Another common form of denial in organizations is the refusal to apologize for mistakes. I once worked for a vice president and a senior vice president both of whom made their share of mistakes. People confronted them, but they could never apologize. The refusal to apologize is a denial of our impact on others. The ability to apologize is a prerequisite for transformational leaders who will make many mistakes.
Apology builds mutual trust.
Addictive organizations hold out new promises for the future to distract people from the present. Little really changes, except the level of pain in the organization. At the same time, these organizations absorb into their destructive essence anything that promises to be healthier. Successful empowerment programs are sabotaged by those who say they support such things. Often those who yell the loudest for change, resist it the most.