By Linda Fisher Thornton This is Part 2 in a Series exploring 5 Ethical Dimensions of IoT Leadership in celebration of IoT Day on April 9th. Part 1 included an Introduction and the importance of Ethical Foresight. Part 2 explores the 1st Ethical Dimension of IoT Leadership: Ethical Design.
By Linda Fisher Thornton This post is the first in a Series exploring 5 Ethical Dimensions of IoT Leadership. It is being published in recognition of IoT Day on April 9th.
By Linda Fisher Thornton As we all grapple with the pandemic, I am grateful to see so many businesses sharing resources and ideas freely and finding a way to do some good for others. Our current challenges can only be managed with everyone pulling together to make good choices. Today I'm sharing three key values that should drive our decision making at this time when everything we carefully planned has been turned upside down.
This is Part 2 in a Leading in Context blog series sharing information on how to spot misinformation and false narratives. In case you missed it, Part 1 explored truth and narrative. In Part 2, I will explore how data relates to the truth.
By Linda Fisher Thornton
Sifting through mountains of information, people who want to do the right thing are finding it harder than ever to find the truth. We find ourselves dealing with the challenge of too much information and too little insight. This timely series will explore truth and misinformation. In each post, I will share a different way to spot misinformation and false narratives.
In Part 1, I will explore the concepts of truth and narrative.
With my background in Linguistics, I tend to view the divergence of ethics terms (that originally meant the same thing) as a distraction from what we need to know and do. Creating categories and subcategories of ethics may 'carve out new territory' or help us understand ethics at a deeper level, but it also puts more perceived distance between leaders and ethical choices.
Toxic behavior is a problem in organizations across industries and it's often ignored because leaders fear the consequences of having performance conversations. Organizations that delay dealing with toxic behavior find that it spreads and erodes the integrity of an ethical culture.