HOW DOES CORRUPTION GROW INSIDE AN ORGANIZATION AND HOW CAN WE NIP IT IN THE BUD?

HOW DOES CORRUPTION GROW INSIDE AN ORGANIZATION AND HOW CAN WE NIP IT IN THE BUD?

Christian teaching reminds us that not every wrongdoing is already a sin. Even so, every wrongdoing, no matter how small, has the potential to become something far worse if it is tolerated. The same principle applies to corruption.

Petty corruption may appear harmless. Some people even dismiss it as part of the "kalakaran" or the normal way of doing things. I remember a time when many accepted small favors, minor violations of procedures, or little acts of dishonesty as if they were simply part of organizational life. Unfortunately, what begins as "small" rarely stays small.

Corruption does not suddenly appear as billion-peso scandals or elaborate kickback schemes. It usually starts with one minor violation that everyone notices but no one dares to question. Someone breaks a rule "just this once." Others see it and remain silent. Soon it is repeated until it becomes normal. Before long, honesty becomes the exception instead of the rule.

Research confirms what common sense already tells us. The Association of Certified Fraud Examiners (ACFE), in its 2026 Report to the Nations, which analyzed 2,402 occupational fraud cases across 143 countries, found that about eight out of ten fraudsters displayed behavioral red flags before they were caught. On average, fraud continued for about one year before action was taken. The longer the fraud remained undetected, the greater the financial losses. The report also found that organizations with stronger anti-fraud controls suffered lower losses and detected fraud much earlier.

Perhaps the greatest danger is when leaders themselves become involved. When those at the top violate the rules, they silently give permission for everyone else to do the same. Ethical employees become discouraged, while dishonest employees become emboldened. Eventually, corruption ceases to be an individual problem and becomes part of the organizational culture.

This is also supported by behavioral science. Studies have shown that repeated dishonesty gradually becomes easier because the human brain adapts to unethical behavior. Likewise, societies where rule-breaking becomes socially acceptable tend to experience lower levels of intrinsic honesty.

How then do we nip corruption in the bud?

First, we must stop treating "small" violations as insignificant. Every unexplained expense, every unauthorized shortcut, every conflict of interest, and every ignored procurement rule deserves attention.

Second, organizations must build systems that make corruption difficult. No single person should control an entire transaction. Digital audit trails, surprise audits, transparent procurement, and independent whistleblower mechanisms should become standard practice rather than exceptions.

Third, integrity should be rewarded as much as performance. A "star performer" who violates ethical standards ultimately costs an organization far more than the profits he or she appears to generate.

Finally, each of us has a personal responsibility. Whether in government, business, schools, churches, or civic organizations, we should have the courage to speak up when we see wrongdoing. Silence often becomes the fertilizer that allows corruption to grow.

The fight against corruption is not won only in the courtroom. It is won every day, every time an ordinary person refuses to accept dishonesty as "normal." If we truly want clean government and honest institutions, we must destroy the culture of corruption before corruption destroys the culture.

RAMON IKE V. SENERES

www.facebook.com/ike.seneres  iseneres@yahoo.com  senseneres.blogspot.com  09088877282/08-15-2027