Three Critical Decisions - NHRMA Conference...Punish uncooperative behavior ... power. Becoming ....
Transcript of Three Critical Decisions - NHRMA Conference...Punish uncooperative behavior ... power. Becoming ....
Three Critical Decisions
Harmonize Values Work together to create a moral community
People and Organizations Are Complex
Accomplish Goals Thrive as an organization
Bring Diverse People Together Create effective team
Attend to Core Human Needs Be mindful of foundational drives
Be a Good Citizen How do we live into our social contract?
Goal: To Thrive as an Organization
Live into Core Mission Why do we exist?
Deliver Promised Goods and Services What have we promised to do?
Prosper Financially How do we create and manage wealth?
Can Do Those who have or will learn the skills
of the job
A Diverse Population Working Together Effectively
Will Fit Those who will live into their values
and work with those who are different
Will Do Those with strong work ethic
Attend to Core Human Needs
Search fortruth
Be safeand protect community
Belong tocommunities
Get materialand socialresources
Prioritizing Values
See the World in Color
Recognize and respondto ethical plurality in: Your self The organization The industry and stakeholders
Our Ethical Self: Our identity Our values Our choices
Ethics:Translating yourvalues into action
Self-knowledge and Self-control
Toward Ethical Maturity: the E thical S e lf
What aremy corevalues &
commitments?
What is myshadow side
& where can Ibe tempted?
Some people are good… some people are bad!
The Situated Self: The Impact of Biology
Determinants of ourimplicit bias: Our particular genetic
inheritance Our particular place in
time and history
What my parents taught me is good enough!
The Social Self: The Impact of Socialization
Social wiring thatreinforces pro-socialbehavior: Evolutionary tendency
toward tribalism Reinforce through
enforced cooperation Encourage direct
reciprocity: tit for tat
I learned everything I needed by kindergarten!
The Social Self: The Impact of Socialization
Social wiring thatdiscourages anti-social behavior: Punish uncooperative
behavior Punish “free-riders” Use moral indignation and
gossip to reinforce norms
I just know the right thing to do!
The Social Self: Personal Narrative
Explaining Our place in community Includes education and
profession
Interpreting Making meaning and purpose
of events Includes that which we can
change and that which we can’t
Example of Social Prompting
Essential Conversations
Defining Values
Values are ideals that: Give significance to our lives Are reflected through the
priorities we choose We act on consistently
and repeatedly
Characteristics of Values
Values are: Freely chosen and not imposed
Chosen from alternatives
Chosen after consideringconsequences
Prized/cherished with delight
Affirmed and championed
Show up in our actions
Consistent over time
From Values to Ethics
Typical Core Values
Individuals use reasonto dete rmine the unive rsal
princ iple s by whichthey should live .
The members of thecommunity togethe r designand implement processesto assure justice for all.
The community agreeson charac ter traits thatrepresent virtuous living.
Individuals make choice sthat contribute tothe ir happiness.
Definition of Truth Telling
Being fac tually accurate isimportant to build trust…
so one crafts the answer very narrowly to not misspeak.
Being fac tually accurate is important to ensure fairness…
so one makes sure thedata is comple te .
Knowing fac ts and contexthe lps one live into ethical
exce llence… so one shares allre le vant information.
Knowing fac ts and contextis important for wise
dec isions… so one shares allre le vant information.
Percentage Distribution of 500,000 RespondentsPercentage Distribution of 500,000 Respondents
Individuals Choose how best to live
Partner/Team Member Keep individual privileges while
finding meaning and purpose in workOrganizations Choose product mix and business strategies
to position firm and meet founder’s core values
Others who are impacted Have sufficient information to make
good legal choices
First Core Value: autonomy …not anarchy
Individuals Share the burdens and benefits of the
organization while developing careerPartner/Team Member Balance workload, minimize safety risks,
provide fair salaries and benefits
Organizations Have level business/regulatory playing field
Others who are impacted Be treated equitably by various segments
of business/regulatory community
Second Core Value: equality …not free loading
Individuals Follow rules and obligations of the profession
and the firm or advocate for change
Partner/Team Member Articulate policies and rules thoughtfully
Organizations Commit to support healthy economic system
Others who are impacted Receive accurate information about products
and/or services
Third Core Value: rationality …not immobility
Individuals Know when mercy is more important
than justicePartner/Team Member Support flexibility to meet differing needs
and incentives for peopleOrganizations Be nimble to respond to changing social and
economic circumstances
Others who are impacted Be aware of own needs and desires
Fourth Core Value: sensibility …not chaos
Ethical Blind Spots
Belie ving that a good motivejustifie s a questionable method
Having overconfidence thata new proces s will resolve
the problem
Having unrealis tic role expectations , thinking you
can solve everyone ’s problems
Getting worn down and beings atis fied with too little good
Ethical Double-Standards
Excus es :Rationalizing why you didn’t have
to live into your responsibilitie s
Exemption:Belie ving you don’t have tofollow your own processe s.
Entitlement:Belie ving your status entitle s you to perks not available to othe rs
Expedience:Making choice s based on what
is politic or personally advantageous
Vices: Can Avoid With Self-Knowledge
Allowing pride to make you judgmental and
legalistic
Becoming an ambitiouselitis t and failing to
moderate your desire for power
Becoming hard of heartand running roughshod
over individuals
Becoming greedy and failingto moderate your desire s
Too Hot An over-emphasis of the drive leading
to abuse
Too Cold An under-emphasis of the drive
leading to a failure to act
Just Right The interdependence is recognized Behaviors from drive are balanced
The Goldilocks Dilemma
Symptoms of Moral Failure
Fail to learn Become
ideologue
Delegitimizemoral community
Becomedictatorial
Fail/refuseto bond
Over identification with the tribe
Fail/refuse tocare for self
Driven by envyand greed
Organizational Causes of Moral Failure
Ideology Lack of commitment to
communication of values High turnover of leadersh ip
Individual Accountability Cost of holding people
accountable deemed too high
RegulationMonopolize member attention Delegitimize morally charged
part of organization/community
Moral Influencers Insuffic ient incentive to bondWork arrangements diminish
effe c tiveness of surve illance
Invitation to Shift Viewpoint
Cultural ViewIndividual attitudes influence organizational culture
A mystery…so I withdraw.
A problem…so I stir the pot.
A project…so I support.
A mystery…so I lead.
Identify Source of Moral Failure
IdeologyWhat do we be lie ve?What are our core norms?What behaviors do we
expec t?
Individual Accountability How do the drives show up?What behaviors count as
ethical?
Regulation How can we harmonize value s?What polic ie s to inform?What prac tic es to enforce ?
Moral InfluencersWho has power to change
norms? How can we support
ethical growth?
Harmonizing Values
Results Lens: Choosing Wisely
Goal: Reach mutually good results
Mental shift: From conforming to external
rules to Living by self-evaluated
standards and measuring againstlong term goals
Ensure Individual Alignment
Hold Individuals Accountable Interview/onboard for values
Know differences in interpretation based on ethical lenses
Check for shared meanings in roles and responsibilities
Be evenhanded in enforcement
Responsibilities Lens: Principled Living
Goal: Live into your principles while
caring for others
Mental shift: From following the rules without
considering the overall system to Doing duty while upholding
the social order and maintainingthe welfare of the society
Support Organizational Ideology
Educate about corebeliefs/values Reinforce desired behaviors
Evaluate for values
Create policies informed by values
Relationship Lens: Create Fair Systems
Goal: Consider and care for those with
no power
Mental shift: From getting affirmation from
symbols of power to Getting power by being
competent, reflective and strong
Have Effective Regulatory System
Intervene systemically Address systemic enforcement
imbalance
Fairly follow policies andprocedures
Create trust in departments
Reputation Lens: Seek Ethical Excellence
Goal: Show ethical excellence
and courage
Mental shift: From compromising to include
others that are “good” andexcluding those who are “bad” to
Committing to the sharedagreements and rules of the community, because all peoplecan fall from grace
Be a Moral Influencer
Coach for Ethical Excellence Advise those seeking
professional growth
Help people through transitions
Notice when people are struggling
Embody moral courage
Persuasion Engage in conversation to determine
appropriate behaviors
Build a Moral Community
Resources Allocate money and personnel to actively
support building a healthy culture
Power Use personal and organizational
power to shape policies
Percentage Distribution of 500,000 RespondentsWhat Would It Look Like If…