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…