Mgmt workshop patreon_jan2016_realtime_content only
Meeting ethical challenges post
1. Dr. Frederick D. Loomis
Associate Professor of Education
Coordinator, Online Programs in the Study of Higher Education
Penn State University
(September 2012)
2. Nearly 2/3 of high school teens surveyed have
cheated during the past year
Nearly 1/3 admitted to shoplifting
80 % lied to their parents
But . . .
• 93% of these students said their were satisfied
with their ethical character
Source: Bazerman and Tenbrunsel, (2011) Blind Spots: Why We Fail
to Do What is Right and What to Do about It
Consider . . .
3. Half of the 250 undergraduates taking the course
“Introduction to Congress” are being investigated
for cheating on the final examination.
Philadelphia Inquirer, Sept. 11, 2012
4. Why do some leaders seem to
develop “ethical blind spots”
which prevent them from “doing
the right thing” in the most
critical defining moments of their
careers?
5. My bias:
• Self awareness is an important key to
professional success and personal happiness.
• If leadership is about doing the right thing, then
we need leaders who are authentic and values-
based.
• We all need to understand the difference
between the intent – and the impact -- of our
decisions.
• Self reflection is a skill you can learn and
continue to improve throughout your life.
6.
7. By the end of this evening, we will:
Provide perspectives on leadership and ethics
based on the literature in this field;
Discuss the value of reflective practice in
leadership development;
Apply the principles to several case studies in
leadership and ethics;
Reflect on what these concepts might mean to
our practice and in the work that we do . . .
8. Review what we know about:
Leadership and Ethics
Reflective Practice
Discuss how these concepts apply to ourselves
and to case studies in business, government and
education, for example…
Business – Enron
Government - Pat Tillman
Education - Penn State
Reflect on our role as educators and how can
we best incorporate reflective practice into our
courses and training programs
9. Leadership is the ability and power of an
individual to influence, inspire, motivate,
and enable others to contribute towards
the success of both the organization and
the greater good of society.
The challenge arises when leaders are
confronted with “defining moments” –
e.g., decisions which must be made on
the basis of what matters most, especially
with regard to the impact on the
organization and the “greater good.”
11. Characteristics: personality, skills
(listening/communication), behaviors, traits,
attributes (inspire confidence, humble, likeable,
honest, respected, dependable, creative,
predictable, visionary, charismatic)
Who you are - your strengths
What you were born with (the DNA of leaders)
What you have learned about leadership based
on your education and experiences
12. Authenticity, Values, Ethics
Leaders have a high level of self awareness
( I am who I am)
Values are clearly defined (e.g., the Golden Rule)
Leaders are purpose-driven, relationship-
oriented and often – but not always - spiritual
(why on earth am I here?)
They practice values by leading with their heart
as well as their head
Leaders are concerned about leaving a legacy
(making the world a better place)
Leaders engage in continuous, critical self
reflection
13. Context for Decisions
Leadership depends on understanding the
context and the decision situation
Know your “world” and culture - the immediate
organizational environment as well as the
broader societal pressures and issues
Develop the ability to diagnose the challenge
(observe, interpret, intervene)
Challenge yourself to see situations through
difference lenses (structure, people, politics and
symbols)
14. Reflective Practice
Being honest with yourself; gaining perspective
Am I/are we doing the “right” thing? Have we
considered…). Asking the courageous question.
Increases self awareness, clarifies values and
helps prevent “ethical blind spots”
Reflection in action (Schon)
The capacity to think deeply before taking action
(recognizing a possible “defining moment”);
To reflect on how things are going, as decisions are
unfolding;
To debrief on decisions, learning from successes,
mistakes and failures (not only for yourself but for
the greater good)
16. Focusing attention on what is most important
(develop long term thinking)
Writing, journaling and crafting case situations
and lessons learned
Personalizing by drawing on the life experiences
of yourself and others
Using images and metaphors (mental models)
Engaging in collaborative inquiry, actively
seeking divergent points of view
Practicing mindfulness (meditation, prayer,
discernment)
Sharing with a trusted advisor or coach
17. Plan in the morning; reflect in the evening; retreat
on weekends. Keep a journal to record your
feelings. Reflect on these questions:
What did I say I was going to do today and what did
I actually do?
If what I did was different, what were the reasons?
What should I be doing differently?
What “big decisions” did I make today? What
impact did these decisions have on others?
How did I treat people? Is there anything I regret?
What did I learn today that will help me tomorrow
and going forward…
18. Leaders have the power to provide light and
illuminate the lives of followers -- or cast shadows
which cover them in darkness (Johnson, 2009).
Leaders cast shadows when they fail to meet the
ethical challenges of leadership, especially when
failing to assume responsibility for their actions
and decisions.
If we want to manage the dark forces within us,
we must first acknowledge that they exist.
19. “A leader must take special responsibility
for understanding what’s going on inside
his or her own self, inside his or her own
consciousness, lest an act of leadership
create more harm than good.”
Parker Palmer
20. Issue/Question
Solution/Ans
wer
• The problem is often not well-defined
• Any analysis is usually data-free
• The moral/ethical dimensions of the issue are rarely considered
• The right people are often not “at the table”
• There is little time for personal reflection and reconsideration
23. “Defining Moment” Decisions
Issues, interactions and decisions which define
careers and relationships
Ethics is at the heart of leadership
Leaders must have a fine-tuned sense of
awareness about self and situations in order to
reflect “in the moment”
When in doubt, ethical leaders will take time to
reflect and/or confide in a trusted advisor
24. Take a minute or two to reflect. Consider a
challenging moment in your career when you
asked a “courageous question” or made a
conscious decision based on your ethical
principles. Write it down.
Share this situation with the person next to you
in a 2 minute story.
25. Why do some leaders seem to
develop “ethical blind spots”
which prevent them from doing
the right thing in the most critical
defining moments of their
careers.
26. The failure to recognize an ethical dilemma
We often behave contrary to our best ethical
intentions
Need to understand behavioral ethics and why
leaders cannot not “walk their talk”
There is often a gap between who we are and
who we think we should be. This results in
different ways our minds approach ethical
dilemmas and the different modes of decision-
making that result. Often, we have selective
recall of events and rationalize our decisions.
29. “The only thing necessary for evil
to flourish is for good men to do
nothing."
(Edmund Burke)
30. Having an ethical lapse of judgment does not
make you a “bad person” or even a “bad leader.”
However… the legacy of your leadership is called
into question when, on reflection, you cannot
take responsibility for what you did – and what
you didn’t do -- as a leader in a defining moment
of your career.
