The Enron Scandal & The Left’s "Social Engineering" Agenda
World (conservative religious), January 29, 2002
8701 Mallard Creek Road, Charlotte, NC 28262
By Warren Smith
There has been a lot of ink spilled these past few weeks about the Enron
scandal. The media have blamed the scandal on inadequate regulation, dishonest
executives, the hubris of senior management, and the sloppiness of accounting
firm Arthur Andersen.
It’s likely that all of these factors contributed to the disaster. But
there has been one other major contributing factor. That is the role that a
small minority of corporate "social engineers"—often found in the
human resources and public relations departments of our largest companies—have
played in creating a culture in "Corporate America" that encourages
its leaders to "make up the rules as they go along."
We see their work—and a complicitious business media—when we read
headlines like: "The New Rules In Business." Or "Visionary
Leaders Are Redefining Everything." On one level, such headlines are
fluffy and banal. But on another level they are insidious and destructive, for
they imply and give voice to a worldview that is at odds with a traditional,
biblical morality. Few have stopped to observe that these headlines—and the
attitudes they describe—are nothing more nor less than the age-old heresy,
the false promise that got us kicked out of Eden: "You can be as
Nowhere is this attitude more in evidence than in the battle over same-sex
domestic partnerships in large corporations. According to the pro-homosexual
Human Rights Campaign, a near majority of the Fortune 500 companies now offer
same-sex domestic partner benefits to employees. And—not incidentally—all
of the "Big Five" accounting firms (including Arthur Andersen) now
offer same-sex benefits.
Why is this significant? It is significant because every one of the Fortune
500, and every one of the "Big Five" accounting firms, do business
in places where homosexual behavior—sodomy—is illegal. In other words,
these companies have corporate policies that condone—if not outright
This unfortunate reality has two tremendously corrosive and destructive
effects. First, it fosters hubris on the part of the senior executives.
"We’re enlightened, we’re progressive. It may be against the law, but
it shouldn’t be. We’re inventing the future, re-writing the rules, so we
must stay on the vanguard of social change." Is it any wonder that
executives of such organizations would have few qualms about breaking other
Secondly, such an organizational culture co-opts employees who do have
moral qualms about such policies. Christian employees who invest their time,
talents, and gifts with these corporations end up, whether they like it or
not, directly aiding and abetting the evil that they do. Many know this, and
protest—at the risk of their careers—or leave. And the corporation wins
another battle in their war of moral attrition.
Or they don’t protest. They "compartmentalize" their beliefs.
And the next time it comes time to make a moral stand—perhaps over
something, even, that is "more" immoral or illegal, they have
already gone through the mental gymnastics. It becomes easier and easier to
look the other way.
Am I saying that the pro-homosexual campaign that is active in many large
corporations led to the Enron scandal? Not directly. But I am saying that any
business or political organization that forces its members or employees or
citizens to compromise their moral and ethical standards is bound to become an
organization in which compromise becomes the norm.
So whatever else results from the Enron scandal—and there will be many
financial, legal, and regulatory consequences—I hope that it will also force
some of our corporate leaders to take a look at the "social
engineering" agenda that many of them have embarked upon—and see if
perhaps they have not already taken a step too far.
The obvious solution is to legalize sodomy so that these companies would no
longer encourage illegal behavior. —Bob Summersgill
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