Substitute the Church Handbook of Instructions for the scriptures.
“The LDS Church has long had a highly effective approach for preventing and responding to abuse. In fact, no religious organization has done more. Although no one system is perfect and no single program will work with every organization, the LDS Church’s approach is the gold standard.”
Joseph L. Bishop, former MTC president
Paul Burdick, former bishop
Michael James Clay, former BYU professor
Michael Adam Davis
Todd Mitchell Edwards, former bishop
Francis Heber Fuller, former bishop
Timothy Jame Hallows, former bishop
Jeffrey Byron Head, former bishop
Lon Kennard Sr., former bishop
Carl Johnson, former bishop
Timothy McCleve, former bishop
Gerald E. Mortimer, former LDS Temple president
David Moss, former bishop
Michael J. Pratt, former LDS seminary principal
Keith Vallejo, former bishop
Do higher LDS priesthood leader bear any Command Responsibility when lower leaders under their authority commit sexual abuse or other forms of unrighteous dominion?
Other Notable Crimes
A 2012 article in The Economist reports that Utah is believed to have the highest per-capita rate of affinity fraud in the U.S. due to about two-thirds of the state’s residents being members of the LDS Church among whom such crimes tend to flourish.
The Wall Street Journal named Salt Lake City the “Fraud Capital of America” in a 2015 story.
Robert Glen Mouritsen, former stake president
A former stake president in The Church of Jesus Christ of Latter-day Saints has pleaded guilty in federal court to using his position to scam $1.5 million from friends and fellow church members over a 12 year period.
Robert Glen Mouritsen, 72, pleaded guilty to one count of wire fraud, a federal felony, in federal court in Salt Lake City on Wednesday, November 13, 2019.
Over a 12 year period, Mouritsen collected $1.5 million, including $326,399.51 from one victim in his Ponzi scheme. The most recent investment from this victim occurred in or around 2016.
Julius Blackwelder, former bishop in Connecticut
Shawn R. Merriman, former bishop
Chad Bennett Reid, former bishop
Kevin Thomas, former bishop
R. Dean Udy, a former stake president and regional representative
Gaylen Dean Rust Rust Rare Coin Inc.
Rick Koerber Founders Capital, and related companies Franklin Squires Investments and Franklin Squires Cos.
Landon M. Smith Real estate offering fraud and Ponzi scheme
Grant C. Affleck & Paul H. Dunn
Dunn’s attorney was James Jardine.
 A faithful man shall abound with blessings: but he that maketh haste to be rich shall not be innocent.
 He that hasteth to be rich hath an evil eye, and considereth not that poverty shall come upon him.
– Tom Irvine
Bruna Martinuzzi, Intelligent Disobedience (excerpts)
I once worked for a technology company that encouraged employees to practice what they called “Intelligent Disobedience.” The concept originates from Seeing Eye dogs: while dogs must learn to obey the commands of a blind person, they must also know when they need to disobey commands that can put the owner in harm’s way, such as when a car is approaching.
Intelligent disobedience is not about setting out to be disagreeable or arbitrarily disobeying rules for its own sake. Rather, it is about using your judgment to decide when, for example, an established rule actually hinders your organization, rather than helps it. The antonym of intelligent disobedience is blind conformity. Conformity smooths our day’s journey at work. Conformity, however, can have its downsides. It saps creativity for one, and it is, in John F. Kennedy’s parlance, “the enemy of growth.”
Here are some ideas to inspire you and others in your team to establish a culture that values intelligent disobedience:
Consider the benefits of decentralizing some of the decision-making in your unit. If you are used to making all the decisions, allow those closest to the customer the flexibility to make appropriate decisions on the spot, as for example, to right a wrong, even if the decision is contrary to some established rule of the organization. This places the value where it should be—on customer satisfaction rather than on lockstep adherence to the process—but it also places value on team members by giving them the authority to bend the rules when necessary.
Catch yourself if you habitually insist on “going by the book.” Ask yourself: Is this necessary for every issue? Might you enhance your team’s productivity if you paid more attention to the restraining effect that this could have on the people involved? What would happen if you built some elasticity in your rules, if you allowed others to apply standard procedures more flexibly?
Barry Rand of Xerox, quoted in Colin Powell’s A Leadership Primer: “. . . if you have a yes-man working for you, one of you is redundant.”