Overreacting much? His summary of your comment actually got me interested enough to read the whole comment, which I would otherwise have never read (it's not exactly a unique story).

I would like to add some constructive criticism: it seems like you are idealizing your dad in this story (his team was really the only one in this really big company making any money), which is a very normal thing to do, but it is not needed to make your point. Also, you are dehumanizing "corporate people" by calling them psychopaths. They are not (usually) psychopaths, they have feelings and empathy, but are just very good at rationalizing those feelings away. I think it is important to recognize that they are no different from you or me, since that might prevent you from doing the same thing in the future.

> They are not (usually) psychopaths, they have feelings and empathy, but are just very good at rationalizing those feelings away.

I'm really glad you made this point, and I'll add that we have to remember that most people can be induced to make callous decisions with the wrong incentive structures and the right pressures from their management. In some environments, behavior we might deem callous is merely institutional for others for pragmatic reasons.

All too often, we forget that when building institutions (commercial, government, etc.), it's critical we don't inadvertently construct systems that give people incentives to do the wrong thing. We have to stop labeling normal people as psychopaths and remind each other we can all act callously under normal circumstances. Not exceptional circumstances, but normal pressures from management and colleagues.

Dan Ariely wrote a good book that tries to explain some of the mechanics: http://danariely.com/tag/the-honest-truth-about-dishonesty/

Thank you for the whole post.