Organizational theory as well as features of modern organization which promote concerted ignorance are examined. Three myths of organizational boundary theory are considered. The principle of moral limitations is well institutionalized. Concepts of 'insiders and outsiders,' 'enemy propaganda,' and public relations myths abound. Similar ambiguities and equally rich resources for insulating organizational deviance have built up through the intersection of personal career and organizational life. Among them are euphemistic termination process in which firings are masked as resignations, and resignations as firings, and confidant relations in which revelations too embarassing between people of equal status in the organization can flow in a harmless direction (e.g., from husband to career wife to allow existence of a morally superior non-organizational self). Rigid conceptions of hierarchical authority and the myth of social distance obscure the fact that people in organizations negotiate what will be expected of them. For example, a central issue in negotiations is to establish what co-worker will know about each other's performance. The dimensions of concerted ignorance can be multiplied by combining several boundaries. The author counters the conventional view of deferential, passive participant and suggests organizational designs (such as employee turnover and a dual organizational system) to make strategic ignorance a less likely adaptation. The preparation of this article was supported by an LEAA grant. Over 30 references are appended.