In "Giving Voice to Values," author Mary C. Gentile asks, "Is there free will in business?"
If you don't believe there is "free will" where you conduct business, you will have little control over your workplace actions. A good example of a corporate meme expressed during the financial crisis (even as the subprime crisis worsened) by Charles Prince, former CEO of Citigroup: "As long as the music is playing, you've got to get up and dance," he said. "We're still dancing."
The financial crisis, the BP oil spill, the collapse of Enron etc. were caused not by just a few people who did things that were wrong, but by the thousands of people working with them who didn't stand up for what they believed was right.
The way we think is conditioned by our life experiences. If we've spent our life in a classroom, we tend to think as a student or teacher. If we've spent our work life as an employee, we tend to think as an employee. For example, many new entrepreneurs talk-the-talk of the entrepreneur — but their thinking is still grounded in their life as an employee. This can be deadly to their goals and aspirations.
Author Mary C. Gentile has spent a great deal of her life in the classrooms of Harvard Business School and Babson College and from reading her book it seems that she thinks if her students know what ethical decision-making is, they will take action on what they think is right. However, in the Ask-Know-Do progression there is a huge gap between Know and Do. Especially, when corporate memes put pressure on employees to do as they are told rather than follow the path that they know is in the right direction.
Changing corporate cultural memes happens one leader at a time. It's not about knowledge but about taking "right action." Business schools have been ineffective in changing corporate cultural memes as was evident from the 2008 financial crisis where every MBA graduate knew what was right but chose to go along with placing earnings above ethics.
These cultural memes are powerful as illustrated in author Taylor Caldwell's Foreword to the bestseller "Captains and The Kings" in 1972 that was directed to the Baby Boomer Generation:
This book is dedicated to the young people of America, who are rebelling because they know something is very wrong in their country, but do not know just what it is. I hope this book will help to enlighten them. The historical background and the political background of this novel are authentic. The "Committee for Foreign Studies" does indeed exist, today as of yesterday, and so does the "Scardo Society," but not by these names.
There is indeed a "plot against the people" and probably always will be, for government has always been hostile towards the governed. It is not a new story, and the conspirators and conspiracies have varied from era to era, depending on the political or economic situation in their various countries.
But it was not until the era of the League of Just men and Karl Marx that conspirators and conspiracies became one, with one aim, one objective, and one determination. This has nothing to do with any "ideology" or form of government, or ideals or "materialism" or any other catch-phrases generously fed to the unthinking masses. It has absolutely nothing to do with races or religions, for the conspirators are beyond what they call "such trivialities." They are also beyond good and evil. The Caesars they put into power are their creatures, whether they know it or not, and the peoples of all nations are helpless, whether they live in America, Europe, Russia, China, Africa, or South America. They will always be helpless until they are aware of their real enemy.
President John F. Kennedy knew what he was talking about when he spoke of "the Gnomes of Zurich." Perhaps, he knew too much! Coups d'etat are an old story, but they are now growing too numerous. This is probably the last hour for mankind as a rational species, before it becomes the slave of a "planned society." A bibliography ends this book, and I hope many of my readers will avail themselves of the facts. That is all the hope I have.
Taylor Caldwell
We are all driven by our intangibles. Being clear on the intangible elements of one's identity can build a strong foundation for greater self-awareness, purpose, well-being and building competencies in those areas that are important to you. Here are intangible elements defined:
•Assumptions/beliefs: A reality map formed through your collective reinforced experience. This would be a manifesto of the mental models you use and believe in to create your work and personal lives.
•Values/Aspirations: An attitude or world-view depicted by one word or one single concept observed through one's behavior. Values often influence people's choices about where to invest their energies. Please recognize that values change over time. Being "fair" means something different for a person at 44 than at 4 years old.
•Vision: A word picture of the future leading from now through near to far reality. You energize people to support your purpose or life signature with an overarching description of what you see.
•Guiding Principles: A universal operating standard that guides decision-making both personally and organizationally. Use guiding principles to align, create trust and walk the talk by putting everybody on the same playing field. Energy isn’t wasted in the politics of the team, organization or community because there aren't different rules for everybody.
In Chapter Six of Giving Voice to Values, the author writes, "One of the most powerful lenses through which to view values in the workplace--and one of the most powerful sources of the strength and confidence to act on those values--is the lens of self-knowledge. A knowledge of oneself allows the crafting and embracing of a desired self-image. Managers at all levels in their firms report that a significant enabler of values-based action is the clarity, commitment and courage that is born of acting from our true center, finding alignment between who we already are and what we say and do. There are many ways to align your unique strengths and style with your values. If you view yourself as a 'pragmatist,' for example, find a way to see voicing your values as pragmatic."
The Giving Voice to Values book is based on the assumption that most of us want to bring our "whole selves" to the workplace, and to act in accordance with our deepest values and commitments. Yet research and experience tell us that we will frequently encounter values conflicts in our careers, when our values and purpose--the way we want to live and work--seem unaligned with the expectations of the corporate culture memes displayed by bosses, clients, peers or the wider organization.
Sources: Mary C. Gentile: Giving Voice to Values: How to Speak Your Mind When You Know What's Right
John G Agno: Women, Know Thyself: The most important knowledge is self-knowledge.
John Agno: Can't Get Enough Leadership: Book Notes & Coaching Tips
As it has been stated for many years, "The proof of the pudding is in the eating."