HUMANE LEADERSHIPPaul R. Lawrence

Harvard Business SchoolCumnock 300

Soldiers Field RoadBoston, MA 02163

plawrence@hbs.edu

DILBERT

Emotional Drive to Bondin long-term relationshipsof mutual caring dB dA

Emotional Drive to Acquirescarce resources that areessential for survival andprocreation

dDEmotional Drive to Defendagainst all threats toessential scarce resources

Emotional Drive to Comprehendourselves and our environment dC

Four Drives: Our Ultimate Innate Motives

Schematic of How The Brain WorksAs a Decision Making Apparatus

Impulses with Checks and Balances

Skill Sets Arrayed on a Four-Drive Quadrangle

Darwin on Morality: “The following proposition seems to me in a high degree probable—namely, that any animal whatever, endowed with well-marked social instincts… would inevitably acquire a moral sense of conscience, as soon as its intellectual powers had become as well, or nearly as well developed, as in man.”

Darwin on Morality: “I fully subscribe to the judgment of those writers who maintain that of all the differences between man and the lower animals, the moral sense of conscience is by far the most important.”

The “Golden Rule” It is not a big step from the drive to bond to the practical rule that the key is to treat the other person, most of the time, as one’s self would desire to be treated in terms of the four innate drives.

Moral Rules Deduced from the Golden Rule and Four Drives

dA In support of the other’s drive to acquire: -- Help enhance rather than steal or destroy, the other’s property. -- Facilitate, not frustrate, the other’s pleasurable experiences.

dB In support of the other’s drive to bond: -- Keep, rather than break, one’s promises. -- Seek fair, not cheating, exchanges. -- Return a favor with a favor.

dC In support of the other’s drive to comprehend: -- Tell truths, not falsehoods. -- Share, not withhold, useful information. -- Respect, not ridicule, the other’s beliefs, even in disagreement. dD In support of the other’s drive to defend: -- Help protect, not harm nor abandon, the other.

• Help others rather than harm them.

• Tell truths, not lies—except for white lies.

• Keep promises.

• Seek fair exchanges that reflect merit differences.

• Detect and punish cheaters.

Hauser’s Universal Moral Rules

Customers

Employees

Managers

Relevant Public

Stockholders

Suppliers

Human Leadershipby the CEO &Governing Coalition

Building cooperativerelationships by addressingall four drives in abalanced and sustainable manner

Humane Leadership and Stakeholder Relationships

Humane Leadership Addressing the Four Drives

FINDINGS FROM NOHRIA, GROYSBERG, AND LEE ARTICLE

• “An organization’s ability to meet the four fundamental drives explains, on average, about 60% of employee variance on motivational indictors [previous models have explained about 30%].”

• “A company can best improve overall motivational scores by satisfying all four drives in concert. The whole is more than the sum of its parts. A poor showing on one drive substantially diminishes the impact of the other three drives.”

Power Sharing in the Corporate Hierarchy

Distribution of Added Value in the Corporate Hierarchy

TOWARD ULTIMATE HUMAN VALUES FOR ALL

TOWARDS ULTIMATE HUMAN VALUES FOR ALL

TOWARDS ULTIMATE HUMAN VALUES FOR ALL

dCDeep Understanding

dDReasonable Security

dCPeaceful

Cooperation

dASustainable Prosperity

HUMANE LEADERSHIP

Impulse Checking and Balancing

WISE AND JUST