It's not as loud as evil, not as sharp as crime, but it's persistent, widespread, and corrupts the very norms that should be respected. This shamelessness is no longer the private matter of a few deviant individuals, but has become a phenomenon worthy of reflection in many groups, agencies, and organizations.
Shamelessness, first and foremost, manifests in blatant laziness. They arrive at the office (perhaps) on time in the morning and leave (perhaps) right on time in the evening; their attendance records (seem) complete, but in the time between, their presence is as faint as the setting sun. Collective work is "not my responsibility"; collective responsibility is "taken by someone else." They live within the group like hitchhikers: riding on someone else's vehicle, enjoying the shared air conditioning, using the shared name, but absolutely not putting in any effort for the journey.
Laziness is inherently reprehensible, but laziness that leads to uselessness is truly đáng bàn (worthy of discussion). Uselessness here doesn't stem from limited ability – because no one is born perfect – but from attitude. A refusal to learn, to improve, to accept feedback, and a constant readiness to find excuses for their inertia. In their assigned tasks, they show no initiative, creativity, or willingness to think outside the box; when not given work, they appear "abandoned" or "untrusted." This is the type of person who neither wants to work nor is willing to step aside to let others do it.
But the height of shamelessness only truly emerges when personal interests are threatened. Faced with objective collective assessments and transparent summary results, they suddenly become "sensitive," "hurt," and especially… very noisy. Unreasonable demands are made with the tone of someone wronged, even though they have never demonstrated any concrete contribution to the common work. At this point, the collective effort, the sweat of colleagues, the sleepless nights of many seem to cease to exist in their view.
Their shamelessness is further demonstrated by the fact that instead of self-reflection, they turn to putting pressure on the organization. When their personal desires are not met, they may resort to negative actions: slander, incitement, internal disruption, and even damaging the organization's reputation, all to satisfy their wounded ego. This is cheap "courage"—courage used to demand rights, not to take responsibility.
Sadly, shamelessness often cloaks itself in morality. They talk about fairness, humanity, and recognizing effort, but forget the prerequisite for any recognition: genuine effort. They demand respect from the group, yet they themselves have never respected discipline, their colleagues, or common standards. In this distorted logic, rights are taken for granted, while obligations are merely… for reference.
A team can tolerate temporary shortcomings, but it's difficult to thrive if it fosters prolonged incompetence. This is because incompetence not only harms work efficiency but also erodes trust – a fragile yet crucial element in fostering teamwork. When honest workers are equated with incompetent ones, and when responsible individuals are burdened with the work of irresponsible people, discouragement is inevitable.
Discussing shamelessness isn't about naming names, but about reiterating a seemingly simple principle: In any healthy group, individual value is measured by contribution, not by noise; by effectiveness, not by demands. Self-respect doesn't come from being favored, but from knowing where you stand, what you can do, and what you still lack.
Society doesn't fear those who are incompetent; it fears those who are both incompetent and shameless. Because when brazenness is considered normal, when lack of integrity is justified with flowery language, it's not just a problem for an individual, but a warning sign for an entire environment that needs to be re-examined.
Perhaps it's time for each person, before making demands, to learn to look back at themselves. Because integrity, after all, is not something given by others, but the final boundary that allows a person to still stand tall within a group.
Source: https://baovanhoa.vn/doi-song/ban-ve-su-tro-tren-190603.html
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