Although there is a growing management literature on the politics of denial, much of it quite Machiavellian, I do not advocate this tactic as a general strategy for managing public risk. Far from it. Being disarmingly candid is usually much better. Laying blame elsewhere was widespread. Instead of telling the truth, Sells says people interpreted the truth to best suit their own interests.
Denial thus kills candid communication, learning, justice and flexibility.
Ironically, these are the very ingredients needed for safe, long-term growth. Paradoxically, when someone steps up to the plate to tell the truth, especially against their own self-interest, their credibility goes up. Your effectiveness as a risk manager is based on your credibility. It is really all you have. People who accept rather than deny their responsibility, even if they are responsible for a loss can be forgiven, if not respected.