same thing, which was an insight clearly lost on the old regime. And a certain degree of caginess is understandable, given that he has had to work with a dysfunctional leadership which was not of his choosing. However, sadly that caution has now tipped over into Pollyanna spin and so is compounding, not challenging, old bad habits.

Reasons to be cheerful with no rear view mirror

Ian Dury’s long shopping list of ‘reasons to be cheerful’ was tempered at the end by the wise caution of ‘perhaps next year or maybe even never’. Pollyanna managers are less sophisticated about the complex relationship between past, present and future. Patterns connect through time and old habits die hard.  Stock-taking about the legacy of the past for naïve optimists is threatening to them because it gets in the way of their current rhetoric of shiny future prospects. It is dangerous for them because they are wrongheaded and so they will be prone to mismanage and be exposed for their folly. It is dangerous for others because it is misleading about unrecognized risks for the general good. 

‘Reasons to be cheerful’ rhetoric means not having to deal with the grim reality of what has been inherited but living instead in a comforting imaginary world. Who can object to good intentions even if they may risk paving the way to hell? They sound plausible and are an example of the power of positive thinking but they are actually profoundly illogical at times.  In Peter Barham’s poignant account of psychotic patients going ‘over the top’ in the First World War, oblivious to the dangers they were facing, being out of touch with reality meant making their vulnerable lives more, not less, risky (Barham, 2004).

A theme in my correspondence related to Mr. Crundwell’s preference not to look in the rear view mirror (his chosen metaphor not mine). In response I noted that a car minus a mirror will fail its MOT. My metaphor seemed to cut no ice. He wanted instead to look only optimistically to the road ahead. He even invited me to get in the car and enjoy the ride with other BPS members about ‘exciting prospects’ envisioned but not elaborated in any detail. 

What Mr. Crundwell does not seem to understand is that in the rear view he is choosing to ignore, there are not only shocking past events but also impending and foreboding consequences.  The reality of the past and the present and the future are bound up together in all open human systems. Any manager ignoring that truism is, to say the least, unwise. I did point this out to Mr. Crundwell (boringly and repeatedly) but my view was ignored. ‘Line drawing’ is just magical thinking. Forget complexity and focus on comforting future fantasies. The contempt this shows for the importance of history is jaw dropping.

Of course we have heard this ‘drawing a line’ sort of argument recently from Crundwell’s new colleagues. It came from the CEO and the then new President installed as a safe pair of hands to replace the expelled MacLennan, following the nifty imposed rule change that only allowed Senate members to be candidates. Carpenter and Bajwa (2021) then were singing the same refrain as Crundwell is now. I have no idea whether they coached him in a ‘party line’ or he came to the same unwise stance with no help from them (our correspondence was polite but not a mutual confessional).

The ‘drawing a line under the past’ management cliché undermines three linked imperatives for a healthy organization. The first is justice. Justice requires truth. Without truth there can be no redress for, and reconciliation about, historical wrongdoing. Hiding the detailed facts of the fraud or MacLennan’s kangaroo court expulsion helps few, other than those with the self-interested need to cover up the evidence of their past culpability. 

Second, when those in power go into hiding, then trust is broken in them. If the BPS leaders do not report adverse events to members, why should the latter have any trust in them? When that trust breaks down some members stay and fight (as we have done), some become passive cynical onlookers and some resign in contempt for their professional and disciplinary body. New psychologists will be wary of joining a discredited organization. A measure of this in applied psychology has been the formation of others splinter groups (the AEP, ABP and ACP), where greater trust is invested. Another has been that now most psychologists registered with the HCPC are not BPS members.

Third, future improvements only come about as a result of organizational learning. That is why I have attacked the BPS for being an ‘organization without a memory’ (Pilgrim, 2023a; cf. Donaldson, 2002). A necessary outcome of that contrived amnesia is its need to produce organizational bullshit (Pilgrim, 2023b; Spicer, 2020).  For example, those working in the NHS understand from painful experience the importance of critical incident reporting and constant reflection about lessons learned. When that duty (and it is a duty) of learning is evaded about the past, then we tend to have unnecessary deaths in the future. The consequences for critical incidents in the BPS may be less dramatic but they still implicate risks to the public, as we know in relation to policy capture.

Conclusion

The BPS is a kakistocracy. Those addicted to status, those using it as a cash cow and those expert at spin and bullshit to defend the indefensible, have aggregated in its culture in the past decades. They have been joined by a self-interested expansive management class. None of these have had any inclination to come clean about all of the matters that we in BPSWatch have insisted on unpicking in the past couple of years. 

The next phase of decline, and maybe fall, awaits with leaders driving with no rear mirror. Tailgating the jaunty BPS car is a juggernaut of legal reckoning and the prospect of a scattering loss of those psychologists who have simply had enough of an implausible charity and professional body that has lost academic credibility. Any members left behind will continue to fund the antics of the kakistocrats. They would do well to ask for a detailed receipt.

References

Barham, P. (2004) Forgotten Lunatics of the Great War New Haven: Yale University Press.

Carpenter, K. and Bajwa, S. (2021) From the President and the CEO The Psychologist November.

Conway, A. (2023) BPS Policy Capture (2): selective ‘memory science’ and the betrayal of victims of abuse. In D.Pilgrim (ed) British Psychology in Crisis: A Case Study in Organizational Dysfunction Oxford: Phoenix Books.

Donaldson L. (2002) An organisation with a memory. Clinical Medicine Sep-Oct;2(5):452-7

Harvey, P. (2023) Resisting the silence of the cabal:  resorting to social and alternative media. In D.Pilgrim (ed) British Psychology in Crisis: A Case Study in Organizational Dysfunction Oxford: Phoenix 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) An organization without a memory? In D.Pilgrim (ed) British Psychology in Crisis: A Case Study in Organizational Dysfunction Oxford: Phoenix Books.

Pilgrim, D. (2023b) BPS Bullshit In D.Pilgrim (ed) British Psychology in Crisis: A Case Study in Organizational Dysfunction Oxford: Phoenix Books.

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

"The Psychologist", Board of Trustees, Change Programme, Charity Commission, Financial issues, Governance

The demise of the British Psychological Society, preparing for the autopsy

Pat Harvey posts….

A bloated, incompetent, arrogant discredited learned and professional body is determinedly destroying itself. This post will assert that the BPS has passed a point of no return. It suffers from severe and seemingly intractable organisational dysfunction. There have been many signs of the body’s “organ failure” but much has also been hidden in the recent decade. What follows are some hints of what we know and what we have yet to find out. If and when there is an autopsy, hindsight will no doubt allow a fuller picture than members were ever able to piece together, and key players who have been silent may spill some beans.

Two and a half years ago I was one of the three alarmed colleagues, supported by a recently formed network of similarly frustrated long term members, who formed BPSWatch.com. We have posted nearly 70 blog articles examining instances of BPS dysfunction. We were immediately threatened with legal action when we reported something all subscribing members were entitled to know – that the CEO was suspended. The Head of Legal and Governance who made that threat to us formally in writing is no longer in post and has removed all reference to their employment by the BPS from LinkedIn. There is a back story there that cannot yet be told, but hopefully will emerge from the “wheels of justice that grind exceeding slow”.

There is another, as yet untold, back story as to why the CEO was subsequently able to return after a year’s gardening leave to his very highly paid post with apparent impunity. This was somewhat surprising since his Executive Assistant, appointed via expensive recruitment outsourcing, happened to be a fraudster with numerous previous convictions. They hadn’t done the checks. She proceeded to sneak through under his nose over a thousand fraudulent uses of a credit card for which he was responsible. Misconduct or gross misconduct on his part? Apparently not. She, however, was jailed. Thanks are due to the Leicester Mercury for reporting all this, since we were never given the basic facts by the BPS, let alone any lurid details of her £70k+ spoils of underwear, Jimmy Choos, hairdos, cruises and a new kitchen. The newspaper noted: “The prosecutor said it led to others being criticised for not correctly following procedures that may have prevented the fraud.”. Astonishing. And has there been any recompense sought from the clearly incompetent recruitment agency? We should be told.

It was also the Leicester Mercury who had previously reported that the BPS Offices were subject to an apparent arson attack being investigated by the police. Members were not told of that, neither by the tight-lipped BPS website nor by the treacly, sycophantic Fanzine that is The Psychologist. BPS News in the Round has been covered beyond local press by sporadic articles in The TimesThe Telegraph and Third Sector, all behind paywalls, but it has required more regular updates from social media on my @psychsocwatchuk to give members some continuity of ideas about what is going on. I had to circumnavigate the suspensions of our first attempts at Twitter accounts owing to complaints that we were “impersonating” the BPS (truly LOL). So we have an active feed that puts out almost daily content to a following which is evidently much larger than the 1000+ prepared to be visible. Despite frequent appeals, The Psychologist has refused to remove its petty, petulant pointless block, which only serves better to make our case against its raison d’être. Frustrating. Silly. Childish.

This is just some of the very recent evidence of individual frailty and incompetence. But there are so many other back stories that members do not know about. These we will endeavour to pursue as the BPS heads towards the self-destruct coded into what can be read from the recent highly redacted minutes of the Board of Trustees. The stories are interesting because they demonstrate core psychological concerns about personality, motivation and group processes/dynamics.  Obviously in play are power, ambition, defensiveness, hubris. Maybe a reductionist would be citing the three pillars of Money, Sex and Status.  Here are some more of the back stories we have mused upon.

The tempting BPS credit card

  • Credit Card Story (1) – the really lurid tale of the first CEO. “Shush, we don’t talk about this”. Was there a non-disclosure agreement?
  • BPS Credit Card Story (2) – unbeknown to the Board of Trustees, someone senior leaves under another cloud, not long before…
  • BPS Credit Card Story (3) – the extraordinary spree of the fraudster whose card-work evaded not only the current CEO but also the Finance Director (FD). What fancy footwork was involved in this latter jointly suspended senior officer moving swiftly on and out of his suspension by the BPS, directly into a finance post in – wait for it – the National Lottery Community Fund? The same person who reassured the Board of Trustees that greater safeguards were in place after previous concerns.

“A kid in a candy shop” was the term used by the fraudster to describe to the court the temptations of laissez-faire easy access to credit card sprees. CEO and FD appear to have suffered no financial or status detriment.

Democracy Discomfited – undermining member-elected presidents

There are the untold stories of a number of presidents (and a DCP chair) that we know about over the last decade. These volunteer leaders, who were undermined, even threatened with legal action, had been forced to resign early and latterly one was expelled. The National Council for Voluntary Organisations (NCVO), recruited as consultants, recoiled and ran away from a toxic climate where there was serious conflict between senior managers and post-holding volunteer psychologists. Status and power battling it out?

Lashing out on lawyers

Members will be aghast if they ever finally find out how much has been spent on Betsan Criddle, Elena Misra, Newby Castleman etc, and how much is still being, and will be, spent on litigation relating to silencing and defaming a publicly expelled would-be reforming elected President. Costly defensiveness turbo-charged?

The Change Programme (heavy irony)

Or how to squander £6 million. The back story is how this was procured and how real benefits for members have NOT resulted. Suspicious?

Bloating

The back story here is how reckless overstaffing/salary escalation was achieved and how presidents were thwarted in questioning this. Resigning Vice-President David Murphy (he cites “rising staff costs resulting from increases both in staff numbers and senior staff salaries”; “staff costs risen by 73%”; “operating deficit”; “approved budget will be higher than the total income from basic membership and member network subscriptions combined”) has sounded the alarm on this to no apparent avail. A story lies behind the changing profile of more staff, less members, more political activism, less core concern about psychology. Narcissistic grandiosity?

Outsource, Outsource, Outsource

Get in consultants willy nilly. In some instances, get heavily criticised by them (NCVO, Korn Ferry). Get more defensive. Make heavy use of the Comms approach. Back stories will reveal how spin, denial and obfuscation trump reflection and learning. Transparent lack of transparency. PR Rules – OK?

Problem, what problem? Complaint, what complaint?

We have heard dozens of similar back stories from individual members who have persisted with concerns and have been ignored or worse – ominously threatened with having Member Conduct Rules used against them if they persist with “bullying and harassment”. DARVO is the acronym which describes what happens when you complain and the tables are turned against you. Deny. Attack. Reverse Victim and Offender. In 2020, the Charity Commission wrote to me “We are currently engaging with the society over a number of issues and have found deficiencies in some areas of operation. Whilst I would expect the charity to have a robust and well managed complaints process, this may have not been the case in the past.”. When I challenged the BPS with this, they complained to the Charity Commission about their response to me. They DARVOed the Charity Commission.

Clearly there is also a back story of why and how the BPS subsequently revised the complaints procedure the way they did, so that now they will not investigate complaints about the content of a Society publication, a Society policy position, a Society decision to take, or not take, a particular course of action. A great society if it were not for the nuisance of members?

Not “sticking to the knitting” and becoming a society focussed on activism

There will be many back stories about policy formation when we come to understand in hindsight how loss of core purpose and defining philosophy took the BPS into trans activism, false memory campaigning and demands about the amount of Universal Credit the government should be giving to poor people.

Meanwhile, as indicated above, you won’t have been able to make a formal complaint about the political stances the Society took. Fundamental core purpose and philosophy of the BPS subverted? 

Evidence leaking out – the Board of Trustees’ recent minutes

Members who understand the serious deficits in governance of the BPS may be holding out hope that the recent changes which have brought an independent chair of the Board of Trustees and 3 new independent trustee appointments will rein in the worst of organisational dysfunction and resultant cronyism and capture. Will those independent leaders be able to resist the machinations of the cabal still in residence, perceive and undo enough of the mess referred to above. Or is it too late?

If you are a BPS member you can read the minutes of the Board of Trustees but you will discover that they are remarkably like documents wrested from Whitehall, redacted on the grounds of national security. Members of our network who are/have been trustees of other charity organisations say that the level of redaction is extraordinary and clearly unjustifiable because there are usually clear and very limited grounds for deciding what needs to be redacted. 

Taking the last two sets of minutes available since the independent chair was appointed, it is ascertainable (despite multiple unexplained redactions) that there are now being considered matters which should, in the current situation, raise very serious anxieties about the viability of the BPS. Below are listed some of the non-redacted matters from those minutes:

  • Well-being of volunteers.
  • Risk appetite: Operational, Legal, Property, Finance, Reputation.
  • Consultant use; some implication of less engagement and more judicious use than previously.
  • Contentious policy issues. How the society should engage with contentious issues on which “there will be strongly held divergent views among members and beyond”. BPS doesn’t always have to take the lead in order to reduce its risk, i.e. take cover with others?
  • Reputational Risk referred to and clearly related to the above
  • Poor customer care: concerns from members 
  • Sustainability of the Organisation: Responsibilities to staff (implies overstaffing at the level it is now?)
  • Membership loss: membership down significantly
  • Finance: “October management accounts show an income shortfall of £1.26m (13%) against budget. Over 90% of this is due to member subscriptions. Costs are being tightly controlled. Operating deficit at year end is expected to be about £1.9m. Overall deficit is currently £3.9m. Investments are currently £10.6m after withdrawal of £1.7m to repay the CBILS loan and realised and unrealised valuation losses of £1.1m.”. Not healthy at all. David Murphy’s resignation letter had sounded the warning.
  • Possible HQ Property Sales: maybe London office because they refer to Peldon Rose, a specialist London firm. Minutes refer to “the need for a ‘visible and physical presence’ for the organisation, and that the future of the properties should be seen as part of a wider coherent strategy for the organisation. Any decisions about use of assets should be aligned to the charitable objects, and the Charity Commission guidance on property disposals. The Chair observed that a number of issues had been raised which were linked to the broad question of sustainability of the organisation; and it was good practice to review all assets and whether they are being utilised in the most effective way for the benefit of members and the organisation’s said charitable objectives.”.

The Future, Any Future?

In our forthcoming book British Psychology in Crisis: A Case Study in Organisational Dysfunction Editor: David Pilgrim (2023) https://firingthemind.com/product/9781800131842/ I express a pessimistic view about the survival of the BPS, believing it fails to meet the needs of its existing and potential future membership and membership is confirmed as significantly falling in number. As existing members register discontent by voting with their feet and removing their subscriptions, the organisation is showing no signs of becoming more transparent and receptive to the expressed concerns of its remaining subscribers. It has pursued a number of high profile and contentious policy positions outwith the balance and authority expected of a learned and professional body. It has attracted bad publicity accordingly. Its shop-front magazine The Psychologist has failed to properly inform readers about BPS matters, remains highly conflict averse and clearly captured on one side of current contentious debates, suppressing discussion of alternative views. It is, in a word, “boring”. 

At the end of the day, however. It will be The Money that “does for the BPS”.

It will not be able to afford itself.

"The Psychologist", Board of Trustees, Charity Commission, Expulsion of President-Elect, Governance

MORE QUESTIONS THAN ANSWERS ABOUT THE BPS LEGITIMATION CRISIS

David Pilgrim posts….

On this blog we have often noted an irony or paradox. The legitimation crisis now facing the BPS is taking place in a psychological society. At first glance we might expect psychologists, more than other professional groups, to have some insight into their conduct. However, just as doctors all get sick and die, the old adage of ‘physician heal thyself’ was always an accusation and never a realistic expectation. 

Our book length analysis of the crisis (Pilgrim, 2023) points out that it is constituted by a few dimensions. Prior to 2000 the same names were recurring at the top of the BPS (oligarchical trend). After 2000 new general managers arrived with no necessary understanding of psychology or of academic norms. Recently a culture of self-protective deceit has emerged to protect this amalgamated cabal. This has culminated in the past ten years in an arrogant leadership culture, seemingly indifferent to its own amoral norms. A broken complaints process and wilful blindness have been used to avoid organisational transparency. Multi-signed letters of complaint from senior practitioners to the CEO and Presidents have been contemptuously ignored. 

In some ways the pay-offs of power (and in the case of managers, their salaries as well) might explain in simple terms why the BPS is in the mess it is. This formulation requires little more than a Skinnerian account or its extension into social exchange theory (Homans, 1958). However, there is a layer of functioning which this would miss out. Whilst we might say of the cabal now running the Society ‘Well they would do and say that wouldn’t they?’ many other questions remain. 

How have they got away with it for so long? Why have heads not rolled? Why is the CEO still in post when he should have gone the very day the fraud was revealed about expenses paid to his PA which he signed off? Who in HR has been held to account for hiring a fraudster with past form? Why did The Psychologist fail completely to report the crisis in the Society to the membership and general public? Why were they not informed of the damning findings of Korn Ferry and the National Council of Voluntary Organisations (Korn Ferry, 2021; Farrow and Potkins, 2020)? In terms of governance, who actually appoints members of the Board of Trustees, or recently, and for the very first time, three new trustees, and an independent lay chair, from outside the BPS? What criteria are used and why is the process not transparent? Why them and why now? In terms of BPS policy making who made the decisions to defend and perpetuate heavily criticised BPS policies that put children at risk and betray the victims of child sexual abuse (Conway and Pilgrim, 2022)?

Why does the BPS claim not to investigate complaints against individual members but it made a convenient exception, when expelling a brave and honourable reforming President-Elect, Nigel MacLennan, on trumped up charges? How come that the chair, at that time, of the Board of Trustees (BoT) rationalised this kangaroo court purge of a critic very publicly on YouTube, and before he had even had his appeal? Who appointed those hearing the appeal, using what criteria of independence? There have been no repercussions for either her or her supportive cowardly colleagues on the Board (McGuinness, 2021), whilst their victim has suffered severe effects as so many whistle-blowers continue to do.

All of these questions go on and on, unanswered or unanswerable, for one simple reason: for the past fifty years at least, there has been no transparency of decision-making at the top of the BPS. The BoT has been appointed from within and those appointments have been made on a grace and favour basis by the oligarchs already running the Society. Some of those self-serving oligarchs, such as Ray Miller, have operated in plain sight and admitted that they were indeed ‘BPS junkies’ (his own phrase) (Miller and Cornford, 2006). 

In an episodic ritual of fawning self-congratulation they claim that they have been servants of others, rather than serving their own career interests. For example, we find this from one oligarch about another. Ann Colley, was unique as both a CEO for a while and also BPS President. This appeared in The Psychologist (always on hand for a PR exercise for the oligarchs) about Colley in 2017, when she was retiring from the role of CEO. It was offered by another oligarch, ex-President Carole Allan, herself by then the Honorary General Secretary of the Society:

Ann served twice as Honorary General Secretary. The first time was for three years from 1989, when membership of the Society stood at 13,000. The second time was from 2003 to 2008. In between she was elected to serve as President, which office she held in 1993/94. https://www.bps.org.uk/psychologist/always-cheerful-and-positive

In light of the clear evidence of dysfunction and corruption in the BPS the word ‘served’ is replete with many possible meanings. Have these ‘BPS junkies’ served the public interest or that of membership democracy? In what way were they ever accountable, to either the public or the membership? Why over decades of being in power at the top have they all failed totally to bring the governance of the Society in line with expectations of a well-run charity? Did this problem even cross their minds, until the Charity Commission challenged them about legal compliance and good governance? These important questions also seem to have rarely crossed the minds of those they claim to have ‘served’. Thus, while the self-interest of the ‘BPS junkies’ is easy to discern, what is psychologically intriguing is the largely silent and complicit role of the membership.

A timid and docile membership

We have explored the above problem of lack of accountability at different times on this blog and have garnered much praise privately for our efforts. We have repeatedly been sent new ‘bullets to fire’ from angry and disaffected members. This layer of support reveals another psychological aspect of the drama or black comedy of the BPS and its organisational dysfunction. But again more questions are prompted. Why are more members not angry about the disrepute into which their Society has fallen? And why are those who are so angry and vociferous privately not publicly firing their own bullets?

If we take the self-serving role of the cabal for granted (or for our purposes bracket it for now) and turn to the active collusion and passive complicity of the membership, there is certainly a moral dimension to all of this. Cowardice, but more importantly indifference, are part of the picture, as is the barely veiled tendency of some to simply give up in despair and leave the Society, often quietly no longer renewing their membership subscriptions. 

In some cases, those departures have been explicitly organised on a collective basis. Examples of this molar fragmentation occurred in 1963 with the formation of the Association of Educational Psychologists (which is also a trade union), with the formation of the Association for Business Psychologists in 2000 and in 2017 with the formation of the Association of Clinical Psychologists. The explanation was the same: the BPS was out of touch with its members and its processes were arcane and served the interests of a few at the expense of the many. 

As for those remaining, their non-critical passivity, which is for now giving the cabal a political free pass, might in part be explained by factors other than selfish motives. For example, if The Psychologist does not report key events or permit discussion of difficult policy matters, which include policy capture by some members at the expense of others, then ignorance is abroad in those paying their fees. The cabal and the editor of ‘the magazine of the British Psychological Society’ have very knowingly kept the membership in the dark. 

An example of this was when The Psychologist dutifully posted the Pollyanna piece from the CEO and the President installed selectively to replace MacLennan. This did not mention the fraud, the arson, the shameful YouTube piece fronted by McGuinness or the damning reports from Korn Ferry and NCVO (Carpenter and Bajwa, 2022). ‘Forget the past’, they were saying but why did members not question this glib bullshit? Or if they did, why did they not do so publicly? However, many have told us that they fail to get their views/letters published in The Psychologist.  The BPS publication was castigated by David Murphy, when he resigned as Vice-President, complaining that his reasons for going were not reported in full. In response to this block, he took to Twitter to explain and publish there his resignation letter in full (https://twitter.com/ClinPsychDavid/status/1491509477794799620?s=20). Murphy has subsequently resorted to Twitter to make other damning criticisms:

            The expenses scandal at the BPS is shocking and sad on so many levels. Now the trial has            concluded, the press have published the details, but still no apology from BPS to members.    This is the case I mentioned in my letter of resignation as Vice President.             (https://twitter.com/ClinPsychDavid/status/1491508896095219712?s=20)

and

            The BPS AGM is Weds 27th July. The annual report appeared on the website at the end of            last week with no mention on the homepage, no email to members, nothing on Twitter.   Even if you managed to find it, the deadline to submit a question for the AGM was the     previous week! (2/3)             (https://twitter.com/ClinPsychDavid/status/1551193990741037056?s=20)

Murphy ends this Twitter exchange with the comment “I am seriously thinking this might be my last year of membership.”.

Apart from ignorance in the membership, to some extent perpetuated by the lack of transparency and occasional outright censorship, there is also the role sometimes, of fear. Individuals have contacted us to report how their persistent attempts to engage with the society have been shut down along with implications that they were “bullying staff”. Some of those running courses reliant on BPS validation have offered us support privately, but they have demurred from speaking out about their points of sympathy for our critique. Many were appalled by the way in which MacLennan was expelled but their views were not publicly available. This was also the case in relation to our specific critiques of policy capture in relation to the gender document and the policy on law and memory. Both have put the public at risk and any honest scrutiny of these documents confirms that point (Harvey, 2023). 

Many members know that, when taken in the round, this is a scandalous scenario but they either leave or they stay, but typically their voices are not heard. We do not know how many people are resigning from the BPS and sending a note of their dissatisfaction, and as things stand, the BPS will never tell us. Our wider zeitgeist reflects this. From the election of Donald Trump or Boris Johnson, to the arrest of anti-monarchy supporters and self-censorship in the academy, we are living in a time in which healthy protest and deliberative democracy are being actively suppressed time after time. It is as if most ordinary people are living through a period of learned helplessness and those in power are the grateful beneficiaries. Self-interested elites, including those claiming to protect democratic integrity, are also now part of the problem, cuing the next section

The Charity Commission

BPS Watch and many other members (including several elected Presidents) have, in the past few years, sent screeds of material to the Commission, with evidence that the BPS is being poorly governed and that it lacks transparency. Those in the Commission know that the Society has had no proper public oversight since 1965. They know that censorship is common in the Society; they were told this before the Korn Ferry report also relayed evidence of it. They know that the fraud was not the first symptom of poor financial control. They know that Presidents trying to effect needed governance reforms have been punished. 

For a while the Commission was ‘engaged’ with the managers of the Society but that has now petered out. What did it achieve? The answer is that a few new independent trustees have now been appointed, still leaving the rest of on the Board as faux trustees. The term ‘faux’ is appropriate here because they are called trustees but they are appointed in a non-transparent way and they have conflicts of interests by being Society insiders not independent of its operations and goals . As I noted above, how were even the newcomers appointed (who are now from the outside), using which criteria? And, for that matter, how have all and any of the faux trustees been appointed onto the Board since 1965? Who knows the answer to these questions? It is certainly not the average member of the Society or the general public. 

There is widespread evidence that regulators including the Charity Commission, but also those which relate to the media and the public utilities are themselves, like the organisations such as the BPS that they are meant to regulate, “captured”. It is a depressing scenario. https://en.wikipedia.org/wiki/Regulatory_capture

Conclusion

The future of the BPS remains precarious. Its legitimation crisis is unresolved. Some needed reforms to governance have been installed following Charity Commission pressure, resisted by the cabal for a good while, but they do not go far enough. The old guard remain largely in charge on both the SMT and BoT. We will now be interested to see whether the small new broom of a few independent trustees are powerful enough to resist becoming apologists for a body that is neither a learning or learned organisation. The next few months will tell us. 

References

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

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.

Farrow, A. and Potkins, J. (2020) British Psychological Society: Strategy Consultancy Set Up Phase Report November 2020 London: NCVO 

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

Homans, G. C. (1958). Social behavior as exchange. American Journal of Sociology, 63, 597–606.

Korn Ferry (2021) British Psychological Society: Member Network Review Leicester: British Psychological Society

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

"The Psychologist", Board of Trustees, Charity Commission, Ethics, Governance

On the ghostly contributions of Carroll, Orwell, Idle and Pirandello

David Pilgrim posts…..

Quite soon students in management schools will be offered on a plate a perfect example of a dysfunctional organisation (Pilgrim, 2023a). After two years of our campaign to expose poor governance and corruption in the BPS, telling the world what its leaders have preferred to keep under wraps, what have we experienced and concluded? 

A short answer is that it feels like moving constantly between Alice in Wonderland and 1984. The vertigo this creates is partly because of the complexity of what we are dealing with. That is a legitimation crisis (Jost and Major, 2001; Habermas, 1975), with its roots in both history and a reproduced leadership legacy culture which survives, albeit precariously, by routinely evading transparency and denying pervasive conflicts of interest. 

A sketch of the legitimation crisis

Those members who engage with what is wrong with the Society now distrust its managers and for very good reason. Most others either do not bother being critical, leave in despair, or they are kept in the dark. Accordingly, we have a largely docile membership, which is reflected in the poor turn out for Presidential elections. 

The CV advantages of passive membership is a collusive factor, which has given a free pass to the old oligarchy and the newer management class controlling the BPS. The rise of this class, between capital and labour, is not new. However, its power has been amplified by neoliberalism and the norm of the New Public Management (NPM) approach to organisational leadership for now (Smith, 2014; Gruening, 2001; cf. Ehrenreich and Ehrenreich, 1979).

The oligarchical norm, post-1965, merging uncomfortably with NPM, post-2000, intensified rather than solved the legitimation crisis. Over the past few years there has been Charity Commission ‘engagement’, which has triggered some small reforms in the Board of Trustees, though even they are regressive (see below).  

The BPS managers do announce their decisions, post hoc, on the website, which is labyrinthine. The members have few direct mailings about important headline matters and the The Psychologist is light touch. The President and CEO get to portray their view of the world but ordinary or extraordinary events in Leicester are simply not reported. As the editor has told us for emphasis in the most recent edition, it is proudly, ‘the magazine of the British Psychological Society’. Always loyal to the SMT and BoT, it does a version of that job very well indeed. 

The local press fills in this complicit silence from ‘the magazine of the British Psychological Society’. The Psychologist offers a nearly bare noticeboard and only good news is permitted. Compare that stance with these reports in the Leicester Mercury: (https://www.leicestermercury.co.uk/news/leicester-news/arson-investigation-launched-after-blaze-2490769; https://www.leicestermercury.co.uk/news/leicester-news/trusted-worker-blew-70k-charitys-6618893

Killer joke or suicide note?

In all honesty, the BPS is basically a joke: it is neither a learned nor learning organisation. In fact the organisational state of the Society is so laughable that it recalls the Monty Python sketch from 1969 about the funniest joke in the world. It was so hilarious that one might die laughing on hearing it, as Eric Idle’s mother and the constables did, first on the scene. Eric Scribbler died laughing writing it, which might be prescient for the authors of their own demise in Leicester.  

If the enormity of the tragi-comedy which the BPS has become was grasped in its entirety, we risk the same mortal inevitability. Here though we have no single authorial source like Eric Scribbler, merely several key players and in turn this recalls Pirandello’s absurdist Six Characters In Search of An Author. These could include its surviving CEO and his partner in Pollyanna optimism, turning our attention away instrumentally from a corrupt past (Carpenter and Bajwa, 2021). 

They could include its oligarchs who, with no insight, have confused hanging around for longer than is healthy, for either membership democracy or the public good, with ‘serving’ the Society. See for example Professor Ann Colley, who was unique as both a CEO for a while and also BPS President. On her retirement another oligarch Professor Carole Allan (President and appointed Honorary General Secretary for while) said this of Colley in The Psychologist 2017, without a hint of irony or insight:

Ann served twice as Honorary General Secretary. The first time was for three years from 1989, when membership of the Society stood at 13,000. The second time was from 2003 to 2008. In between she was elected to serve as President, which office she held in 1993/94. Ann was circumspect about what Presidents can achieve in their short term of office when she was interviewed for The Psychologist, pointing out that initiatives usually only bear fruit after two or three years.

Colley’s modest ambitions for Presidents made sense as a survival strategy in an incorrigibly dysfunctional organisation.  Other self-confessed ‘BPS junkies’ (see Miller and Cornford, 2006) offer us no real evidence what to ‘serve’ actually means: serving whom, about what and to what end? 

The re-purposed Pirandello play could include the Society’s bombastic leaders from the past, who confused the ego-inflation that came with becoming a professional regulator with organisational probity, while failing to spot that they had created a faux ‘Board of Trustees’. This was not even vaguely independent but was instead awash with conflicts of interest (Newman, 1988).  

Maybe it could also include the renegade leaders, who went off on their own to form the Associations of Educational Psychologists, Business Psychologists and Clinical Psychologists in 1963, 2000 and 2017 respectively. They were tired of an arcane self-serving oligarchy that held membership democracy in contempt. And then there are the authors of BPS policies who have betrayed victims of child sexual abuse (Conway and Pilgrim, 2022).  Or how about the twice President Cyril Burt, with his mixed posthumous reviews? How about his student, Hans Eysenck, in the eugenic UCL tradition, who is still subject to an unresolved investigation (Burt, 1912; Craig, Pelosi and Tourish, 2021; Galton, 1881; Marks, 2019; Pearson, 1904; Pelosi, 2019; Pilgrim, 2008 and 2023b)? 

To be fair Eysenck was not a BPS oligarch, though he was a character of both notoriety and adoration. For anyone missing this one, the first to blow the whistle to the BPS was the psychiatrist Anthony Pelosi in 1995, but his request for an inquiry was ignored. This inaction was also evident from Kings College London (Eysenck’s legacy employer) but eventually they got their act together to set up an independently chaired review of the dubious research. Spin forwards to 2019, when KCL eventually acted. The BPS was still silent. The CEO was asked to deal with the Eysenck ‘problem’ by the editor of the Journal of Health Psychology, David Marks, who had successfully pricked the conscience or at least the utilitarian wisdom of KCL. Bajwa did not even bother replying to Marks, which was a common stance of wilful blindness at the time (we have a record of other, multi-signed letters he simply ignored from members).  

Some of us now know the context of this weird obliviousness of the CEO, as he had other fish to fry at the time. Without detective effort, the membership were simply left bemused by the absence of common courtesy from the CEO. Three years later, yes three years later, Dr Rachel Scudamore, his subordinate, issued an apology to the complainant for the non-reply but no explanation was offered. Marks has now resigned from the BPS after being a member for over fifty years and has just launched an excoriating attack of the organisation in print (Marks, 2023).

A final Pirandello-style inclusion might be the ex-President, David Murphy, who with two others leaving over a two month period in 2021 felt moved to put his resignation letter on Twitter. Here it is for those who missed it:

This lengthy account from Murphy speaks for itself. However, given that he was arguably an insider in the oligarchy (note his allusion to his 35 year involvement and continuous roles for over 20 years), it is significant that he resigned so publicly and was so critical of his colleagues on the BoT. Damning the organisation with faint praise, while simultaneously washing its dirty linen in public in one defining public performance, reveals the legitimation crisis that leaders in the BPS were denying existed. ‘Problem what problem?’ was the norm, though we were told tantalisingly, with no detail attached, that it had been a ‘challenging year’ (McGuinness, 2021).

At the time of Murphy’s resignation the BoT were adopting a ‘damage limitation exercise’, with its ‘Comms Team’ in overdrive. Managers resort to this particular version of bullshit when the going gets tough, as it does fairly regularly in the BPS. In early 2021, they had to deal with the fraud and so the The Psychologist was dutifully silent. There was at the time an ongoing police inquiry, a suspended CEO and a Chief Finance Officer who had hastily departed, while under investigation. He now works for the National Lottery Community Fund. 

The public and ordinary members at the time were oblivious to all of these machinations, until the local, and then eventually the national, press reported and commented. As noted above, the Chair of the BoT pleaded for sympathy, understandably, about a ‘challenging year’ in The Psychologist (McGuinness, 2021). The details of why it had been challenging were, of course, glossed over though MacLennan’s public trashing on Youtube – before his appeal was even heard – was pompously retained, so we all got the message. Whistle blowers tend not to fare well after doing their public duty, so the BoT of the time may look now to their consciences about this intervention, which they approved knowingly (Morgan, 2014).

Unlike the Pirandello play, maybe the dramatis personae for the sad tale of the BPS need to be more than half a dozen, as there are quite a few contenders. The oligarchical culture that keeps reproducing itself seems to be beyond the awareness or defiance of particular actors. It really is not easy to identify those who have been singularly or disproportionately responsible for the legitimation crisis today. However, one thing that is absolutely certain is that Orwell’s ‘doublethink’ applies in buckets in the culture of the BPS. 

Indeed the level of hypocrisy is so bizarre that, unwittingly, the rhetoric of official BPS policies becomes a checklist of interest to prospective whistle blowers and to students of dysfunctional organisations. The bullshit culture now running through the BPS, like Blackpool rock, beggars belief. Three illustrative examples will be given in relation to its policies on conflicts of interest, values and the investigation of complaints. All of these worthy documents, when tested out for their actual practice, demonstrate that the leaders in the BPS say one thing and do another with consummate ease.

Conflicts of interest and the good sense of the NCVO

The National Council for Voluntary Organisations  (NCVO) withdrew from offering advice on future strategy for fear that its own consultants might be at risk of harm from the toxic culture in the BPS (Farrow and Potkins, 2020).  Again few members will be aware of this damning verdict. However, the NCVO does give us all free advice on its website on how a Board of Trustees (bearing in mind that this is still a misnomer in the BPS) should deal with conflicts of interest.


“Identifying, dealing with and recording conflicts of interest/loyalty

  1. The board understands how real and perceived conflicts of interests and conflicts of loyalty can affect a charity’s performance and reputation.
  2. Trustees disclose any actual or potential conflicts to the board and deal with these in line with the charity’s governing document and a regularly reviewed conflicts of interest policy.
  3. Registers of interests, hospitality and gifts are kept and made available to stakeholders in line with the charity’s agreed policy on disclosure.
  4. Trustees keep their independence and tell the board if they feel influenced by any interest or may be perceived as being influenced or to having a conflict.”

The Society’s own conflict of interest policy is aligned with these broad aspirations but here is the rub. The conflicts of interest that are embedded in the appointment norm since 1965 mean that the BoT is rife with them and yet no one on the Board seems to be aware of that fact or is wilfully blind to it. Moreover, despite news of the recent appointment of an independent chair, old habits die hard. 

Recently the advertisements for Chairs Board, with short periods of notice for applicants allotted, still include the assurance they will be appointed automatically onto the BoT. The appointment norm and its implicit celebration of a conflicts of interest is so ingrained in the culture of the BPS that the beneficiaries will tend to experience pride not angst or guilt about their role. This lack of insight means membership democracy and public accountability are given barely a glance.

After pressure for reform from the Charity Commission, the BoT, being the wounded dinosaur structure it is, began to realise slowly that the game was up on the old model, with its total lack of independent oversight. Bajwa (November 2022) made this emollient announcement to accommodate the problem, tucked away on the BPS website:

Traditionally, our Board of Trustees has almost exclusively been made up of members, who bring the in-depth knowledge of the organisation and psychology that is needed to make big decisions about the society’s future.

Unlike many similar organisations, however, we have not recruited externally for trustees, and we haven’t specifically looked for people with expertise in areas which are crucial to the organisation’s success but not necessarily directly related to psychology.

Bullshit is about all that is said and not said to disguise the reality of what those in power are up to (Frankfurt, 2005). Note how Bajwa acknowledges (so does not query) the dysfunctional, and at times catastrophic, lack of independent oversight from the past. Instead this is turned into a sort of traditional wisdom, not a confessed foolhardiness. 

The old regime of power allegedly entailed ‘in-depth knowledge’, not the vested interests of oligarchs and their fellow travellers. They made ‘big decisions’ (wow!). This Trump-like phrasing signals gravitas (heavy is the head that bears the crown) but it is conveniently short on detail. In truth these ‘big decisions’, included keeping the legitimation crisis under wraps and using a kangaroo court to expel an internal critic. They included the norm of persecuting any incoming President who attempted to change what was rotten in the state of Leicester (MacLennan was not a one-off case). The comparison with other third sector organisations by Bajwa implies some sort of respectable or unremarkable option appraisal, rather than a total failure to comply with charity law expectations of good governance. The BPS have been out of step and out of order in the third sector landscape for decades.

So, Bajwa tells us, three new independent Trustees are to come in but the majority will still be appointees from within the BPS. And it gets worse. The one and only part of the BoT that traditionally has been elected not appointed, the Presidential triumvirate, is now to be removed; again most of the membership will become aware of this after the eventThe President will now only provide an ‘ambassadorial’, not a leadership, role on the BoT. This means a regressive not progressive reform to embed, not break up, the cabal.

On this note, remember that after the expulsion of Nigel MacLennan, the BoT simply invented a new rule that excluded candidature from the general membership. This ensured a safe pair of hands (Carpenter) because only BoT members or Senate members were now eligible. This pre-empted a new version emerging of a turbulent President like MacLennan, who might, heaven forbid, ‘say “no” to power’ (Fromm, 2010).

Another example of the bullshit character of the Society’s conflicts of interest policy in practice relates to the CEO himself. If anyone, member or public, wants to complain about him to the BoT they encounter the invented rule that all communications to the BoT are received and dealt with by……the CEO. Bear in mind that a CEO should be accountable to a BoT, not be an arbitrating gatekeeper deciding the relevance of business presented to it. At this point maybe Joseph Heller’s Catch 22 should be added to our list of literary resonances. 

Espoused values

Part of the killer joke of the BPS is its capacity to posture about organisational values. Here is the virtue-signalling posing, on the record, which was applicable at the time of the fraud, its cover up and the deafening silence about organisational learning since then:

“Our values are central to the way we work to achieve our core purposes. We aim to work in a culture of: 

• rigour and fairness; 

• honesty and integrity

• transparency; 

• respect for a diversity of viewpoints; 

• the highest standards of professionalism and ethical behaviour, attitudes and judgements, as laid out in our Code of Ethics and Conduct.”

There is nothing wrong with this Kantian checklist at all. The problem is that the BPS culture in practice is at total odds with its spirit and detail. The best hoodwinks are the ones that brazenly claim the very opposite of reality, which is a hallmark of our ‘post-truth’ era (Porpora, 2020).

Would rigour and fairness describe the selective investigation of Nigel MacLennan, while members of the public contacting the BPS were told that it does not investigate complaints against individual members? 

Would honesty and integrity apply to the fact that not a single person at the top of the organisation has been held responsible for appointing a serial fraudster, who is now in jail after being appointed to be the PA of the CEO? 

Would transparency cover the complicit silence of The Psychologist about both routine BPS business and the scandals that abound in the recent and distant past? 

Would respect for a diversity of views cover the policy capture by some groups, at the expense of others, in relation to the controversial gender document and that covering memory and law? 

Would the ‘highest standards’ claim extend to the BoT and SMT? In what sense have they behaved honourably in this regard? When answering that, just look at the beans spilt by Murphy in his resignation letter. This checklist is fine in theory but in practice it is simply bovine ordure extraordinaire (Hardy, 2021).

The vagaries of trying and failing to make a complaint

Recently this matter has gone backwards (rather like the BoT membership one) not forwards. Here is what Dr Rachel Scudamore (‘Head of Quality Assurance and Standards’) has just told us about the new, allegedly improved, complaints procedure, which states in Section B.3 that:

            “ 3. The policy is not appropriate for addressing the following issues:

a. disagreement with the content of a Society publication;

b. disagreement with a Society policy position;

c. disagreement with a Society decision to take, or not take, a particular course of action.” 

So, if a BPS publication contains material against the public interest or at odds with academic probity, then members cannot complain formally. If a policy endangers vulnerable people or is at odds with ethical practice, then members cannot complain formally. If those leading the organisation make questionable or unwise decisions (such as employing someone with a publicly known history of fraud), then members cannot complain formally. The new document is another cabal stitch up in order to block transparency and accountability. It is one of innumerable current examples of organisational bullshit, which permeates the BPS (Spicer, 2020; Christensen, Kärreman and Rasche, 2019).

Members will not be able to make a complaint about BPS policy, as they did in the past, even if it was then typically ignored. The CEO was a master non-reply role model but that wilful blindness will no longer be even required, because some complaints will simply will not be investigated in principle. 

Indeed one wonders what anyone can now complain about formally, given the self-serving exclusion clauses. The members were never well served by the old policy on complaints (this was a central concern of the Charity Commission) but now the cabal are being boastfully unaccountable. Elements of the killer joke just keep emerging to threaten our wellbeing and the diminishing prospect of a learning organisation and democracy in the BPS.

We wait to see how the BPS will partition off its new and proud recapture of its regulatory powers. This is now about to be extended to a tranche of mental health workers, who may not even be psychology graduates. This will require the BPS doing something it did prior to ceding its disciplinary powers to the HCPC after 2003: it must reconstruct a credible investigatory and disciplinary infrastructure. That must be rule-bound, truly transparent and credible to the Professional Services Authority, who I believe have unwisely blessed the new regulatory powers of an incompetent and dysfunctional organisation. 

If this happens, as surely it has to, will that infrastructure now be applicable to all of the BPS membership? Will those complaining, say against academic psychologists, no longer be batted away with the advice to contact the employing university? Will all those self-employed practitioners confecting ways of working around HCPC registration now come under a new investigatory process? 

As they say, “don’t hold your breath”. My hunch is that the managers will think selectively and instrumentally, which they do with great ease. There will probably be one rule for the new tranche to tick the box for the PSA and the rest will be left alone but under the straight-jacket of the new complaints procedure, with its exclusion clauses. And how about complaints against BPS managers themselves? (I have already rehearsed the Joseph Heller and Lewis Carroll rule about the CEO receiving complaints about himself.) 

The bullshit checklist of the values noted above finishes on an ambiguous note. Its focus is actually about members but do the staff have another code of practice and can we see it please? Is it the same as the final values point or a different one? How about the conflicted role of the editor of The Psychologist and his understandable selective attention to scandals in the BPS and his routine noticeboard of Pollyanna news about the future from the BPS leadership? He is employed by the BPS, which explains much. Anyone trying to complain about his editorial policies, favouring BPS propaganda, is faced with an uphill task (Harvey, 2023).

Concluding advice

Watch this space, as the absurdist play unfolds. Keep reading the Leicester Mercury.

References

Burt, C.L. (1912) The inheritance of mental characters. Eugenic Review IV, 1-33.

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

Christensen, L.T., Kärreman, D. and Rasche, A. (2019) Bullshit and organization studies. Organization Studies. 40(10):1587-1600; 

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

Craig, R., Pelosi, A. and Tourish, D. (2021) Research misconduct complaints and institutional logics: the case of Hans Eysenck and the British Psychological Society. Journal of Health Psychology, 26, 2, 296-3

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

Farrow, A. and Potkins, J. (2020) British Psychological Society: Strategy Consultancy Set Up Phase Report November 2020 London: NCVO 

Frankfurt, H. (2005) On Bullshit Princeton, NJ: Princeton University Press. 

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

Galton, F. (1881) Natural Inheritance London: Macmillan

Gruening, G, (2001) Origin and theoretical basis of new public management, International Public Management Journal 4, 1, 1-25,

Jost, J. and Major, B. (2001) (eds). The Psychology of Legitimacy: Emerging Perspectives on Ideology, Justice, and Intergroup Relations. Cambridge: Cambridge University Press. 

Habermas, J. (1975) Legitimation Crisis Boston: Beacon Press.

Hardy, N. (2021) Catcher in the lie: resisting bovine ordure in social epistemology Journal of Critical Realism 20, 2, 125-145. 

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.

Marks, D. F. (2023). A catalogue of shame: the British Psychological Society as a dysfunctional organisation. Journal of Educational and Psychological Research 5,, 1, 575-587.

Marks, D.F. (2019). The Hans Eysenck affair: time to correct the scientific record Journal of Health Psychology, 24, 4: 409-20.

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.

Morgan, J. (2014) Life after whistleblowing. Times Higher Education Supplement July 31st

Newman, C. (1988) Evolution and Revolution Charter guide, occasional paper. Leicester: British Psychological Society

Pearson, K. (1904) On the inheritance of mental and moral characteristics in man. Biometrika IV, 265-303.

Pelosi, A.J. (2019). Personality and fatal diseases: revisiting a scientific scandal. Journal of Health Psychology, 24(4), 421-439 

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

Pilgrim, D. (2023b) Verdicts on Hans Eysenck and the fluxing context of British psychology History of the Human Sciences Online January 5th.

Pilgrim, D. (2008) The eugenic legacy in psychology and psychiatry. International Journal of Social Psychiatry 54, 3, 272-84.

Porpora, D.V. (2020) Populism, citizenship, and post-truth politics, Journal of Critical Realism, 19, 4 329-340.

Smith, D. (2014). Under New Public Management: Institutional Ethnographies of Changing Front-line Work. Toronto: University of Toronto Press.

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

"The Psychologist", Board of Trustees, Governance

Getting away with it…

Peter Harvey posts…..

Viola Sander, languishes at Her Majesty’s pleasure. The BPS Board of Trustees (BoT) languishes in a complacent and denialist miasma of self-indulgence whilst the organisation for which it is accountable slips further and further into an abyss. As yet another crisis hits an already tottering and failing society (see here) the membership – to which the BoT is accountable – is left bewildered and confused at yet another resignation from the Presidential team. As David Murphy (ex-President who resigned as Vice-President) notes, only one of the past six Presidents had completed their full 3-year term. As Oscar Wilde didn’t say “To lose one President, Mr Worthing, may be regarded as a misfortune, to lose two looks like carelessness, but to lose any more is sheer incompetence…”. And now another one has gone – in record time.

But to return to the fate of the ex-Executive Assistant to the CEO whose fraudulent use of a BPS credit card landed her a custodial sentence (full details here). Clearly she had broken the law (again) but are there others who should shoulder some of the responsibility if not the blame? The Charity Commission states

As a trustee you must take steps to make sure that your charity’s money is safe, properly used and accounted for. Every trustee has to do this. Even if your charity has an expert to manage its finances, you are still responsible for overseeing your charity’s money.

Further

Make sure that money is only spent on what is allowed by the charity’s governing document and policies. If it is not, you and the other trustees need to put it right.

It could not be clearer – trustees have a responsibility and they are accountable. So how has the BPS BoT taken these edicts? They have not. No Trustee has resigned about this critical failure (I do not include David Murphy of Hazel McCloughlin here as they had many other reasons) and, as far as we know (see later for a view on information blackouts) no member of the Senior Management Team has been disciplined. Whilst the CEO was suspended for a year whilst this was subject an investigation (again no details about how this was done), the then CFO was allowed to resign and immediately took up a post with the National Lottery Community Fund.

In an attempt to clarify matters, I wrote to the then President (Katherine Carpenter) prior to this year’s AGM as follows

Dear Dr Carpenter,

I was pleased to see your statement about the encouragement of debate, as I was to read of your commitment to openness and transparency when the CEO was re-instated. In the light of this I hope that you will take the opportunity at the AGM to give the membership a fuller account of the recent fraud than has been given up to this point – it is appalling that we have more information from the local media than we do from the Society or its own house journal. 

In particular, I hope that you will be able to clarify the following:

1.  Why has no-one from the Board of Trustees resigned? It is a clear (and statutory) responsibility for Trustees to be accountable for the financial health and probity of an organisation. Why has no-one taken their responsibility seriously?

2.   Why has no-one on the SMT been (as far as we know) disciplined or held accountable?

3.   How was the then CFO able to resign whilst still (as far as we know) suspended pending the outcome of the internal investigation and gain another senior post with another charity?

Members are entitled to answers to these questions – you and your colleagues are accountable to them. And we need more than bland clichés that “lessons have been learned” and that “systems are now in place”. Financial mismanagement is not new to the BPS and it is clearly a significant failure of systems and accountability that the fraud went undetected for so long.

I  look forward to your reply.

To this I got no reply, not even an acknowledgement.

And these are not the only outstanding questions surrounding this scandal. Viola Sander’s appointment was handled by an external agency. Why? Despite the fact that members pay a significant amount of money to service a bureaucracy which cost nearly £7 million in 2021 (which presumably includes HR), why wasn’t this done in-house? The BPS has a significant membership of occupational, business and other applied psychologists who are likely to have considerable expertise in selection procedures. Perhaps some of them actually run businesses which specialise in selection. Why not use this expertise? And what recompense has the BPS sought for this gross and crass incompetence on the  part of the “external agency”. I would have thought that the BPS has a prima facie case for not only asking for their (i.e.members’) money back but a considerable sum in reputational damages. 

I referred earlier to the information blackout. Whilst accepting that some material may be confidential, there is nothing to stop the BPS issuing a carefully worded statement to the membership – isn’t that what the Comms Team is there for? And perhaps a statement to be printed in The Psychologist – but that is an extremely unlikely event considering that such basic information about the Society doesn’t fit its virtue-signalling, identity-politics, activist-placating agenda.

So we are none the wiser, the same old faces sit on the BoT in their self-satisfied smugness whilst the Society for which they are responsible crumbles around them.


"The Psychologist", 'False Memory Syndrome', Academic freedom and censorship, Board of Trustees, Expulsion of President-Elect, Gender, Governance, Identity Politics, Memory and the Law Group, Prescribing Rights

Legal storm clouds over the BPS

David Pilgrim posts….

For those new to the chaos in the BPS, its organisational vulnerability today is multi-layered. The Charity Commission has, until very recently, been ‘engaged’ with the Society about lack of compliance concerning governance arrangements. Slowly, maybe resentfully, the leadership in Leicester has tinkered around the edges. 

The Society’s ‘Board of Trustees’ has been a phoney structure since the 1960s, but now a few public invites are to be issued, to appoint nominally independent members. All trustees in a charity should have no conflicts of interest, not just a couple of tokens. As with other matters, the BPS leadership seems to lack insight about even the most basic principles of organisational probity (see below).

But compliance with charity law is the least of the problems for the current BPS leadership or, note, past leaders with their ongoing legacy liability. We were told via YouTube, when Nigel MacLennan was expelled kangaroo-court-style, that this has been a ‘challenging year’. This of course was special pleading from those running the Society. The wider membership had been kept completely in the dark about the corruption and misgovernance, so they experienced the lock down, oblivious to any personal pain suffered by the leadership, with its ‘challenges’.  

This glib ‘challenging year’ trope in BPS propaganda has persisted, both vague in its detail and directed at sympathy from anyone taking it seriously. Covid-19 had been a safe cover story of collective bad luck and victimhood. Whichever way the challenges in Leicester are spun to the outside world, the reality is that the BPS is in serious legal trouble.

Three imminent legal threats to the reputation of the BPS

Here are three points to consider seriously:

Nigel MacLennan’s Employment Tribunal will require that the BPS must now take the dirty washing it has stuffed in a bin bag and put in a cupboard somewhere, and empty it out on to the floor of the courtroom for all the world to see. The evasions and snail-pace adjustments, which might have worked in response to the Charity Commission, will not be tolerated in a court (which is the formal status of an Employment Tribunal). Much more could be said on this, but a sub judice caution comes into play here, so I am just reporting the material fact of what is about to happen in 2023.

Post-Cass Review and Post-GIDS closure, the BPS guidance on gender has now been withdrawn. The leadership are not responding, in a timely manner, to a dilemma shockingly new to them. In the autumn of 2019 criticisms I made of Tavistock Clinic GIDS were censored by the BPS. In the summer of 2020, representations from many BPS members about the serious inadequacies of the 2019 guidelines on gender were simply ignored. In the autumn of 2020, a detailed formal complaint concerning the form, content and context of 2019 revision of the gender guidelines was made but not upheld. Also in autumn 2020, further representations about the risks of extending prescribing rights to psychologists (which would have included hormones) were ignored by BPS leaders. In the spring of 2022, yet another multi-signed letter to BPS leaders about the risks posed to the public by the gender guidelines was simply ignored. This did not even receive an acknowledgment, let alone a considered response.

Only when the world outside was telling Leicester in stereo, and at full volume, that the game was up on the ‘affirmative model’, was action triggered. Over the recent years, its own members had been treated with total contempt, when lobbying for the withdrawal of the trans-captured gender document. The wise have kept a copy of the policy document now removed. It cannot be deleted from history, no matter how convenient that would be for all of those, from the Board of Trustees and the Practice Board to the ‘Comms Team’ and The Psychologist, who were complicit actors in a flawed policy.  

The credibility of their group-think will now fracture in the full public glare of legal scrutiny. Recently The Times reported an incipient class action, involving up to a thousand ex-patients of the Tavistock Clinic (in truth that figure may be larger or smaller). Whatever their number, the legal bill will be picked up by the NHS Litigation Authority (NHSLA). Its work is supported by top-sliced money from constituent local Trusts, so it is supplied ultimately by the tax payer. 

The Tavistock Clinic will survive, albeit embarrassed. It will be rid of a capricious historical deviation, which held the proven tradition of cautious exploratory psychological therapy in complete contempt, confusing a passing and modish social trend with a genuine ‘social revolution’. The medical sterilisation of healthy children is shaping up to be yet another ‘great and desperate cure’ in the murky biomedical history of psychiatry (and now, more importantly, psychology) (Valenstein, 1986). These children, who cannot vote, give consent to sex, buy alcohol or even have a piercing or tattoo at their own request, has been put forward by adult identity politics activists as a harbinger of social progress. 

In the censored exchange in 2019 and noted above, between me and Dr Bernadette Wren, that assumption of political and ethical worthiness was debated. As a champion of the now discredited GIDS, Wren actually described the explosion in referrals as reflecting a ‘social revolution’ (sic). I am sure she believed that, but history will surely not vindicate her position, given that her claim is already unravelling and there is a service policy push back, here and in other countries, about the ‘affirmative model’. Social contagion, yes. Social revolution, very doubtful. A passing postmodern phase of anti-realist madness, most probable.

Many liberal and left leaning people (this is not just a Daily Mail editorial frothing at the mouth) simply never bought the GIDS progressive claims. Nor did they fail to spot the trans-capture in the BPS and elsewhere, including in the Royal medical colleges, which should have known better. For example, a group have just written to The Observernoting how the leadership of the Royal College of Psychiatrists had fended off representations, similar to our own in the BPS (see under heading Trans Concerns) https://www.theguardian.com/theobserver/commentisfree/2022/aug/14/why-surprise-when-wealthy-capitalist-makes-large-donation-to-oxford-college

This span of dissenting voices has now been vindicated.  Complex existential challenges, each with their unique biographical context, cannot be cured by crass interference with the body, but it seems that mental health professionals are still slow learners. Their organisational leaders, fawning for popular support in an age of identity politics, have for now often lost their rational capacity to assess evidence or accept material realities that are immutable (Pilgrim, 2022). 

Faced with this historical moment of reckoning, the BPS does not have the luxury of a legal fund, like the NHSLA, to fall back on. The grateful medical negligence lawyers, who are now welcoming ‘regretters and detransitioners’ through their shiny doors, will inevitably take an interest in the professional advice that supported the ‘affirmative model’, now defunct at the Tavistock. The cabal in Leicester would be wise to take their own legal advice about what is in the pipeline.  It will of course be paid for by members’ fees. It may well entail very large amounts of money.

3 And then there is the contentious memory and law group, which has been the other main arena of policy capture, afforded by weak governance. The enmeshment of the BPS and the British False Memory Society is now clear (Conway and Pilgrim, 2022). However, in 2014, the editor of The Psychologist made this definitive and untenable statement: “Neither The Psychologist nor The British Psychological Society has links with the British False Memory Society.” 

This denial was at odds with the fact that the Chair (now deceased) of the BPS Memory and the Law Group was on the Advisory Board of the British False Memory Society, during the time that Elizabeth Loftus was on the International Panel of Associate Editors of The Psychologist.  She was also an advisor to the US and British False Memory Societies (The first was closed down after the Jeffrey Epstein case.) Loftus testified in defence of both Ghislaine Maxwell in 2021 and Harvey Weinstein in 2020. In the first case she asserted, with no evidence, that the prospect of financial gain could distort the memories of complainants. This line of speculation in legal settings is not peculiar to Loftus. It has been used by convicted individual abusers, as well as those claiming that child sexual abuse is a moral panic.

In this context of the serious legal considerations of sexual abuse, the biases in the BPS policy to date are very important, as is the supportive role of The Psychologist.  In May 2014, its editor provided a short hagiographic account of his interview with Loftus (he met at a conference dinner), who had ‘been voted the most influential female psychologist of all time’. It goes on, ‘Her wit and creativity shone through as she rattled through real-life stories, wrongful convictions and ingenious research that all illuminate the faulty nature of memory…. One thing seems undeniable: whatever the future brings for memory research and practice, Professor Loftus will be at the forefront of it for many years to come.’  

Because the BPS is an organisation without a memory, others have to recall the origins of its partisan policy focus. The BPS line, from their highly biased report, considering only the matter of false positive decision making, has fed defence teams hired by those accused of sexual abuse. It has offered absolutely no balancing advice about false negatives, in order to support prosecution teams. Those in the BPS, who have been concerned to expand the policy on memory, to include evidence of the social epidemiology of child sexual abuse and its proven mental health impacts (e.g. Cutajar et al. 2010) have been systematically excluded from a new working group looking at the topic. 

This scandal of biased policy formation then is ongoing. It is not just a part of BPS history, now regretted. The group recently appointed to update the document remains shadowy and has only included (unnamed) so called ‘memory experts’, from the closed system world of experimental psychology. All attempts by those BPS members interested in the clinical and epidemiological evidence (an open system feature of the world outside of the laboratory) to join the group have been blocked repeatedly. Moreover, all attempts to ascertain who exactly is on this group have been met with refusals on grounds of data privacy. It seems that the older biases to consider false positive decision making may well remain. The implausible claim that the BPS is guided by the organisational principle of transparency is also obvious here. 

Meanwhile, the BPS, as with now withdrawn gender document, seems to have no capacity to reflect on the child protection implications entailed in a lop-sided and partisan, form of policy formation.  The only sop that excluded critics have been offered is to submit papers to a minor journal, which is under the editorial control of FMS supporters. As with the case of the gender document, the temporary capture of a weakly governed Society, by a particular interest group, has to await external scrutiny to expose its bias and the dangers this poses to the public. Once again, internal dissent has been quashed at the expense of both membership democracy and academic integrity.

As the evidence now accumulates from historical inquiries into child sexual abuse, both in the UK and Australia, the BPS policy is a new potential target for angry survivors, seeking personal justice. Their lawyers will have spotted that line of attack. The current BPS position, to date, has colluded with the idea that child sexual abuse has been a trivial moral panic. The truth of the matter is that its scale has been strongly under-estimated, as is now becoming clear, in both the statutory inquiries and clinical research (Pilgrim, 2018; Children’s Commissioner’s Report, 2016).

Conclusion

The BPS leaders are in for another ‘challenging year’. Hiding in the dark, under the security blanket of group-think, will not make the lawyers disappear by magic. They will still be there, rubbing their hands, when the blanket it whisked away. Critics of all the three forms of BPS failing, noted above, may have been easy to ignore by the cabal. The rule of law is a different matter. If those in Leicester are not worried by now about imminent legal threats to the reputation of the Society, then they clearly do not understand what is going on.

References 

Children’s Commissioner’s Report (2016) Barnahus: Improving The Response to Child Sex Abuse in EnglandLondon: UK Children’s Commissioner’s Office 

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., and Spataro, J. (2010). Psychopathology in a large cohort of sexually abused children followed up to 43 years. Child Abuse and Neglect 34(11), 813–22.

Pilgrim, D. (2022) Identity Politics: Where Did It All Go Wrong? Bicester: Phoenix Books.

Pilgrim, D. (2018) Child Sexual Abuse: Moral Panic or State of Denial? London: Routledge.

Sutton, J. (2014). BPS – obsessed with the false memory syndrome? Editor’s reply. The Psychologist 27, 5, 303.

Valenstein, E. (1986) Great and Desperate Cures: The Rise and Decline of Psychosurgery and Other Radical Treatments for Mental Illness New York: Basic Books.

Administrator’s note

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