new leadership and organizational behavior and organizational... · 2012. 7. 19. · aesop “for i...

Leadership and Organizational Behavior

“Win As Much As You Can”


Experiential Exercise: “Win As Much As You Can”Purpose of Exercise: “Win As Much As You Can?Process:

I will divide you into four groups/teams/departments…Your task is to choose between the letter x or the letter y in ten different rounds…You should choose the letter based on group consensus…


__x __yx y10

__x __yx y9

__x __yx y8

__x __yx y7

__x __yx y6

__x __yx y5

__x __yx y4

__x __yx y3

__x __yx y2

__x __yx y1

BalancePayoffCluster’s of Choices

Your ChoiceRound

Bonus Round

BonusRound

BonusRound


4Y’s: Win $1.00 each

1X: Win $3.003Y’s: Lose $1.00 each

2X’s: Win $2.00 each2Y’s: Lose $2.00 each

3X’s: Win $1.00 each1Y: Lose $3.00

4X’s: Lose $1.00 each

Payoff Schedule

Thoughts Related to the “Win As Much As You Can” Exercise

“Fixing your objective is like identifying the North Star -you sight your compass on it and then use it as the means of getting back on track when you tend to stray.” Marshall E. Dimock“It is something to be able to paint a particular picture, or to carve a statue, and so to make a few objects beautiful; but it is far more glorious to carve and paint the very atmosphere and medium through which we look and interact. To affect the quality of the day - that is the highest of arts.” Henry David Thoreau“Each of us must work for his improvement, and at the same time share a general responsibility for all humanity.” Marie CurieGive us clear vision, that we may know where to stand and what to stand for - because unless we stand for something, we shall fall for anything.” Peter Marshall


“Many persons have a wrong idea of what constitutes real happiness. It is not obtained through self-gratification, but through fidelity to a worthy purpose.” Helen Keller“Man’s actions are the picture book of his creeds.” Ralph Waldo Emerson“The shortest and surest way to live with honor in the world is to be in reality what we would appear to be; all human virtues increase and strengthen themselves by the practice and experience of them.” Socrates“No man for any considerable period, can wear one face to himself, and another to the multitude, without finally getting bewildered as to which may be the true one.” Nathaniel Hawthrone


“Those who plot against their friends often find to their surprise that they destroy themselves in the bargain.” Aesop“For I imagine we are not striving merely to secure personal victory for my suggestions or for yours; rather we ought both of us to fight in support of the truth and the whole truth.” Socrates“The race of mankind would perish did they cease to aid each other. We cannot exist without mutual help.” Walter Scott“Alone we can do so little; together we can do so much.” Helen Keller“There are parts of a ship which taken by themselves would sink. The engine would sink. The propeller would sink. But when the parts of a ship are built together, they float. So with the events of life. Some have been tragic. Some have been happy. But when they are built together, they form a craft that floats and is going someplace.” Ralph W. Sockman

Leadership and Organizational Behavior

“Principles, Values, and Ethics”“Principles, Values, and Ethics”

“Principles, Values, and Ethics”

Learning Objectives:To increase our awareness of the impact of character (principles, values, and ethics) upon you, others, and your citizenship within an organizational community.To invite you to consider the role of character (principles, values, and ethics) within your own life.


“Today we come across an individual who behaves like an automaton, who does not know or understand himself, and the only person that he knows is the person that he is supposed to be, whose meaningless chatter has replaced communicative speech, whose synthetic smile has replaced genuine laughter, and whose sense of dull despair


has taken the place of genuine pain.” Eric Fromme .... whose sociopathic personality has replaced genuine principles, whose human manipulations, strategies and tactics has replaced genuine values, and whose self-serving style and image has replaced genuine ethical leadership.... “What you are shouts so loud in my ears I cannot hear what you say.” Emerson

“Organizational Pathology” by Frost -Personnel Journal and Boardroom Reports

What does the term pathology mean?What does the term psychopathology mean?What does the term organizational pathology mean?The symptoms of a neurotic organization, The symptoms of a neurotic organization, leader or worker:leader or worker:Has basic feelings of inadequacy...

“Organizational Pathology”

Tends to avoid stressful situations through the use of defensive mechanisms…Obsessive-compulsive thoughts and behaviors…Physical reactions…Irrational fears…Anxiety…Depression...


Symptoms of a psychotic Symptoms of a psychotic organization, leader or worker:organization, leader or worker:Unable to screen out distractions or to discriminate between relevant and irrelevant input. Highly sensitive to all stimuli…Disorganization of thought, difficulty in concentrating, severe impairment of problem-solving and decision-making..Emotional distortions and delusions...


Symptoms of a sociopathic Symptoms of a sociopathic organization, leader or worker:organization, leader or worker:Inadequate conscience/moral development…Lack of anxiety or guilt…Irresponsible and impulsive behavior..Manipulator…Ability to put up “a good front” to impress and exploit others...


Inability to maintain good interpersonal relationships…Rejection of authority and inability to profit from experience…Are we/you living in a sociopathic organization or department??? How prevalent are sociopathic organizations, leaders or workers??

“The Relationship Between Leader Power Base and Influence: The Moderating Role of Trust” by Frost and Moussavi -Journal of Applied Business Research

“One of the most significant factors influencing the qualityquality of leader-member relations and leader effectiveness is trusttrust. The purpose of this study was to examine the moderating role of trustmoderating role of trust between a leaders power base and their ability to influence their subordinates.The empirical study consisted of 99 participants in which they responded to a questionnaire that measured 1) the leader’s power base (legitimate, coercive, reward, expert, referent, and information) according to French and Raven’s research, 2) the leader’s level of influence, and 3) the leader-member level of trust.Results…….

“The Paradox of Our Time”George Carlin

“A mass of contradictions” - Somerset Maughn“The paradox of our time in history is that we have taller buildings, but shorter tempers; wider freeways, but narrower viewpoints. We spend more, but have less; we buy more, but enjoy it less. We have bigger houses and smaller families; more conveniences, but less time; we have more degrees, but less sense; more knowledge, but less judgment; more experts, but more problems; more medicine, but less wellness.We drink too much, smoke too much, spend too much, spend too recklessly, laugh too little, drive too fast, get too angry too quickly, stay up too late, get up too tired, read too seldom, watch TV too much, and pray too seldom.

“The Paradox of our Time”George Carlin

We have multiplied our possessions, but reduce our values. We talk too much, love too seldom, and hate too often. We’ve learned how to make a living, but not a life; we’ve added years to life, not life to years. We’ve been all the way to the moon and back, but have trouble crossing the street to meet the new neighbor.We’ve conquered outer space, but not inner space. We’ve done larger things, but not better things. We’ve cleaned up the air, but polluted the soul. We’ve split the atom, but not our prejudice. We write more, but learn less. We plan more, but accomplish less. We’ve learned to rush, but not to wait. We build more computers to hold more information to produce more copies than ever, but have less communication.

“The Paradox of our Time”George Carlin

These are the times of fast foods and slow digestion; tall men, and short character; steep profits, and shallow relationships. These are the times of world peace, but domestic warfare; more leisure, but less fun; more kinds of food, but less nutrition. These are days of two incomes, but more divorce; of fancier houses, but broken homes. These are days of quick trips, disposable diapers, throw-away morality, one-night stands, overweight bodies, and pills that do everything form cheer to quiet, to kill. It is a time when there is much in the show window and nothing in the stockroom; a time when technology can bring this letter to you, and a time when you can choose either to share the insight, or to just hit delete.”Your reactions to the above paradoxes?

“A Particular Type of Paradox Found in Most Organizations”

“The Folly of Rewarding A, While Hoping for B” - Steven Kerr

Supposedly, we reward people for doing what we want them to and don’t reward them when they do something else. While it sounds very simple and straightforward, Steven Kerr suggests that it isn’t that way at all. Kerr suggests that most reward systems are fouled up, in that behaviors which are in that behaviors which are rewarded arerewarded are those which the rewarder is trying to those which the rewarder is trying to discourage, while the behavior he desires is not being discourage, while the behavior he desires is not being rewarded at all.rewarded at all.Examples: Universities, Ecology, Manufacturing Company, and etc….


Henry David Thoreau’s experience.…“I know of no more encouraging fact than the unquestionable ability of man to elevate his life by a conscious endeavor” ThoreauSomeone once said, “It is better to be trusted than to be loved and repected. It is better to have all three....”


True leadership is self-leadership, and self-leadership is rooted in character, and character is grounded upon true and correct principles, values, and ethics???“Positive personality traits, while often essential for success, constitute secondary greatness. To focus on personality before character is to try to grow the leaves without the roots.” Stephen Covey VideoVideo


“The dictionary defines an oath as a solemn promise to do something or a promise that something is true. One of the immediate, very practical things we can do to become a principle-centered leader is to make and keep promises and oaths.” Stephen CoveyIn 1534, Sir Thomas More was imprisoned in the Tower of London for refusing to


sanction King Henry VIII’s divorce from Catherine of Aragon and his marriage to Lady Anne Boleyn.Meg: “Father, God more regards the thoughts of the heart than the words of the mouth, or so you’ve always told me”...Thomas: “Yes”...


Meg: ”Then say the words of the oath and then think otherwise”...Thomas: “What is an oath, then, but words we say to God?...Listen, Meg, when a man takes an oath, he’s holding his own self in his own hands like water. And if he opens his fingers then, he needn’t hope to find himself again. Some men are capable of this, but I’d be loathe to think your father is one of them.”


Question: Identify, from your point of view, those principles that a leader ought to consider in the discharge of their duties and responsibilities...??Leadership Principles:

Integrity “Emment”Service “Emment”Human Dignity - “Emment”


“It Makes A Difference”“A well-known author and poet was working and vacationing on the southern coast of Spain. One morning, very early, he was walking along the beach -- the sun was just rising, the rain had ended, the rainbows were magnificent, the sea calm. While enjoying the beauty about him, he glanced down the beach and saw a lone figure dancing around. Fascinated by this other person celebrating the day that was about to dawn, he moved closer.


As he came nearer, he realized that the young man was not dancing but in one graceful movement was picking objects up from off the beach and tossing them out into the sea. As he approached the young man, he saw that the objects were starfish.Why in the world are you throwing starfish into the water?If the starfish are still on the beach when the tide goes out and the sun rises higher in the sky, they will die, replied the young man as he continued tossing them out to sea.


That’s ridiculous! There are thousands of miles of beach and millions of starfish. You can’t really believe that what you’re doing could possibly make a difference!The young man picked up another starfish, paused thoughtfully and remarked as he tossed it out into the waves, It Makes a Difference to This One!!!”Please Remember: “The Key to the Many is in the One”!!! Value the One......


Question: Identify a person or persons, from your point of view, that represents principle-centered leadership...???Gandhi warned against the violation of principles and suggested that the following seven activities have the potential to destroy us:


1.“Politics without Principles”2. “Pleasure without Conscience”3. “Wealth without Work”4. “Knowledge without Character”5. “Commerce without Morality”6. “Science without Humanity”7. “Worship without Sacrifice”


There is no real excellence in all this world which can be separated from right living based on correct principles”

David Starr Jordan“One’s philosophy is not best expressed in words; it’s expressed in the choices one makes” Eleanor Roosevelt

Becoming a Principle-Centered Leader??

What is the role of “self” in becoming a principle-centered leader?“Now I become myself. Its taken Time, many years and places; I have been dissolved and shaken, Worn other people’s faces… Now I have become myself.” May SartonPrinciple-Centered Reform?


“Self” principle-centered leadership cannot be reduced to gimmicks, techniques,tricks,human manipulations, programs, rules, and polices; true and rooted principle-centered leadership comes from the identity and integrity of the individual leader.“Self” principle-centered leadership is rooted in principles of ownership, responsibility, and choice.


“Self” principle-centered leadership:“My work will be finished if I succeed in carrying conviction to the human family that every man or woman, however weak in body, is the guardian of his or her self-respect and integrity.” Gandhi“We who have lived in concentration camps can remember the men who walked through the huts comforting others, giving away their last piece of bread. They may have been few in number, but they offer sufficient proof that everything can be taken from man but one thing; the last of the human freedoms – to choose one’s attitude in any given set of circumstances – to choose one’s own way.” Frankl – to choose to be a responsible principle-centered leader…


Split into learning teams:Reaction and critique to assigned articles:

Agree/DisagreeLike/DislikeUseful/Non-UsefulApplicationArticles perhaps stimulated you to think about other concepts, ideas, situations, or questions related to the topic...

“Ethical Dilemma”

“The controversy and dilemma surrounding silicone breast implants has plunged Dow Corning Corp. into bankruptcy. More than 8,000 women still have lawsuits pending against the company, which has spent $1 billion defending itself. A federal judge ruled that suits against parent companies Dow Chemical Co. and Corning Inc. could proceed despite the bankruptcy filing. All this because of a product that produced less than 1% of Dow Corning’s revenues. John E. Swanson viewed this debacle from a unique vantage.


For most of 27 years at Dow Corning, he shaped its ethics program, which was acclaimed as a model for Corporate America. His wife, Colleen, had Dow Corning breast implants. After years of devastating illnesses, she became convinced that her implants were destroying her health - and that the company had failed to inform women of the risks. In time, John came to agree. He also came to believe that his company had acted unethically through much of the crisis.


John Swanson - a lean, fair man who looks as though he were made to sit behind a desk in a prudent Brooks Brothers suit. Swanson joined the company in 1966, at 30, as a advertising supervisor and then became in time a senior consultant for communications and business conduct. Swanson lead the development of a code of ethics entitled A Matter of Integrity. The code detailed the responsibilities of the corporation and its employees and outlined proper relations with customer and suppliers. In bold type, the introduction asserted: “We will act with the idea that everything we do will eventually see the light of day.”


“Over the course of his Dow Corning career, John Swanson had become, in a sense, the conscience of the corporation.”Ethical Concerns:Ethical Concerns:1. Since 1963, when Dow Corning introduced breast implants, there had been mounting complaints that the devices ruptured far more frequently than expected..2. Two Dow Corning officials were trying to destroy internal reports that showed far higher complication rates for silicone breast implants...


3. Stories leaked to the press, governmental agencies (FDA), and to Congress…. 4. Individual ethical dilemma within John Swanson…

John sent an e-mail note urging to reexamine and suspend the production and sale of implants…John went to J. Kermit Campbell, vice president to the CEO Lawrence Reed, that a letter of statement be considered by the Board to suspend the implants…Collen, John’s wife, decided to sue Dow Corning / lawsuit was settled in May of 1993…Working at Corning was never the same...John retired in August of 1993...

“Principles. Values, and Ethic”

Video: “Moral Development”Video: “Moral Development”Kohlberg’s Levels and Stages of Moral Development....Levels and Stages determined by Moral Reasoning

Premoral Level:Stage 1: Punishment and Obedience OrientationStage 2: Naive Instrumental Hedonism

Kohlberg’s Moral Development Model

Morality of Conventional Role Conformity Level:

Stage 3: Good-boy and Good-Girl MoralityStage 4: Authority-Maintaining Morality

Morality of Self-Accepted Moral Principles Level:

Stage 5: Morality of Contract and Democratic LawStage 6: Morality of Individual Principles

“Organizational/Management Team Moral Contract Example”

Our Team Shared Aim: “to transform an independent group into an interdependent positive synergistic team. A team of six interdependent individuals that maximizes their collective talents, gifts, and systems as one - while pursuing a common. purposeful mission that is greater than one individual’s purpose and agenda.....”


Our Team Shared Principles/Values: “as a team we are committed to the following team principles. For we strongly believe that as we live them daily, within our team, they will help us to achieve our team aim...”

InterdependenceForgivenessRespect Following ThroughLoyalty KindnessIntegrity Continuous Improvement


Our Team Shared Expectations: Live above the lineHigh say/do ratioEngage in healthy, functional conflict mgtRespect and value each other


Our Team Shared Methods of Accountability:

Quarterly meetingsCommunicate directlyIndividual monitoring

Our Team Shared Commitment:“I ______, am willing to commit in thought, feeling, and action to the above team moral contract. I will honor my oath and promise.”


Commitment: “commitment is what transforms a promise into reality. It is the words that speak boldly of your intentions. And the actions which speak louder than the words. It is making the time when there is none. Coming through time after time after time, year after year after year. Commitment is the stuff character is made


of; the power to change the face of things. It is the daily triumph of integrity over skepticism.”


What do you think happened in the honoring of their moral team contract??What are the main issues in honoring a contract, promise, covenant, and etc?What are the consequences in not living your principles, values, or ethics?What can an individual/organization do to take incremental steps toward being a principle-centered person/organization?


Assignment for next week -continue to read assigned articles….Also continue to work on both papers....

“A Thought for Tonight”

“Balloonist”“A man is flying in a hot air balloon and realizes he is lost. He reduces height and spots a man below. He lowers the balloon further and shouts: Excuse me, can you tell me where I am? The man below says: Yes, you’re in a hot air balloon, hovering 30 feet above this field.


You must be an engineer says the balloonist. I am replies the man. How did you know? Well says the balloonist, everything you have told me is technically correct, but it’s of no use to anyone. The man below says: You must be in upper management. I am replies the balloonist. But how did you know?


Well, says the man, you don’t know where you are, or where you’re going, but you expect me to be able to help. You’re in the same position you were before we met, but now it’s my fault.”

new leadership and organizational behavior and organizational... · 2012. 7. 19. · aesop “for i...

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