• FROM Hillsborough to Grenfell Tower, to the murders of babies, whistleblowers have had a tough time challenging the culture of “groupthink”.

This term, coined by William H Whyte in 1952, described a group, isolated from outside influence, establishing a “correct” managerial position, institutionally impervious to (or dismissive of) dissent, and confident in their own rectitude.

We’ve all experienced such “managers” who discount (as psychologist Irving James noted in 1972) warnings that might challenge them, sidelining any consequences of their actions, in the process, classifying whistleblowers as “disturbing the status quo”, and applying pressures to conform against those who deviate from “the group consensus”, thus shielding themselves from the insights of witnesses (Kevin Dutton: The Wisdom of Psychopaths: Lessons in Life from Saints, Spies and Serial Killers).

What will be the result of yet another “full inquiry” or review of practices? “Your response is important to us”?

MIKE BOR, W2