Why It’s Time to Stop Saying We’re “Better Than” Other People

By Linda Fisher Thornton

It’s time to stop telling leaders they will only succeed if they are “better than” the competition. It’s time for business schools to stop telling students that they are “better than” their peers in the class or “better than” students in other programs. It’s time for teachers and religious leaders to stop telling people they can be “better than” everyone else.

Why is the “better than” message so harmful? It focuses on status and power instead of relationships, trust and collaboration, which represent the real currency for success. It sends the message that we have to “beat out” others to succeed, leading people to use either-or-thinking, not higher level systems thinking which is needed for success in a systems world.

The old message “Look to your left, look to your right. One of those people won’t be here by the end of the year” advocates beating people down and throwing them away when they don’t perform, instead of lifting them up and helping them succeed.

Competent leaders and educators aren’t using or teaching this kind of “better than” language because it’s an unethical message. It leads to unwanted behaviors, undue interpersonal tension and unethical competition.

As we move toward an inclusive society that works for all, the message that anyone is “better than” others undermines our progress and perpetuates old paradigms that can be harmful. The only way we should be using “better than” is in terms of our behavior and performance, not in comparing ourselves to other people. Are we better than we were yesterday and the day before? That’s how we will reach the elusive win.

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How Are You Using Your Influence?

By Linda Fisher Thornton

With leadership responsibility comes a certain amount of influence. We can impact how people think. We can advise them on the choices they make and invite them to follow our lead.

“Leadership is not about titles, positions or flowcharts. It is about one life influencing another.”                                                                              ― John C. Maxwell

 

How are you using your influence?

The best leaders use their influence for more than just achieving their own goals and the goals of their organizations. They use their influence to develop others and nudge them to grow into their own greatness. This not only helps the leaders who are supported and developed, but also all those people they will lead in the future. In this way. great leaders create a ripple of positive influence that extends beyond the tenure of their own leadership. 

Ethical influencers leave a positive legacy that outlasts their leadership.  

With leadership influence comes a certain amount of responsibility. We can impact how people take responsibility for their actions. We can advise them to make ethical choices and we can set the example as an ethical leader. 

How are you using your responsibility?

The best leaders take responsibility for their actions and encourage open dialogue about how to make ethical choices. They are not afraid to make mistakes and they admit them and learn from them. They help others understand that ethical business is not just “the right thing to do,” it helps define the organization’s ethical brand value and helps provide a competitive advantage.

Are you an ethical influencer in your daily leadership?

We can use our influence to develop future leaders (who will then go on to influence many others). Along we way we need to help them learn how to make ethical choices. That is the straightest path to leaving a positive leadership legacy in a world where identifying “the right thing to do” is challenging and complex. 

Are you an ethical influencer in your daily leadership? How will you use your influence to leave a positive legacy?

 

 

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What is Duality?

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By Linda Fisher Thornton

What is Duality?

What is duality? This is a tricky question, because the answer depends on your perspective and why you’re asking. Each discipline answers the question from a different angle. This post samples the varying disciplinary perspectives on duality.

Two Parts in Perpetual Opposition 

“Dualism (from the Latin word duo meaning “two”) denotes a state of two parts… Dualism can refer to moral dualism, (e.g. the conflict between good and evil), mind-body or mind-matter dualism (e.g. Cartesian Dualism) or physical dualism (e.g. the Chinese Yin and Yang).”

http://oxforddictionaries.com/definition/duality?region=us dual nature

Duality in Human Nature   

“Stevenson describes how there is a good and an evil side to everyone’s personality, but what is important is how you behave and the decisions you make. The choices people make determine whether a person is good or not.”

Themes, Duality of Human Nature, BBC (On Stephenson, the Author of Dr. Jekyll and Mr. Hyde)

Duality in Language

“I take the term ‘duality’ to stand for an opposition or dichotomy between, or of, two entities.Some examples of dualities are: Day and Night, Left and Right (i.e., polarities of direction,and chirality, ‘handedness’), Positive and Negative (e.g., electromagnetic poles, values), Lifeand Death, Male and Female, Up and Down (i.e., polarities of spatial dimensions), True andFalse, Right and Wrong, etc.”

Begley, The Concept of Duality and its Representation in Language as Antonymy

Duality in Neuroscience and Cognition

“The idea that we have ‘two minds’, only one of which corresponds to personal, volitional cognition, has also wide implications beyond cognitive science.”

Frankish, The Duality of Mind

Duality in Leadership

In terms of ethical leadership, duality can refer to good and evil. But good and evil are not mutually exclusive. Someone is not “all good” or “all evil.”  We each have the capacity for both. So in ethical leadership, duality is an oversimplification. 

At the highest levels of leadership, thinking is more complex and duality is transcended.

Level 5 leaders are a study in duality: modest and willful, humble and fearless.” 

Jim Collins, Good to Great

We must stretch to see the complexity of ethical leadership, looking beyond the “all or nothing” “one or the other” thinking that duality represents. 

 

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Systems Thinking: Untangling Increasing Pollen Allergies

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By Linda Fisher Thornton

Large-scale problems usually have more than one cause. When we look for solutions, we need to investigate many different possible variables. Today, I’ll look at multiple causes of increasing allergies to pollen. This issue is of particular concern to me since I live in one of the Top 10 Most Challenging Places to Live With Spring Allergies (Asthma and Allergy Foundation of America). 

Why is pollen worse in and near cities?

Why are allergies worse in urban areas? One of the causes is a result of our choices when planning urban areas and may surprise you. It is an unintended consequence of the preponderance of male shrubs and trees in cities. Tom Ogren says that that 99.9 times out of 100 it will be a male tree, and male trees emit pollen (Tom Ogren, NPR, Too Much Pollen? Blame the Males). It seems that the male trees are preferred because they don’t drop seeds or fruit. But what we get instead of dropped seeds or fruit negatively impacts the health of millions of people.

“If you plant trees, look for species that do not aggravate allergies such as crape myrtle, dogwood, fig, fir, palm, pear, plum, redbud and redwood or the female cultivars of ash, box elder, cottonwood, maple, palm, poplar or willow” (Tammie Smith, For Those With Allergies, Here is a Pollen Primer, Richmond Times Dispatch)

How does pollen affect our brains?

One study, published at NCBI, finds that “allergies strain the brain, these results suggest, and key functions from attention to memory diminish the longer the battle rages.” 

Another study found that subjects with a history of allergies were more likely to be diagnosed with major depression. (Eric L. Hurwitz, Hal Morgenstern, Oxford, American Journal of Edpidemiology). WebMD also reports that “In one such study, adults with allergic rhinitis (hay fever) were twice as likely to have been diagnosed with major depression in the previous 12 months. In another study, kids who had hay fever at age 5 or 6 were twice as likely to experience major depression over the ensuing 17 years.”

Why is pollen worse each year?

According to ECARF. “The term (seasonal) is no longer used, since many people react to the pollen of more than one flowering plant species and suffer from symptoms not only in the spring, but also in the summer or virtually all year round.”

This Vox video explains another reason why pollen levels are increasing, and what that increase does to human health.

 

“Seasonal allergies and asthma impose significant health burdens, with an estimated 10–30% of the global population afflicted by allergic rhinitis (or hay fever) and 300 million people worldwide affected by asthma.” (Charles W. Schmidt, Pollen Overload: Seasonal Allergies in a Changing Climate, NCBI, U.S. National Library of Medicine)

Linked Issues

There are many other issues linked to the pollen problem including these: 

The Immune System

Allergies are the result of your immune system’s response to a substance… A person becomes allergic when their body develops antigens against a substance. Upon repeated exposure the severity of the reaction may increase.

Allergies and The Immune System, John Hopkins Medicine

Genetics

The allergic diseases are complex phenotypes for which a strong genetic basis has been firmly established.

Romina A. Ortiz and Kathleen C. Barnes, Genetics of Allergic Diseases, National Institute of Health

Pollution

Pollutants and climate change act as plant stressors, modifying the expression of plant molecules endowed with immunogenic properties, such as those present in pollens.”

Giovanna Schiavoni, Gennaro D’Amato, MD, and Claudia Afferni, The dangerous liaison between pollens and pollution in respiratory allergy, Annals of Allergy, Asthma and Immunology. 

Increasing pollen allergies have multiple connected causes that should all be addressed in a broader context. It is easy to see that when we are dealing with systems, no one source or academic discipline can adequately unravel the complete picture.  

 

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Rights, Responsibilities and Freedom

question-1422600_1920By Linda Fisher Thornton

While some people think of rights, responsibilities and freedom separately, in a compartmentalized way, I believe they cannot be separated. According to John Courtney Murray, freedom was always intended to be grounded in ethical values.

“Freedom was not conceived in terms of the sheer subjective autonomy of the will. Man’s freedom, like man himself, stood within the moral universe. It meant the objective right to act; it meant what Acton defined as “the right to do what one ought.”

John Courtney Murray, S.J., Freedom, Responsibility, and the Law, Woodstock Theological Library, Georgetown University

All Three Concepts Are Morally Defined

Here is an excerpt from a previous post I wrote that addresses the relationship between rights and responsibilities: 

“Can rights and responsibilities be separated? Clearly they are both part of good citizenship and ethical leadership. But what happens if we try to separate them? If we demand our rights but fail to live up to our responsibilities, we will have a negative impact on others. 

If we assert individual rights without also taking responsibility, we are asking for more than we are willing to give. We are conveying that what we want is more important than what others want. We are demanding that our needs be met without caring about what happens to others.

Under those circumstances the answer to “Can rights and responsibilities be separated?” is ‘Yes, but not ethically.'”

Linda Fisher Thornton, Leaders: Can Rights and Responsibilities Be Separated?,  Leading in Context Blog

All three concepts – rights, responsibilities and freedom, fall within what John Courtney Murray called “the moral universe.” To be whole, then, arguments advocating rights and freedoms must include a willingness to take responsibility. As ethical leaders, we need to talk about them as a “package deal” to ensure that we are always taking responsibility for our actions. 

 

 

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Unethical Leadership: Selective Respect

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By Linda Fisher Thornton

We’ve seen selective respect too often. Beyond harming the people who are disrespected, it also destroys trust, and leads to chaotic environments and fear-based cultures. Even though we’ve all seen selective respect in action, we may not have had the vocabulary to describe why it’s wrong (beyond calling it mean or inappropriate). This week I’m digging in to those details. 

I define “selective respect” as doling out respect only under certain circumstances. It is not an ethical leadership behavior since it applies the ethical value of respect conditionally and not universally. 

Examples of Selective Respect in Action:

  • Teachers picking on certain students while encouraging others.
  • “Cool” kids teasing less popular kids while being chummy with their friends.
  • Employees repeating ethnic jokes or otherwise demeaning certain groups of people.
  • Public leaders treating people in their groups (political, racial, religious, gender, etc.) kindly while alienating and attacking others. 

The times when respect is applied may be predictable (certain people or groups are predictably respected or not respected) or unpredictable (who is treated respectfully varies from moment to moment).

Important Ethical Principles Selective Respect Violates:

  • Respect for Others (the ethical principle is not respect for certain others, it is respect for all others)
  • Respect for Differences (this requires moving beyond the “like me” bias)
  • Trustworthiness (only some people can trust you to treat them well)
  • Moral Awareness (shows a lack of awareness that respect is a minimum standard for ethical leadership and must be universally applied)
  • Ethical Competence (selective respect is a sign of failure to stay ethically  competent)
  • Ethical Thinking (believing that some people are “not worthy” of respect is unethical thinking)
  • Modeling Expected Behavior (selective respect shows others the route to an unethical path, multiplying the error and the harm it generates)

Are you tired of people talking about toxic leadership behaviors as different “styles” or different approaches to leadership, without saying what really needed to be said? When you see leaders using selective respect, call it what it is – unethical leadership.

 

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In the post comments, one reader mentioned the risks of “calling out” an ethical leader in a toxic culture. If you work in a toxic culture, read Taking on a Workplace Bully to assess the risks before you call out unethical leadership. 

For More on Unethical Leadership: Unethical Thinking Leads to Unethical Leadership

The Complexity of Ethical Thinking and Decision Making (Part 6)

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By Linda Fisher Thornton

This series has explored 5 important spheres of Ethical Thinking and Decision Making. 

This week I’m summing it up in a checklist that will help you apply all 5 to your daily choices. When you are making a key decision, run it through the checklist to be sure you have considered all 5 important dimensions. 

Ethical Thinking and Decision Making Series

Leader Self-Check

 

Part 1: Deep Thinking

“When we dig into issues and explore their depths, we gain insights that we would otherwise miss. Complex issues just can’t be deconstructed and understood using shallow thinking. The meaningful insights are only found below the surface.”

Have I Used Deep Thinking?

___  I have looked beyond the surface level of the issue to learn about the connected variables that impact it.

___  I have asked for input from all constituent groups and listened carefully to what they see and believe.

___ I have carefully weighed conflicting information and evaluated the goals and needs of all stakeholders.

___ I have applied ethical values to make a responsible choice.

Part 2: Context

“Ignoring the context and making a quick decision often leads to costly and time-consuming fixes later… Taking the time to understand the context, we more easily make decisions that fall within the ethical zone.” 

Have I Carefully Considered the Context?

___ This choice is being made after looking beyond my usual sources of information and my trusted contacts to be sure that I see the whole picture from multiple perspectives.

___ This choice reflects careful consideration of information from a diverse collection of credible sources.

___ This choice “works” ethically in the particular setting.

___ This choice shows a willingness to adapt to a changing world and increasing ethical expectations.

Part 3: Complexity

“Complexity has become a way of life. To make ethical decisions, we must embrace it and incorporate it into our thinking processes. That means digging into issues until we understand their multiple dimensions, connections, and contradictions.”

Have I Sought to Understand the Complexity of the Issue?

___  I have looked for, noticed, and talked about the complexity of this issue.

___ I understand the multiple dimensions, connections, and contradictions involved and I am avoiding rushing to a quick decision.

___ I have worked to find clear, appropriate and compelling ways to communicate about this issue so that others can understand its complexity. 

___ I am taking informed action after understanding the complexity of the issue and I am approaching this issue in responsible ways. 

Part 4: Inclusion

“Full inclusion requires that we extend our respect, our care and our concern to all people… Applying full inclusion, we see that everyone is within our purvue, everyone demands our consideration, and everyone deserves to be treated well.”

Have I Treated Everyone With a High Degree of Respect and Care?

___ This choice shows that I understand that diversity is an asset and inclusion is a leadership responsibility.

___  I have honored the needs and perspectives of all constituents. 

___ I have used language that builds trust and not language that divides or inflames.

___ I have gone beyond token gestures of respect and care to demonstrate sincere concern for others outside of my trusted group.

Part 5: Change

“Once you do the work to understand the context, you’re never done. Change is continuous. The ripple effect created by economic and social change in one time zone rapidly impacts life in another.”

Have I Watched Closely For Patterns of Change and Adapted to Them?

___ I am acknowledging change and treating it as dynamic and constant.

___ I have watched for and noticed subtle and overt patterns and trends that impact this issue.

___ This choice shows that I want to build a positive, inclusive society for the future.

___ By making this choice, I am demonstrating that I lead in ways that are in step with the ethical expectations of leaders in a global society.

 

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The Complexity of Ethical Thinking and Decision Making (Part 4)

By Linda Fisher Thornton

Who we include in our ethical thinking, and how broadly we consider our responsibility to others are both important elements of ethical leadership. In Part 1 of this series, I explored the Depth of our thinking, and in Part 2, I broke down issues related to understanding Context. In Part 3, I looked at embracing Complexity. In Part 4, we’ll dig into the importance of Inclusion.

Why is Inclusion Important?

It is easy to exclude. Our brains are wired to keep us safe, and we typically prefer to be with people in our own trusted groups. If we don’t manage our thinking and perceptions, and our reactions to people and situations, we may (intentionally or unintentionally) make decisions that harm others who are not like us.

“A brain structure called the amygdala is the seat of classical fear conditioning and emotion in the brain. Psychological research has consistently supported the role of fear in prejudiced behavior.”

Naomi Schalit, Humans are wired for prejudice but that doesn’t have to be the end of the story in The Conversation

What Does It Require?

Full inclusion requires that we extend our respect, our care and our concern to all people. It means making responsible choices about what happens to people inside our trusted groups and well beyond them. Applying full inclusion, we see that everyone is within our purvue, everyone demands our consideration, and everyone deserves to be treated well. Treating everyone well means going beyond the superficial level, and beyond token gestures of concern, to offer the same high level of care and concern that we extend to our trusted groups.

Who Do We Engage and Listen To?

Inclusion requires treating people with respect and care, but it also includes engaging in dialogue with people outside of our usual circles, finding out what really matters to them and what they need. If we don’t, we’re just guessing at what they need and our solutions may do more harm than good.

What Ethical Thinkers and Leaders Don’t Do

  • Treat people outside their trusted groups with a lower level of respect and care
  • Think of certain groups as “in” or “out” of their favor
  • Fall into the trap of deciding what groups of people need without involving them
  • Use divisive language that incites discriminatory or harmful behavior from others

What Ethical Thinkers and Leaders Do

  • Ethical thinkers and leaders know that diversity is part of the leadership sphere and they embrace full inclusion
  • They build inclusive teams
  • They include diverse voices in important  conversations  and honor the needs and perspectives of all constituents
  • They understand that diversity is an asset and inclusion is a leadership responsibility

When we ignore the importance of inclusion, we may play favorites or treat certain groups disrespectfully, calling attention to our lack of ethical competence. By embracing inclusion, we stay on the path to ethical solutions that work for all, fulfilling our responsibility as ethical leaders in a global society.

Stay tuned for Part 5! 

 

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The Complexity of Ethical Thinking and Decision Making (Part 1)

 

By Linda Fisher Thornton

Welcome to Part 1 in “The Complexity of Ethical Thinking and Decision Making.” Ethical decision-making is not simply a task. It is the process of analyzing and understanding multiple connected variables in a changing context AND applying ethical values to make responsible choices. It requires doing the work to understand issues clearly before making decisions or taking action. In each post in this series, I’ll explore one aspect of this complex, connected process. Today I’ll focus on the importance of deep thinking. 

Deep Thinking

Ethical thinking requires much more than just knowing and following our values. I’ve written about the trap of shallow thinking and how important it is to intentionally “wade into” the depth of issues to fully understand them.

Why is deep thinking so important? 

  • Complex issues involve connected systems which are undergoing constant change
  • Complex issues cross borders and boundaries
  • Complex issues can’t be understood from one or two perspectives

When we dig into issues and explore their depths, we gain insights that we would otherwise miss. Complex issues just can’t be deconstructed and understood using shallow thinking. The meaningful insights are only found below the surface.

Shallow Thinking and Shallow Breathing

What happens when our approach is too shallow? Think about how easy it is to start using shallow breathing without being aware that we’re doing it. This can happen when we’re stressed or anxious, and it can impact our well-being. We may be unaware that we are using shallow breathing until someone notices we’re turning pale and tells us to BREATHE.

We can medically treat people who are having trouble breathing. But what do we do about thinking that is starved for depth, context and complexity?

When we use shallow thinking, that impacts the “well-being” of our decision making, leading to false conclusions and ethically problematic decisions. It’s almost as if when we use shallow thinking, our decision making is getting less oxygen. 

What Ethical Thinkers and Leaders Don’t Do

  • Survey issues at the shallow level and make bold statements without all the information
  • Attack the statements or decisions other people make without doing the deep thinking required to understand the complexity of the issues
  • Blame others for being “wrong” without trying to understand their perspective or the data that backs it up

What Ethical Thinkers and Leaders Do

  • Ethical thinkers and leaders do the deep thinking
  • They ask for input and listen to what other people see and believe
  • They wade into the depths of issues to understand them clearly before they make decisions
  • They struggle through a tangled web of complex information to find the truth

In the airline safety briefing before a flight, we are told to “put on our own oxygen mask first, then assist other passengers.” Similarly, we need to do our own deep thinking before we direct others. When we do the deep thinking, we set the tone for those we lead to do the same. 

Stay tuned for Part 2 in the “Complexity of Ethical Thinking and Decision Making” Series!

 

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What Drives Engagement? Is it Ethics?

By Linda Fisher Thornton

While there is not yet one common definition of employee engagement, according to Mandrake, “common themes found in most definitions include a commitment to and belief in the organization and its values and a willingness and ability to contribute ‘discretionary effort’ to help the organization succeed” (Corporate Social Responsibility and Employee Engagement: Making the Connection, Mandrake).

What really drives engagement? To what degree does ethics play a part? In this post I’ll explore 5 ways that an organization’s ethics impacts employee engagement. 

1. Commitment to Ethics and Ethical Culture 

“Positive perceptions of an organization’s ethical culture are associated with higher levels of engagement. Furthermore, management’s commitment to ethics is particularly important for employee engagement.”

Ethics and Employee Engagement, Supplemental Research Brief, Ethics Resource Center

“A company’s ethics and the ethical health of its culture affect its ability to engage employees on the job.”

LRN Ethics Study: Employee engagement, LRN 

2. Personal Alignment with the Organization’s Values

“Among the survey’s more than 90 statements, the one that showed the highest correlation with engagement was, ‘I am committed to my organization’s core values.'”

Corporate Social Responsibility and Employee Engagement: Making the Connection, Mandrake

3. Fairness and Transparency

“Fairness and transparency are fundamental yet powerful concepts that can make a lasting impression on employees and employers. These principles have the potential to influence many organizational outcomes in the workplace, including
job satisfaction and organizational commitment.”

2017 Employee Job Satisfaction and Engagement: The Doors of Opportunity Are Open, SHRM

4. Respectful Treatment

“For the third year in a row, the largest percentage of respondents have indicated that respectful treatment of all employees at all levels was a very important contributor to their job satisfaction… employee perceptions related to respect touch many facets of the workplace, ranging from diversity and inclusion to prevention of workplace violence and harassment.”

2017 Employee Job Satisfaction and Engagement: The Doors of Opportunity Are Open, SHRM

5. Corporate Social Responsibility for Purpose, Meaning and Impact

“Social impact programs and shared-value activities create a more engaged workforce.

The Purpose-Driven Professiojnal, Deloitte University Press

“Studies show that CSR is an emerging and increasingly important driver of employee engagement… Employees make three distinct judgments about their employing organization’s CSR efforts. That is, employees judge the social concern imbedded in an organization’s actions (procedural CSR), the outcomes that result from such actions (distributive CSR), and how individuals, both within and outside the organization, are treated interpersonally as these actions are carried out (interactional CSR).”    

Corporate Social Responsibility and Employee Engagement: Making the Connection, Mandrake

Ethics is increasingly important in attracting and engaging top talent. The organizations that make these five ethical areas a priority will be moving in the right direction. The catch is that priorities like “ethical culture” and “respectful treatment” have to happen everywhere in the organization every time, so organizational leaders need to be on board and prepared for the challenge.

Top 100 Leadership Blog

 

 

 

 

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Want Top Talent? Pass the Reverse Interview

By Linda Fisher Thornton

HR Executives are telling me that job applicants are “interviewing their interviewers” to find out about their organizations’ ethics. It makes sense. Applicants want potential employers to treat them well and to demonstrate a positive track record in areas that matter to them. In this trend toward “reverse interviewing,” applicants are asking about people practices, community involvement and sustainability practices. 

“Today’s workforce is on the lookout for mission-driven employers. People want more than just a paycheck from the organization they work for, they want to have a sense of purpose in their job.”

— Neelie Verlinden, 11 Hottest Recruiting Trends For 2019, Harver.com,

How people are treated has become a key factor in whether or not candidates will accept a job. Top talent is looking for much more than being treated with a baseline of respect. Employers are in the position of being carefully evaluated for their management practices and culture. As Kristina Martic points out in 15 New Recruiting Trends You Should Implement in 2019 [UPDATED] at talentlyft.com, “the current job market is 90% candidate driven. That means you don’t pick talent anymore. Talent picks you.”

“Workers expect more from employers—more transparency, accountability and trust, said Mark Lobosco, vice president of talent solutions for LinkedIn.”

 Roy Maurer, 3 Trends That Will Shape Recruiting in 2019, SHRM.org

It takes more than a pleasant and knowledgeable interviewer to impress job candidates. Every step of the process matters, and must meet the high standards of the talented candidate (who could go anywhere). Your company has to provide a measurably better experience. And that measurably better experience needs to be based on values that matter to the job candidate. The entire company’s reputation will be a major factor in the decision.

“Take care of your reputation. Marketing the brand is not enough. Job seekers are cruising anonymous employer review sites to see what life is like inside the company.”

— SHRM, Recruiting is Tougher in 2019

LRN reports via globenewswire.com that “the vast majority of U.S. employees – 87% – say business today urgently needs moral leadership.” Chances are that your culture will be closely examined by that ideal candidate you really want to hire for the job. The one with the skills you need to reach your organization’s goals.  Ask yourself, “When we are interviewed by our ideal job candidate, will we pass the test?”

Resources: 

5 Reasons Ethical Culture Doesn’t Just Happen

Full Accountability For Ethics: The New Normal

40 Ways to Build an Ethical Culture

7 Questions For Ethical Culture Building

How to Build an Ethical Culture

Let’s Talk About Trust

50 Ways To Lead For Trust

TAP Into Trust With These 12 Principles

 

 

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The Willingness to Admit We’re Wrong

By Linda Fisher Thornton

We’ve all been wrong. It’s only when we are willing to admit that we’re wrong that we show what this John Templeton Foundation video describes as “intellectual humility.” This video, titled “The Joy of Being Wrong” is a compelling visual portrayal of the process of being willing to admit we’re wrong, and it describes the many personal and social benefits that result.

In the New York Times article Why It’s So Hard to Admit You’re Wrong, Kristin Wong explores causes that include a quest for power, the need to reduce stress, and a desire to avoid the uncomfortable feeling of admitting we did something that does not fit our self image. 

Wanda Thibodeaux, in her Inc.com article Why Admitting You’re Wrong Is So Ridiculously Hard (and How to Get People to Do It Anyway) offers suggestions for how to help people with fragile egos learn to admit they were wrong.

This problem is one that seems personal, but the failure to admit we’re wrong impacts those around us in negative ways. I’d like to hear your thoughts. Do you think this is an issue we should be talking about with our teams?

 

 

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Unethical Thinking Leads To Unethical Leadership

By Linda Fisher Thornton

As humans, we are flawed thinkers who easily fall victim to biases and traps. The biases and traps we so easily fall into reshape our thinking in ways that can lead us to make bad decisions.

As you review the list of leadership traps below,, think about how each can lead to unethical thinking and actions.

Cause-and-Effect Thinking in a Systems World

Polarities and Dichotomies

Isolated (Top Down)

Fearful

Passive

Fragmented

Incompetent

Blinded By Profitability

Quick Fix

Controlling

Divisive

Oversimplified

Shallow

“Right”

Closed to Learning

Exclusive

Not Trusting

Not Trustworthy

A popular post I wrote on the subject of unethical thinking years ago that is still relevant today is 10 Thinking Traps (That Ethical Leaders Avoid)

Ethical leaders know they are subject to flawed thinking and use an intentional process to overcome biases and traps. To learn how to take charge of your thinking, see 22 Resources For Ethical Thinking.

 

 

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Uncomfortable Learning

By Linda Fisher Thornton

I’m generally a fan of uncomfortable learning. I believe that “uncomfortable” is sometimes a necessary part of the natural processes of learning and growth. Facilitators and teachers sometimes leverage it to help people get past outdated mindsets or to shake up and resolve group conflicts.

Uncomfortable learning can:

  • Take us outside of our current awareness
  • Call attention to areas where we may not be doing the best we can, or all we can
  • Expand our world in areas where we may not think we need to learn or we may not want to learn

When I teach ethics, I describe “cognitive dissonance” so my students can recognize it as they learn. It’s the uncomfortable feeling that happens while we are trying to resolve the dissonance between what we have always believed to be true, and new compelling information that contradicts our previous views. It takes some time to resolve the dissonance and rewire our thinking at a higher level of understanding.

Uncomfortable learning could include the time you first realized as a child that you were acting selfishly and your choices had a negative impact on others. It could include the time you realized that what you had been taught all your life about what was “right” was missing some important pieces.

When you notice that you are entering into the uncomfortable learning zone, don’t back up and retreat. Don’t let fear define your thinking or your life. Make the conscious choice to go through the process of uncomfortable learning to reach for a higher level of understanding.

 

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Global Ethics: TMP Challenge 15

By Linda Fisher Thornton

I participate in a global think tank called The Milennium Project (TMP). As an invited reviewer, my focus is on Global Challenge 15: Global Ethics. Participants submit their observations on trends, help define the biggest problems and areas of opportunity and submit input on how to improve the course of Global Ethics.

The Milennium Project has produced a short video summarizing the global conversations on each topic. It details the global input on the most prevalent concerns and opportunities related to global ethics. Realizing that you cannot accurately portray every global ethics issue in a two minute video, it gives an overview of trends that global leaders should be aware of as they work to support our progress toward improving global ethics.

 

To learn more about The Milennium Project and explore its resources, watch this short video and visit TheMP.org.

For more on Challenge 15: Global Ethics, visit the TMP Challenge Page.

To watch videos on the other 14 Global Challenges, visit: https://www.youtube.com/channel/UC_VYU-OmDxOzlYJRUAJBVQg

You may also be interested the magazine Human Futures, which you can read on the World Future Studies Federation Website. 

 

 

 

Click the cover to read a free preview!

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