Sunday, May 22, 2016

The Complexity of Ethics

This is the final blog of MSLD 634 and its purpose is to share with you the three most significant takeaways from this class. Quite honestly there were so many, but sticking to just the top three will likely help make them more memorable.

The Relationship Between Power Motivation / Moral Development / Success

Week three provided one of those ‘aha’ moments for me. Part of that week’s lesson was to explain a leader’s recklessness and most of my attention on that topic was focused on the reading assignment The Harder They Fall, by Roderick Kramer. The article focuses on leaders who rise to the top and suffer lapses in moral judgment that lead to their derailment. If we have been around in length of time on this earth and paid attention to the business environment around us, we have likely seen first-hand some of the types of examples referenced in Kramer (2003).
Kramer connects (2003) the pursuit of power with shedding personality traits developed during our moral development to get to the top “I have found that there is something about the pursuit of power that often changes people in profound ways. Indeed, to get to the apex of their profession, individuals are often forced to jettison certain attitudes and behaviors-the same attitudes they need for survival once they get to the top.” (p. 60). Kramer making this distinction of pursuing power and shedding personality traits sparked my query on former lessons on power motive. “A strong need for power is desirable, but a manager’s effectiveness also depends on how this needs finds expression. The empirical research indicates that a socialized power orientation is more likely to result in effective leadership than a personalized power orientation (Boyatzis, as cited by Yukl, 2013, p. 142). Could it be that the people that typically shed needed personality traits at all costs to get to the top have more of a personalized power orientation? Likely so in my opinion. Takeaway #1.

Nanoethics, Complexity Science & Intentional Change Theory

Week five provided a second ‘aha’ moment when idea that nanotechnology and the ethical development of this technology were being connected together at the hip through the 21st Century Nanotechnology Research and Development at and the National Nanotechnology Initiative (NNI). While the effort to ensure any new products or methods advance as a result of nanotechnology has ethical utility, the effort will have haphazard results without also incorporating concepts of complexity science and Intentional Change Theory (ICT). The key points are:

Nanotechnology is “fraught with uncertainty”

          “The most important factors of uncertainty that surround technology development pertain to the unpredictable, unforeseen, and unanticipated nature of complex technology development trajectories…” (Sollie, 2007, p. 296); Because this is a government initiative, there is likely a lot of ‘command and control’ leadership involved which is exactly the kind of leadership that is not desirable in complex environments where uncertainty is typically common. Agility is key in operating in domains where uncertainty is common (Snowden & Boone, 2007, p, 74).

Proper Diagnosis of Problems is Critical to Success

           Diagnosing a problem as simple, complicated, complex or chaotic properly is an absolute must in the successful diagnosis and implementation of corrective actions. Simple and chaotic domains are typically where mistakes are not made, but rather problematic is discerning the difference between complicated and complex (Obolensky, 2014, p. 109). Because nanotechnology has wide applications, understanding what domain the problems or ethical dilemmas reside in will be critical in selecting the right answer or allowing right answers to emerge.

Pulling it all Together with ICT

           Combining nanotechnology and nanoethics in a meaningful and lasting way, without the framework that ICT provides, will be a real challenge. Throw into the mix the need for the understanding of some of the concepts of complexity science and the NNI could face failure sooner than later. Van Oosten (2006) provided some insight into how ICT can be applied to change the culture of an organization, which is likely needed if the NNI is going to find success on a consistent and lasting basis.

Treatment of the Least of Us (Animals) and My Own Level of Morality

Okay, so the last takeaway is really two in one. One of the topics in week six (treatment of animals) touch my heart deeply. Week seven followed up with the different levels of morality which made me even more committed to doing whatever I can as a citizen and consumer to stop the horrible treatment animals endure in some animal farms. Examining my own level of morality tied directly back into the treatment of animals, so it made sense to keep the two together.
LaFollette (2007) really drove home the idea that animals that feel pain should have moral status (p. 228) and after watching the video The Ethics of What We Eat (Singer, 2009), what is cooked in this house will only be ‘free range’ or ‘wild-caught’ animals. In addition, less meat and more vegetables is in the plan. The combination of week six and seven helped me become more aware that I could and should do more, and that indeed my level of morality was not where it should be. Of the three levels of morality (minimal, moderate, and demanding), my comfort level is should be above moderate but below demanding. With my new diet rules in place, becoming more morally aware of my surroundings, and following the principles of ICT, my action plan to improve the suffering of those around me is well underway.

Covert Racism

Okay…just one more important takeaway and really the most significant in terms of alleviating the suffering of fellow human brothers and sisters. LaFollette (2007) and Lotto (2016) illustrated very vividly how slavery abolished almost 150 years ago continues to plague the nation built on the principles of liberty and freedom. How could we (Caucasian people) be so insensitive to the fact that we have benefited by keeping other people down? During week eight, an African American colleague and I went to lunch together. Some direct questions were asked on how he felt about the current state of racism in this country is. His responses did not surprise me. His passion and emotion did.
The scars of racism run deep and until we become empathetic to the victims of it, it will continue to be a problem. The Tea Party movement is possibly emblematic of the scars that still exist “In February of 2014 there were forty-eight members of the Tea Party caucus in the House of Representatives, all of whom were Republicans. Thirty-three, more than two thirds, were from states that were part of the Confederacy or in which slavery was legal at the time of the Civil War. The rest are from southwest, Midwest, or western mountain states that had not yet been granted statehood by the end of the war.” (Lotto, 2016). Could be a coincidence. My intuition tells me that there is a connection.
Summary
The relationship between power, morality and success, the treatment of animals and my own level of morality, and covert racism are my big takeaways from MLSD 634. An action plan to keep them in the forefront to alleviate the suffering of others is being implemented so that my own morality will continue to not only grow, but to influence others to do the same is being completed as this blog comes to an end. Think about your morality and what you can do to alleviate the suffering of others. Individually we can make a difference. Collectively we can change the world.
References:
Kramer, R. (2003). The Harder They Fall. Harvard Business Review, 81(10), 58-66.
LaFollette, H. (2007). The practice of ethics. Malden, MA: Blackwell Publishing.
Lotto, D. (2016). The south has risen again: Thoughts on the tea party and the recent rise of right-wing racism. The Journal of Psychohistory, 43(3), 156.
Sollie, P. (2007). Ethics, technology development and uncertainty: An outline for any future ethics of technology. Journal of Information, Communication and Ethics in Society, 5(4), 293-306. doi:10.1108/14779960710846155
Van Oosten, E. B. (2006). Intentional change theory at the organizational level: A case study. Journal of Management Development, 25(7), 707-717. doi:10.1108/02621710610678508

Yukl, G. (2013). Leadership in organizations. Boston MA: Pearson.

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