was about. It was called ' Blame perversity for the meltdown ', written by Fairfax columnist Leon Gettler (who has also written persuasively about global warming in other Op Eds ). Please do read the original. But I think I can also illustrate nicely here how what Leon says about they psychology of managerial self-reward is equally applicable to our current bind in facing up to the climate crisis. The similarity of the two problems is, to me, quite striking. So let me paraphrase (with only a few key words/phrases changed, indicated in red , and some added hyperlinks): -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- - THE market failure surrounding climate change has been blamed on greed, fraud and deceit; but the question is, why have they become so entrenched? What's been at play is the little-explored area of organisational perversity, collusion and turning a blind eye. In her book, The Perverse Organisation and Its Deadly Sins , RMIT academic Susan Long argues that organisations and corporations can create perverse systems, of which there are several forms. First, there is the state of primary narcissism , where certain interests are pursued at the expense of the general good, and others are turned into objects to serve certain ends. Second, there is a system where the awful truth is acknowledged and, at the same time, denied, echoing Freud's view that there is a