THE DEHUMANISING WORKPLACE: A COAFRWOLOGICAL READING OF SPIRITOPSYCHOPATHOLOGY AND WEAPONISED MANAGERIAL TOOLS IN LATE CAPITALISM

THE DEHUMANISING WORKPLACE: A COAFRWOLOGICAL READING OF SPIRITOPSYCHOPATHOLOGY AND WEAPONISED MANAGERIAL TOOLS IN LATE CAPITALISM

Authors: Mpeke-Ntonga Metila Me Nyodi- founder of Coafrwology the new African science for restoration, justice, order and global African renaissance. Director of the ICAWS-IEMAC-Institute for Contemporary African World Studies.

Abstract: This article explores the increasingly pervasive phenomenon of workplace dehumanization within the context of late capitalism, as illuminated by Mpeke Ntonga's (2024) "spiritopsychopathology" framework. Drawing on a "Coafrwological" analysis, it argues that ostensibly neutral managerial tools are systematically weaponised to control, manipulate, and intimidate staff, particularly new arrivals. This process fosters environments where "learning in the go" becomes a mechanism for power consolidation, leading to a "confiscation of the epistemy" and accentuating the risk of critical errors, especially within sensitive sectors such as health and social care. The paper posits that this systemic abuse erodes the "Western self," creating a field for spiritopsychopathology that compromises individual well-being and organizational integrity.

Keywords: Workplace bullying, spiritopsychopathology, Coafrwology, dehumanization, managerial tools, late capitalism, toxic workplace, psychological safety, health and social care.

1.       Introduction: The Emerging Crisis of Workplace Dehumanization 

The contemporary workplace, often lauded as a crucible for innovation and productivity, is increasingly revealed as a battleground where the human spirit is systematically eroded. Against the backdrop of what Mpeke Ntonga (2024) labels "worse capitalism," the pursuit of profit maximization often eclipses employee well-being, transforming spaces of collaboration into fields for spiritopsychopathology. This article aims to critically examine this transformation, drawing heavily on Mpeke's (2024) unearthing of the "Western self's dehumanization" through the weaponization of managerial tools. Utilising a "Coafrwological" lens, we contend that the very mechanisms designed for organizational efficiency—from supervision protocols to training methodologies—are frequently subverted to exert control, foster unhealthy loyalties, and perpetuate cycles of intimidation and manipulation. Coafrwology, a concept developed by Mpeke-Ntonga, is a new African science focused on restoration, justice, order, and a global African renaissance. It posits a philosophical approach that views problems holistically, considering the interconnectedness of all elements and the consequences of actions, in contrast to the more objective, variable-isolating methods of Western science. This perspective aligns with broader critiques of late capitalism (Hoggett, 2018) and management learning (Tourish, 2019).

2. The Weaponization of Managerial Tools: A "Coafrwological" Perspective Mpeke's (2024) central argument posits that the structures of management in late capitalism have mutated from instruments of coordination into instruments of control and oppression. This can be understood through a "Coafrwological" lens, which implies a deep, perhaps even conspiratorial, understanding of how power operates beneath the surface of seemingly benign organizational practices. Managerial tools, such as performance reviews, feedback systems, and even basic communication channels, are not inherently malign. However, in the context described, they become potent weapons for psychological warfare.

• Supervision as Bullying and Manipulation: As noted, supervision, intended as a supportive and developmental process, frequently devolves into sessions of bullying or manipulation (Ntonga, 2024). Instead of constructive feedback, employees, particularly new staff, face public humiliation, constant criticism over minor issues, and the intentional withholding of crucial information. This establishes a dynamic of fear and dependency, where the supervisor's authority is used to control rather than guide. The core purpose of enhancing skill and fostering growth is perverted, leading to severe psychological distress for the supervised individual. Recent research on abusive supervision (Einarsen et al., 2020) and toxic leadership (Kets de Vries, 2014) further supports this, showing it can cause "attachment insecurity at work" and that subtle toxic leadership behaviours can also erode trust and stifle innovation.  

• Confiscation of the Epistemy: A critical aspect of this weaponization is the "confiscation of the epistemy" of the setting, particularly targeting new arrivals (Mpeke-Ntonga, 2025). Epistemy, here referring to the collective knowledge, operational procedures, and unwritten rules essential for effective performance, is deliberately withheld or made difficult to access. This practice forces new staff into a vulnerable position, obliging them to navigate their roles without adequate guidance, thereby "making them vulnerable to manipulation" (Mpeke-Ntonga, 2024). This strategic deprivation of knowledge serves to, as noted by Freire (1970):

• Maintain Control: Experienced staff retain an informational advantage, solidifying their power and status within the hierarchy.

• Foster Unhealthy Loyalties: New staff are compelled to seek guidance from existing colleagues, often leading to a dependence that transcends professional boundaries and can be exploited for personal agendas or to enforce group norms that may not align with organizational best practices.

• Perpetuate Rituals of Humiliation: The struggle of new staff to acquire basic operational knowledge becomes an implicit "ritual of humiliation," reinforcing their subordinate status and susceptibility to intimidation and micro-aggressions (Mpeke-Mpeke-Ntonga, 2025). A 2024 industry report confirms that this "knowledge hoarding" is a real problem with negative impacts on organizational performance and can lead to employee burnout and frustration.  

3. "Learning in the Go" as a Mechanism for Control and Risk Amplification The reliance on "learning in the go" as a primary training methodology is not merely inefficient; it is, according to Mpeke-Ntonga (2024), a deliberate or tacit strategy that enables existing staff to maintain control and foster loyalties over new staff. This informal, often ad-hoc approach accentuates several critical risks:

• Accentuated Risk of Error: Without clear, structured training protocols or exact information on how to perform certain tasks, new staff are highly susceptible to making errors. This is particularly egregious in sensitive contexts such as health and social care, where a single misstep can have catastrophic consequences, compromising patient safety, ethical standards, and legal compliance. The potential for medication errors, incorrect procedures, or mishandling of vulnerable individuals becomes significantly elevated.

• Perpetuation of Suboptimal Practices: Learning informally often means replicating existing practices, whether they are best practices or not. This stifles innovation and prevents the introduction of new, more efficient, or safer methods. New staff, desperate to fit in and learn, adopt the ways of the existing team, even if those ways are inefficient, outdated, or even unsafe.

• Erosion of Professional Standards: The absence of standardized training weakens the professional foundation of the workforce. It hinders the development of a unified approach to care, leading to inconsistencies and a diluted sense of professional responsibility.

4. Spiritopsychopathology and the Dehumanized Self The cumulative effect of weaponized managerial tools, the confiscation of epistemy, and the risks associated with "learning in the go" culminates in a profound state of spiritopsychopathology (Mpeke-Ntonga, 2025). This term describes a condition where the individual's psychological and spiritual well-being is severely compromised by the toxic work environment. The constant exposure to:

• Humiliation and Intimidation: The emotional toll of being belittled, threatened, or constantly scrutinized.

• Microaggressions and Macro-management: The insidious impact of subtle discrimination and suffocating oversight.

• Lack of Autonomy and Trust: The erosion of self-efficacy and agency when every action is dictated or questioned. ...leads to a profound dehumanization of the "Western self" (Mpeke-Ntonga, 2025). Employees become alienated from their work, their colleagues, and ultimately, themselves. Symptoms can include chronic stress, anxiety, depression, burnout, and a deep sense of disillusionment and moral injury. The workplace transforms from a site of purpose and contribution to a source of chronic suffering.

5. Implications for Health and Social Care (UK and British Channel Islands Context) The implications of Ntonga's framework are particularly severe within the health and social care sector. In a context like UK and British Channel Islands, where communities are often close-knit and resources may be specialized, the integrity of care provision is paramount. The dynamics described can seriously compromise:

• Patient Safety and Quality of Care: As highlighted, untrained or inadequately trained staff pose direct risks to patient well-being. This can lead to increased incidents, reduced trust in services, and potential legal ramifications.

• Staff Retention and Morale: High turnover rates due to burnout and dissatisfaction among new staff will further strain an already critical sector. Existing staff may also suffer from moral injury if they are aware of the systemic issues but feel powerless to intervene.

• Organizational Reputation: Instances of poor care or staff mistreatment can severely damage the reputation of health and social care providers, impacting public trust and recruitment efforts. The unique pressures of care work, combined with the vulnerabilities inherent in a system reliant on "learning in the go" and prone to the weaponization of managerial tools, create a fertile ground for spiritopsychopathology that undermines the very mission of these essential services.

6. Conclusion: Reclaiming Humanity in the Workplace Mpeke Ntonga's (2024) "Coafrwological" reading of workplace spiritopsychopathology offers a stark and compelling critique of late capitalism's impact on the human element of work. The transformation of managerial tools into instruments of control, the strategic withholding of knowledge, and the normalization of abusive supervision practices create a deeply dehumanizing environment. This "field for spiritopsychopathology" not only compromises individual well-being but also poses severe risks to organizational effectiveness and, crucially, to the safety of those served by sectors like health and social care. Addressing this crisis requires a fundamental shift in organizational culture and practice (Gino, 2022). It necessitates a conscious effort to dismantle the weaponization of managerial tools, foster genuine psychological safety, implement robust and transparent training programs, and prioritize the human dignity of all employees. Only by reclaiming the humanity within our workplaces can we hope to mitigate the pervasive effects of spiritopsychopathology and build environments that are truly productive, supportive, and ethical (Sinek, 2019).

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