Presence of Fear Requires Courage

Fear is an emotion, a type of energy we all have available to us to help protect us against threats and danger. Thus the emotion of fear can be quite useful, unless of course it is the only or predominate energy that animates us. A fearful person—one largely motivated by it—will likely see danger and threats to him/her self everywhere and in most every other person. Moreover, when every other person is a potential threat to ones’ success toward fulfilling one’s goal in life, then fear of others—especially those not like oneself—inevitably emerges. Continue reading

Potential Psychopaths Us All

In the article Three Things to Know to Hold Wells Fargo Accountable the author Lynn Parramore (Senior Research Analyst at Institute of New Economic Thinking) relays what William Lazonick (Professor of Economics, University of Massachusetts Lowell) identified as the three things we need to know: 1) American businesses have become stock manipulation machines; 2) focusing on short-term stock prices leads to corruption; and 3) punishment means little until executive pay is understood. The first essentially speaks to the profit maximizing intent of business and its executives and the second to the importance of it happening now if not sooner while the third is that the entire scheme is ultimately profitable because of the enormous size of the gains. So now that we know these things, what are we to do about it? Continue reading

Clueless in a Human World

The authors of a recent HBR article, Wells Fargo and the Slippery Slope of Sales Incentives, provided the answer “to meet sales quotas and earn incentives” to the question “why they (they being the lower level employees of Wells Fargo) did this in the first place.” The “this” being unethical if not illegally selling and charging customers for services they did not need or request. It seems that the perspective here is that the employees where at fault, after all they are the ones who acted fraudulently! Continue reading

A Drowning Class and the Invisible Hand

Whether as a symptom of or as a commentary about the state of affairs of the U.S. economy we hear many (pundits especially) say the middle class is declining… if not disappearing. A growing number of people the state of affairs is quite stormy as they are finding it harder and harder to stay above water, yet for a select few who are smoothly sailing along it has never been better. Continue reading

A Theory for Leadership for a Human World

Leadership, according to Peter Northouse (2010, p 3), is a process whereby an individual influences a group of individuals to achieve a common goal. So then is evidence of leadership the achievement of a goal by a group? Does the goal matter? Do the means matter? Continue reading

In The Larger Scheme of Things

What happens when the larger-scheme-of-things is ignored and denied out of existence? Continue reading

It’s All In Our View

There is little doubt that the Newtonian-Cartesian based worldview which informed the Industrial Revolution has provided a system of thought for ordering our world and correspondingly for solving problems and realizing tremendous benefit. These benefits have come through the application of positivist science that brought wonderful advances in the field of medicine and technological innovation. Unfortunately this worldview is an egoistic materialist mechanistic worldview that has guided us in making our world an inhumane world; one where man’s inhumanity to man is quite prevalent. Continue reading

When It’s Everything

Let’s imagine that we surveyed people asking them whether they are in favor of   quality. What would we likely find? There is little doubt that overwhelmingly their response would be yes. What does this mean, what does this imply? Continue reading

Managing Performance

Management gets rewarded for delivering results, and those (employees) who perform in their work get results. Hence (quite understandably) management must identify and embrace performers.  The more performers there are the better (and easier) it is, especially for management.

 

Accordingly those who have been categorized as ‘a performer’—those who are above average—are often held up as exemplars: They are models of success, the standard bearers of what hard work and dedication to the job, to the organization and the economy can mean for each individual.

 

Who wouldn’t want to be labeled a performer? What manager, what organization wouldn’t want all to be above average? Clearly we must all aspire to be above average. If only every individual would just pick him or herself up by his or her own bootstraps! Continue reading

Why GM Acted as It Did

As we learned that GM had waited until 2014 to recall vehicles having a defective ignition switch which causes the car to suddenly shut off rendering brakes, steering and airbags non-functional which can lead to accidents killing people I am reminded of a brief discussion about GM’s tunnel vision in the post Gravity of Vision.

 

“It is unfortunate that many believe that it is not what the vision is, but what the vision does that makes it so important. For many having a goal is all that matters.  Accordingly most visions are in effect mission statements—what some might call BHAG (big hairy audacious goal).

As illustration consider GM’s vision, “Design, Build and Sell the World’s Best Vehicles.”  This speaks not of people but of things—yes the objects—the organization makes.  While GM’s statement offers a far-reaching noble goal it does not offer guidance to people toward developing and maintaining meaningful relationships with each other and the work.

When results-only becomes the thing then meaning is lost as everything becomes objectified.  Moreover as concern for results dominate relationships all interaction among people become mere transactions. Unavoidably, motivation turns to movement caused external authority and people become disconnected from the work.  Because engagement in the work turns superficial keeping people on task toward results guides the approach of management.”

 

I think it speaks to why GM acted as they did—choosing not to incur costs in recalling and replacing the defective part—and likely will continue to act similarly in the future unless management changes the profit-only intent and correspondingly the morally bankrupt vision of the business.