KASH PATEL’S PERSONALIZED BOURBON STASH; The Atlantic, May 6, 2026

 Sarah Fitzpatrick, The Atlantic; KASH PATEL’S PERSONALIZED BOURBON STASH

"George Hill, a former FBI supervisory intelligence analyst, told me that Patel’s conduct represented a fundamental misunderstanding of the bureau’s history and of the culture of quiet professionalism that he had observed working under previous FBI directors. “Handing out bottles of liquor at the premier law-enforcement agency—it makes me frightened for the country,” he said. “Standards apply to everything and everyone—especially the boss.”

Hill and others described an organization struggling to uphold its mission amid purges of experienced staff and under a distracted leadership. “When you degrade the office like that, you degrade the impact,” Hill said, adding that he was particularly concerned about what would happen in a time of crisis. “It’s a failure to lead.”

The Unraveling of the Justice Department: Sixty attorneys describe a year of chaos and suspicion.; The New York Times Magazine, November 16, 2025

 Emily Bazelon and Rachel Poser, Photographs by Stephen Voss , The New York Times Magazine; The Unraveling of the Justice Department: Sixty attorneys describe a year of chaos and suspicion.

President Trump’s second term has brought a period of turmoil and controversy unlike any in the history of the Justice Department. Trump and his appointees have blasted through the walls designed to protect the nation’s most powerful law enforcement agency from political influence; they have directed the course of criminal investigations, openly flouted ethics rules and caused a breakdown of institutional culture. To date, more than 200 career attorneys have been fired, and thousands more have resigned. (The Justice Department says many of them have been replaced.)

What was it like inside this institution as Trump’s officials took control? It’s not an easy question to answer. Justice Department norms dictate that career attorneys, who are generally nonpartisan public servants, rarely speak to the press. And the Trump administration’s attempts to crack down on leaks have made all federal employees fearful of sharing information.

But the exodus of lawyers has created an opportunity to understand what’s happening within the agency. We interviewed more than 60 attorneys who recently resigned or were fired from the Justice Department. Much of what they told us is reported here for the first time..."

"“They didn’t want the ethics office calling them up and telling them what to do.” Joseph Tirrell, former director of the Departmental Ethics Office"

Immigration agents told a teenage US citizen: ‘You’ve got no rights.’ He secretly recorded his brutal arrest; The Guardian, July 25, 2025

Clare Considine, The Guardian; Immigration agents told a teenage US citizen: ‘You’ve got no rights.’ He secretly recorded his brutal arrest

[Kip Currier: It's profoundly disquieting to read how the officers conducted themselves in this incident. The lack of professional conduct we can see and hear with our own eyes and ears is appalling and stomach-churning.

One can't help but wonder about all the other stops and arrests like this that occur every day and which we know nothing about. Without well-maintained democratic systems of checks and balances, rigorous training and oversight, transparency, accountability, ethical guardrails,and personal integrity and honor, we know from this example and many others that unbridled lawlessness like this is occurring and will likely continue to be present unless remedial measures are implemented.

The larger and more concerning issue is that this type of conduct is ostensibly modeled, normalized, and rewarded in the Trump 2.0 organizational culture.

Sadly, in the absence of administration officials speaking out against these kinds of law enforcement excesses, it's reasonable to conclude that these types of incidents are acceptable to, if not suborned, by the leaders in charge. The dehumanization, fear, and cruelty are the point, in order to advance policy aims.]

[Excerpt]

"On the morning of 2 May, teenager Kenny Laynez-Ambrosio was driving to his landscaping job in North Palm Beach with his mother and two male friends when they were pulled over by the Florida highway patrol.

In one swift moment, a traffic stop turned into a violent arrest.

A highway patrol officer asked everyone in the van to identify themselves, then called for backup. Officers with US border patrol arrived on the scene.

Video footage of the incident captured by Laynez-Ambrosio, an 18-year-old US citizen, appears to show a group of officers in tactical gear working together to violently detain the three men*, two of whom are undocumented. They appear to use a stun gun on one man, put another in a chokehold and can be heard telling Laynez-Ambrosio: “You’ve got no rights here. You’re a migo, brother.” Afterward, agents can be heard bragging and making light of the arrests, calling the stun gun use “funny” and quipping: “You can smell that … $30,000 bonus.”"

Four Marines trained an Air Force base to take the Marine Corps fitness test. The Air Force gave them medals for it.; Task & Purpose, September 9, 2024

MATT WHITE, Task & Purpose; Four Marines trained an Air Force base to take the Marine Corps fitness test. The Air Force gave them medals for it 

[Kip Currier: Proud son of a U.S. Air Force veteran -- my Dad -- with my early boyhood years spent on a USAF base, and also have Marine culture present in my life, too. 

Thanks to ALL who served/serve to keep us safe and work tirelessly to maintain our democracy.

Using this cool, inspiring story in my Strategic Planning lecture later today for my Managing and Leading Information Services graduate course this term...Great examples of:

• having a Leadership Vision
• setting and attaining Goals and Objectives
• adapting to Organizational Culture
• promoting Collaboration and Diversity/Inclusion
• embracing and managing Change
• facilitating Communication
• recognizing/celebrating Achievement and Success]

[Excerpts]

"Since 2022, a small group of Marines at Little Rock Air Force Base, Arkansas have been holding Marine Corps-style PT sessions for airmen going through the base’s professional development schools.

Their goal: get the troops from the Air Force — often denigrated by more fitness-oriented branches as the ‘Chair Force’ — to pass the Marine Corps’ grueling Combat Fitness Test.

Apparently, the Marines did such a dedicated, motivated and fired-up job that the base commander decorated them with Air Force medals.

Marine Sgt. Alexander Martinez led the program and was one of four Marines who received an award for developing the fitness regimen.

“Being a Marine on an Air Force base is a culture shock, but working with a sister branch in a joint effort is extremely valuable,” Martinez told Task & Purpose in an email...

“The airmen are most enthusiastic when they finish the entire CFT and sometimes they will ask if they can run another one in the future,” said Alexander.

Some, he said, truly excelled. Senior Airman Svetlana Escobar joined Martinez’s team of instructors after scoring a perfect 300.

In the last two years at Little Rock, the Marines put nine classes of the Airman Leadership School through the training, along with 12 other professional seminars and three all-base sporting events with 400 people."

Navy unveils new culture campaign to show ‘what right looks like’; Navy Times, March 29, 2024

 Diana Stancy, Navy Times; Navy unveils new culture campaign to show ‘what right looks like’

"The Navy rolled out a new effort this month to reframe Navy culture and provide leaders the right tools to understand their sailors better.

The so-called “Culture of Excellence 2.0″ initiative aims to align several existing Navy programs and concepts and place them into a single resource to help command triads improve their culture, a naval administrative message, or NAVADMIN, released this month said."

Office snacks might be dying off. Good.; Vox, May 5, 2022

Emily Stewart , Vox ; Office snacks might be dying off. Good. 

If your employer loves you, they should give you money, not a granola bar.

"I’m not saying office snacks are the devil. (And maybe I’m just the office snack grinch!) Of the ways companies try to get employees to work longer and harder and feel better about their jobs without having to do much, snacks are just a small factor. Some firms pay for dinner, but only if you stay until a certain time. Or they’ll put gyms and massages and dry cleaning services on the premises, which again, sure, fine, but maybe everyone would be fine just working out without their coworkers around, and leaving the premises to do so. And all of these perks shouldn’t overshadow what really makes a workplace good: good pay, reliable benefits, a safe environment. A couple of years ago, I talked to a Family Dollar worker who said corporate had sent her store cookies at the outset of the pandemic while the workers waited for sneeze guards. I think about it a lot.

If work-from-home and a dying tax deduction are the death of office snacks, it won’t be the end of the world. They were never that great in the first place."

Two members of Google’s Ethical AI group leave to join Timnit Gebru’s nonprofit; The Verge, February 2, 2022

 Emma Roth, The Verge; Two members of Google’s Ethical AI group leave to join Timnit Gebru’s nonprofit

"Two members of Google’s Ethical AI group have announced their departures from the company, according to a report from Bloomberg. Senior researcher Alex Hanna, and software engineer Dylan Baker, will join Timnit Gebru’s nonprofit research institute, Distributed AI Research (DAIR)...

In a post announcing her resignation on Medium, Hanna criticizes the “toxic” work environment at Google, and draws attention to a lack of representation of Black women at the company."

Why Your DEI Programs Are Not Working; American Libraries, January 23, 2022

Sanhita SinhaRoy , American Libraries; Why Your DEI Programs Are Not Working

"In her 15-minute Shop Talk session, “3 Reasons Your DEI Programs Are Not Working,” Elaina Norlin presented research and anecdotes from consulting on DEI issues to attendees of ALA’s LibLearnX virtual conference on January 23.

Norlin, author of The Six-Step Guide to Library Worker Engagement (ALA Editions, 2021) and professional development and DEI program coordinator for the Association of Southeastern Research Libraries, began by noting that DEI programming is a billion-dollar business. In 2020, it was worth $8 billion and growing...

She suggested looking at three key areas within your institution:

Organization Climate. “It’s where your feelings are.” It’s the vibe or feel of your organization and where the DEI work resides. “It’s a snapshot.”

Organizational Norms. These are the rules of your organization. They dictate your day-to-day operations: your policies, procedures, strategic plans, and vision statements. “This is where the people-over-policy stuff comes into play.” Some rules and policies may have been written more than 25 years ago and may no longer fit how your organization operates today.

Organizational Culture. This is “the heart of the work.” This is where your company’s unwritten rules and expectations exist. This is where previous injustices, traumas, and status quos live. Even though you can’t necessarily see or feel it, culture “shapes the climate.” The problem: “You can’t change what’s unwritten.”"

New Vikings regime could be 'breath of fresh air' as improving culture plays key role; ESPN, January 14, 2022

Courtney Cronin ESPN Staff Writer, ESPN; New Vikings regime could be 'breath of fresh air' as improving culture plays key role

"Whomever the Minnesota Vikings (Links to an external site.) hire as their next head coach has an important order of business: fix the disconnect between players and coaches.

When Vikings owners Zygi and Mark Wilf fired coach Mike Zimmer and general manager Rick Spielman on Monday, it became clear that players, ownership and many inside the organization felt a culture shift was needed to move the franchise in the right direction...

“I don't think a fear-based organization is the way to go,” linebacker Eric Kendricks (Links to an external site.) said.

How the culture needs to change within a team that missed the playoffs the last two seasons takes center stage for the Vikings, who aren’t looking for the new regime to oversee a rebuild, but rather to make essentially the current roster a Super Bowl contender."

Don’t Let the Pandemic Sink Your Company Culture; Harvard Business Review (HBR), August 17, 2020

Jenny Chatman

 and 

Francesca Gino

,  Harvard Business Review (HBR); Don’t Let the Pandemic Sink Your Company Culture

"3. Model transcendent values. When the pandemic started, leaders of &pizza, a Washington, D.C.-based pizza chain that serves creative, oblong pies, decided this would be the perfect moment to leverage their culture. As they told one of us (Francesca), their founding philosophy was “doing good while being good” — to both serve and reflect the communities where their shops are located.

The leaders of &pizza created an initiative in March 2020 to provide free pies to health workers in hospitals dealing with Covid-19 patients. And recognizing how the pandemic might strain their own “tribe” (i.e., its employees), they raised workers’ hourly pay and increased their benefits — for instance, they offered free access to Netflix and paid for their travel to work. The company also gave employees who wanted to join protests after the killing of George Floyd paid time off. The company has retained 90% of its employees, and the 10% who left are mainly people who asking to be let go because of personal reasons. (Before the pandemic, its normal turnover rate was 10%.)

It is very likely that your organization has already adapted more quickly and effectively during the pandemic than you ever thought possible. Build on that progress by communicating that accomplishment to your employees and instituting the practices we’ve described. Doing so will almost certainly strengthen your culture — one that will help your organization better contend with whatever lies ahead."

2 Sentenced to House Arrest in Long-Running Scheme to Steal Rare Books; The New York Times, June 20, 2020

Michael Levenson, The New York Times; 2 Sentenced to House Arrest in Long-Running Scheme to Steal Rare Books

[Kip Currier: We've been exploring this egregious breach of public trust and abject dereliction of institutional leadership as a case study in the new The Information Professional in the Community graduate course I launched this term.

Glaring and appallingly negligent instances of organizational malfeasance and breach of fiduciary responsibility -- over the course of more than 20 years -- are replete throughout this sordid saga. Much, if not all, of what was perpetrated by the morally-deficient defendants, archivist Gregory Priore and local bookshop owner John Schulman, was foreseeable and preventable by those charged with the duties of safeguarding and shepherding our cultural heritage and scientific treasure. Organizational leaders and Boards should also be held accountable for these kinds of ethical lapses and fiduciary failures that occur on their watches.]

"Patrick Dowd, board chair of the Carnegie Library of Pittsburgh, said the thefts “will forever raise doubts about the security of all future charitable donations, particularly to the Carnegie Library.”"

On National Inventors’ Day, Celebrating IBM’s Innovators; Forbes, February 11, 2020

Dario Gil, Director of IBM Research, Forbes; On National Inventors’ Day, Celebrating IBM’s Innovators

"It all boils down to the culture, and the diverse global network of human beings who drive it. As Chieko Asakawa, who lost her eyesight at age 14 and went on to pioneer technologies that open the wonders of the Internet to visually impaired users, puts it: “IBM has a culture that respects each person’s own perspective. It’s a culture of listening, discussion and thinking about ideas together.”

Asakawa was recently inducted into the National Inventors Hall of Fame for her work to create the Home Page Reader, a web-to-speech system, improving internet accessibility and usability for the visually impaired. 

“When I started working for IBM,” she reflects, “my blindness became my strength.”

And her strength—along with the talent of all her inventive colleagues—is one of IBM’s greatest assets."

What's The Difference Between Compliance And Ethics?; Forbes, May 9, 2019

Bruce Weinstein, Forbes; What's The Difference Between Compliance And Ethics?

 "As important as both compliance and ethics are, ethics holds us to a higher standard, in my view. It's crucial to respect your institution's rules and policies, as well as the relevant laws and regulations, but your duties don't stop there.

High-character leaders ask, "What is required of me?" but they don't leave it at that. Ethical leaders also ask, "What is the right thing to do? How would an honorable person behave in this situation?"

Inside Facebook's 'cult-like' workplace, where dissent is discouraged and employees pretend to be happy all the time; CNBC, January 8, 2019

Salvador Rodriguez, CNBC; Inside Facebook's 'cult-like' workplace, where dissent is discouraged and employees pretend to be happy all the time

"Former employees describe a top-down approach where major decisions are made by the company's leadership, and employees are discouraged from voicing dissent — in direct contradiction to one of Sandberg's mantras, "authentic self."...

"All the things we were preaching, we weren't doing enough of them. We weren't having enough hard conversations. They need to realize that. They need to reflect and ask if they're having hard conversations or just being echo chambers of themselves.""

Leading With Ethics; Forbes, January 7, 2019

Janine Schindler, Forbes; Leading With Ethics

"In today’s high-visibility world with the constant social media avalanche, it’s more important than ever to ensure that, as a leader, your ethical message is consistent. Anyone out there can talk the talk, but if you don’t truly believe in the importance of ethical behavior in your business career, it will become apparent to your employees, your peers and to the people occupying the C-suite.

If you’re searching for the answer to the ongoing dilemma of how to nurture an environment of trust, accountability and respect in the workplace, start with practicing ethical leadership in all levels of management.

To be an ethical leader, you must demonstrate ethical behavior — not just when others are looking, but all the time and over time. Consistently doing what's right, even when it's difficult, should be an integral part of a leader’s makeup. If you behave in an ethical manner when you’re in the spotlight, but avoid responsibility, cut corners and value profit above people behind closed doors, it is inevitable you’ll be found out."

Accenture CEO: Diversity and Inclusion Start From Within; Fortune, January 8, 2019

Damanick Dantes, Fortune; Accenture CEO: Diversity and Inclusion Start From Within

"Good leaders succeed by not only treating employees well, but also by measuring the results of building an inclusive work environment. After all, “the real driver of culture [outside of good leadership] is about how it feels to come into work every day,” Sweet says."

CBS Report on Moonves Shows Epic Failure of Corporate Governance; The New York Times, December 4, 2018

James B. Stewart, The New York Times; CBS Report on Moonves Shows Epic Failure of Corporate Governance

[Kip Currier: Another example of toxic organizational culture--at multiple levels--that's also a "teachable moment" case study on the need for ethical leadership.

It's also (another) call for action and responsibility by Board members in all kinds of organizations--for profit and non-profit:

If you see (or reasonably suspect) something illicit, illegal, or unethical is occurring within your organization, say something!

You have an ethical duty to act. Not to cover up, turn away your gaze, or enable.

Ask tough questions. Demand answers. Report concerns and observations to outside parties when you can't get answers or information from within.

Do your duty. Do the right thing.

Even if it's hard.]

"As a draft report prepared by CBS’s outside lawyers now makes clear, many of the company’s employees, including high-ranking executives and even members of its board, were aware of the former chief executive Leslie Moonves’s alleged sexual misconduct and subsequent efforts to conceal it.

Yet no one acted to stop him — and the repercussions for that failure are likely to reverberate at CBS for years.

“A culture where this behavior could have gone unchecked for so long with so much knowledge is really troubling,” said Charles M. Elson, an expert on corporate governance at the University of Delaware. “This is a disaster for CBS shareholders. There’s been no other #MeToo incident with this kind of negative impact” on a major American company...

Members of corporate boards, senior executives and even rank-and-file employees have a duty of loyalty — to the company, not its chief executive. They’re required by corporate law, company policy and in many cases their employment contracts to report misconduct to the board."

Mueller Exposes the Culture of Lying That Surrounds Trump; The New York Times, December 1, 2018

Sharon LaFraniere, The New York Times; Mueller Exposes the Culture of Lying That Surrounds Trump

"If the special counsel, Robert S. Mueller III, has proved anything in his 18-month-long investigation — besides how intensely Russia meddled in an American presidential election — it is that Mr. Trump surrounded himself throughout 2016 and early 2017 with people to whom lying seemed to be second nature.

They lied to federal authorities even when they had lawyers advising them, even when the risk of getting caught was high and even when the consequences for them were dire.

 

Even more Trump associates are under investigation for the same offense. They are part of a group of people surrounding Mr. Trump — including some White House and cabinet officials — who contribute to a culture of bending, if not outright breaking, the truth, and whose leading exemplar is Mr. Trump himself."

Five Ways To Boost Inclusivity Within Your Organization; Forbes, November 28, 2018

Jeff Thomson, Forbes; Five Ways To Boost Inclusivity Within Your Organization

"Let’s dispel a myth for a moment. Diversity and inclusion (D&I) are only about race and gender. Right?

Wrong. Diversity includes sexual orientation, religious affiliation, ethnicity, disability, socioeconomic status, age and personality traits.

There’s a similar misconception that these are all things your HR managers are exclusively responsible for. Wrong again. Yes, HR plays an important role, but D&I must be a standard that is set from the top down, and that means at the CEO level. There is a good reason for this: D&I initiatives, properly implemented, give organizations an edge. The research doesn’t lie; according to Deloitte’s “Global Human Capital Trends” survey, 78 percent of respondents now believe D&I is a competitive advantage.

And it is. From a business perspective, D&I can help increase a company’s bottom line, drive innovation and create more opportunities for growth – attracting more top-tier talent. As a CEO, I believe there’s unquestionable value in the D&I initiative within the professional membership association I lead. But I’ve also witnessed its impact firsthand on the finance and accounting industry. At IMA® (Institute of Management Accountants), we’ve committed ourselves to ensuring that our members and staff, and ultimately the businesses they serve, feel represented, heard and included.

Here’s how you can do the same.


How to Boost Inclusivity Within Your Organization"

Move Fast And (Don't) Break Things; Forbes, September 20, 2018

Eric Schrock, Forbes; Move Fast And (Don't) Break Things

[Kip Currier: Excellent points made by the author, underscoring the need for organizations of all kinds to provide and promote data ethics education and training within organizational cultures. As RuPaul would say, "Can I get an Amen up in here?!"]

"Integrate Data Ethics Training

The technology landscape is changing rapidly, and few employees are familiar with the ethical implications of new techniques. The applications of computer science are so diverse and varied that there’s no all-encompassing set of standards they can to look to. Navigating what’s right and wrong when you’re moving fast and under pressure to meet project deadlines can add a ton of pressure and be a recipe for data breach or misuse.

Companies have a duty to provide their employees with training, and we’re seeing it outside industries, too. At the University of Stanford, a joint initiative by the students in computer science, Social Good and the Stanford AI Group offer a course on the ethical implications of AI as a way to get future computer scientists and engineers to think about the role of ethics tied to the products they’re creating.

Despite the need to move fast, people need to have downtime to think about the work they’re doing and whether it addresses data privacy and security concerns. We need to stop talking about ethics only when a massive breach happens and instead ensure that they’re ingrained in workflows and across developer communities to help form broader professional standards. Companies should provide their employees with this on-the-job learning. 

In 2014, Facebook updated its motto to the less catchy “move fast with stable infrastructure."