Margaret Singer - cult expert - passed away

by Dogpatch 3 Replies latest jw friends

  • Dogpatch
    Dogpatch

    This is a sad note. I met Margaret years ago at a conference on Satanism, Deception and Discernment. What a fightin' gal! I will miss her. - Randy Margaret Singer -- expert on brainwashing San Francisco Chronicle, Tuesday, November 25, 2003, Page A-19 By Steve Rubenstein, Chronicle Staff Writer

    Margaret Singer, the soft-spoken but hard-edged Berkeley psychologist and expert on brainwashing who studied and helped authorities and victims better understand the Peoples Temple, Branch Davidian, Unification Church and Symbionese Liberation Army cults, has died.

    Professor Singer, 82, died Sunday after a long illness at Alta Bates Medical Center in Berkeley.

    "She's one of a kind, the foremost authority on brainwashing in the entire world,'' said lawyer Paul Morantz in an interview last year. Morantz led the effort against the Synanon cult in the 1970s. "She is a national treasure.''

    She testified in the 1976 bank robbery trial of newspaper heiress Patricia Hearst, who was kidnapped by the Symbionese Liberation Army, and at the 1977 hearing for five young members of the Rev. Sun Myung Moon's Unification Church whose parents sought to have them "deprogrammed.''

    On the witness stand or in the kitchen of her Berkeley hills home, where Professor Singer did much of her work, she was calm, authoritative, smart, unshakable, funny and unfailingly polite.

    She interviewed more than 3,000 cult members, assisted in more than 200 court cases and also was a leading authority on schizophrenia and family therapy.

    "I might look like a little old grandma, but I'm no pushover,'' she told a reporter last year, just before tossing back another shot of Bushmills Irish whiskey, her libation of choice.

    "My mom spent her whole life assisting other people -- victims, parents or lawyers -- and often for free,'' said Sam Singer, a San Francisco publicist. "Nothing gave her greater joy than helping to get someone unscrewed up.''

    She was occasionally threatened by cult leaders and their followers, and she never backed down. Professor Singer liked to tell how, at the age of 80, she frightened off a stalker who had been leaving menacing notes in her mailbox.

    "I've got a 12-gauge shotgun up here, sonny, and you'd better get off my porch, or you'll be sorry!'' she hollered out the window. "And tell your handlers not to send you back!''

    She was born in Denver, where her father was the chief engineer at the U. S. Mint. She received her bachelor's, master's and doctoral degrees from the University of Denver.

    She began to study brainwashing in the 1950s at Walter Reed Institute of Research in Washington, D. C., where she interviewed U.S. soldiers who had been taken prisoner during the Korean War. She came to Berkeley in 1958 and found herself in a prime spot to study the cult scene of the 1960s and 1970s.

    "I started hearing from families who had missing members, many of them young kids on our campus, and they all would describe the same sorts of things, '' she said. "A sudden change of personality, a new way of talking . . . and then they would disappear. And bingo, it was the same sort of thing as with the Korean War prisoners, the same sort of thought-reform and social controls. ''

    "You find it again and again, any time people feel vulnerable,'' she said.

    "There are always sharpies around who want to hornswoggle people.''

    She dispensed much of her advice over the phone, which always seemed to be ringing with anxious parents, victims or lawyers from around the world, all seeking advice. For decades, she also held court at a large table near the front door of Brennan's bar and restaurant in West Berkeley, where she and her husband, Jerome, were Tuesday night regulars and where she would treat friends and admirers to corned beef, cabbage and multiple rounds of Irish coffee.

    She was the author of "Cults in Our Midst,'' the authoritative 1995 study on cults that she revised earlier this year with analysis of the connection between cults and terrorism. She was the winner of the Hofheimer Prize and the Dean Award from the American College of Psychiatrists and of achievement awards from the Mental Health Association of the United States and the American Family Therapy Association. She was a past president of the American Psychosomatic Society and a board member of the Kaiser Foundation Research Institute Review Board and the American Family Foundation.

    She is survived by her husband of 48 years, Jerome, and by two children, Sam and Martha, all of Berkeley.

    A funeral will be held at 1 p.m. on Monday at the McNary-Morgan, Engle and Jackson funeral home, 3630 Telegraph Ave, Oakland. Memorial donations may be sent to the American Family Foundation, P.O. Box 413005, Suite 313, Naples FL 34101-3005.

    Chronicle staff writer Kevin Fagan contributed to this report.

    http://www.sfgate.com/cgi-bin/article.cgi?file=/chronicle/archive/2003/11/25/BAGAG3A5A11.DTL

  • detective
    detective

    Sad news. Her efforts won't be forgotten.

  • Simon
    Simon

    Sad news, but I think the world in general is a lot more aware of cult issues nowadays so she must have had an influence.

  • Valis
    Valis
    "I've got a 12-gauge shotgun up here, sonny, and you'd better get off my porch, or you'll be sorry!'' she hollered out the window. "And tell your handlers not to send you back!''

    *LOL* hee haw Margaret! R.I.P.

    She certainly knew her cults and had JWs spot on I think..

    Dr. Margaret T. Singer's 6 Conditions for Thought Reform


    These conditions create the atmosphere needed to put a thought reform system into place:

    • Keep the person unaware of what is going on and how she or he is being changed a step at a time.

        Potential new members are led, step by step, through a behavioral-change program without being aware of the final agenda or full content of the group. The goal may be to make them deployable agents for the leadership, to get them to buy more courses, or get them to make a deeper commitment, depending on the leader's aim and desires.

    • Control the person's social and/or physical environment; especially control the person's time.

        Through various methods, newer members are kept busy and led to think about the group and its content during as much of their waking time as possible.

    • Systematically create a sense of powerlessness in the person.

        This is accomplished by getting members away from the normal social support group for a period of time and into an environment where the majority of people are already group members.

        The members serve as models of the attitudes and behaviors of the group and speak an in- group language.

        Strip members of their main occupation (quit jobs, drop out of school) or source of income or have them turn over their income (or the majority of) to the group.

        Once stripped of your usual support network, your confidence in your own perception erodes.

        As your sense of powerlessness increases, your good judgment and understanding of the world are diminished. (ordinary view of reality is destabilized)

        As group attacks your previous worldview, it causes you distress and inner confusion; yet you are not allowed to speak about this confusion or object to it -- leadership suppresses questions and counters resistance.

        This process is speeded up if you are kept tired -- the cult will keep you constantly busy.

    • Manipulate a system of rewards, punishments and experiences in such a way as to inhibit behavior that reflects the person's former social identity.

        Manipulation of experiences can be accomplished through various methods of trance induction, including leaders using such techniques as paced speaking patterns, guided imagery, chanting, long prayer sessions or lectures, and lengthy meditation sessions.

        Your old beliefs and patterns of behavior are defined as irrelevant or evil. Leadership wants these old patterns eliminated, so the member must suppress them

        Members get positive feedback for conforming to the group's beliefs and behaviors and negative feedback for old beliefs and behavior.

    • Manipulate a system of rewards, punishments, and experiences in order to promote learning the group's ideology or belief system and group-approved behaviors.

        Good behavior, demonstrating an understanding and acceptance of the group's beliefs, and compliance are rewarded while questioning, expressing doubts or criticizing are met with disapproval, redress and possible rejection. If one expresses a question, he or she is made to feel that there is something inherently wrong with them to be questioning.

        The only feedback members get is from the group, they become totally dependent upon the rewards given by those who control the environment.

        Members must learn varying amounts of new information about the beliefs of the group and the behaviors expected by the group.

        The more complicated and filled with contradictions the new system in and the more difficult it is to learn, the more effective the conversion process will be.

        Esteem and affection from peers is very important to new recruits. Approval comes from having the new member's behaviors and thought patterns conform to the models (members). Members' relationship with peers is threatened whenever they fail to learn or display new behaviors. Over time, the easy solution to the insecurity generated by the difficulties of learning the new system is to inhibit any display of doubts -- new recruits simply acquiesce, affirm and act as if they do understand and accept the new ideology.

    • Put forth a closed system of logic and an authoritarian structure that permits no feedback and refuses to be modified except by leadership approval or executive order.

        The group has a top-down, pyramid structure. The leaders must have verbal ways of never losing.

        Members are not allowed to question, criticize or complain -- if they do, the leaders allege that the member is defective -- not the organization or the beliefs.

        The individual is always wrong -- the system, its leaders and its belief are always right.

        Conversion or remolding of the individual member happens in a closed system. As members learn to modify their behavior in order to be accepted in this closed system, they change -- begin to speak the language -- which serves to further isolate them from their prior beliefs and behaviors.

    Sincerely,

    District Overbeer

Share this

Google+
Pinterest
Reddit