strategy ethics leadership these three areas of inquiry and practice are very similar. all three...
TRANSCRIPT
Strategy Ethics
Leadership
These three areas of inquiry and practice are very similar. All three involve knowing the situation and circumstances. Also, “leadership is about service not about power” just as strategy and ethics also both involve service and power.
1. FP&R: future-proofing and resilience2. RBMHG: reasonably-balanced mixture of the human goods
3. KLMBS: known limitations of market based systems
4. LPAMC: levers to pull to avoid mega-catastrophes5. PGMIBG: public-good missions involving business and govt
6. GEHI: the general effectiveness of human intentions
7. TBRT: table of blue vs. red themes8. MFoC & MOMA: the moral foundations of capitalism and a more-obviously-moral approach
8 REALLY IMPORTANT IDEAS IN STRATEGY & ETHICS FOR 21ST CENTURY
wealth,negative-freedom
(from state regimes)pleasure, aesthetics
positive-freedom,health,
happiness
More obviously moral approach
Capitalism & strategy
justice & fairness, negative-freedom(from private regimes)
friendship, sociality care, nobility, charity
Monopolistic tendencies (concentration of power, wealth)Ignores aspects of Distributive-Justice (distribution of
wealth and the HGs).Many lack the ability to pay for anything (no endowment,
or legitimate opportunity) Lack of Information (about the things being exchanged,
purchased)Preference vs. well-being (the dark psyche; the creation of
desire)Externalities (e.g. un-priced pollution, no restorative-j)Un-priced public-goods (e.g. the benefits we all obtain
when everyone else is healthy).Lack of universal access to non-rival goods (in strong IPR
regimes)
KLMBS
210020452015
Trans-humancivilization
Momentum - Trends
Trans-humanist
divide
3rd & 4th world2bn+ in squalor
Mid-centuryCanyon
Lifted 4th & 3rd worlds
Mega -cats?1st & 2nd
worlds
LeverageFactors
wealth
USA average
Corporation
Government(1)
Lobbying & constructive engagement for common good, anti-corruption, etc.Informative
advertising to explain KLMBS & HG-government
CSR Compensate for all KLMBS, In pursuit of dual mission & vision
HG-government cultivate & implant justice, efficiency, health, positive -freedom, happiness, etc.
I-NGO’s
Partner & engage for shared mission
GlobalCommon
Good
Government (2)
Government (n)
TGI’S &Networks
e.g. UN, OECDBuild trustfacilitatestability, Huricoordination &harmonization
Lobby for selected HG’s & global good
Endorse & support
Co-opetition &Self-governancee.g. Global Compact
optimize tax globally
PGSIBG
Corporation
Government(1)I-NGO’s
global quasi-feudal
corporate society
Government (2)
Government (n)
TGI’S &Networks
e.g. UN, OECDBuild trustfacilitatestability, Huricoordination &harmonization
Lobbying for selected HG’s orpolicies
Selectively endorse & support
CSR Compensate for selected KLMBS,to achieve valued reputation effects
Ignore, partner for reputation & ideology, or monitor & disrupt Political or
ideological advertising
Narrow lobbying to enable increased exploitation of KLMBS sub-set of HG’s
stability, contracts, negative-freedom,
minimize tax globally
Hyper-competitivestrategy
Hypercompetitive Global Capitalism
PlannedStrategy
“un-realized”Strategy*
EmergentStrategy
“Realized”Strategy
Deliberate,intentional
This aspect of strategy did not work out
Unforeseenchanges
Circumstances that strategist does not control but perhaps co-creates
“Things just evolve in unpredictable ways”“The business system is an ecology”
Plannedbenefits for self
un-realizedoutcomes
emergentbenefits for
self & society
Realized*benefits for self
& society
Deliberate,intentional
Parts of the plan “came to nothing”
Unforeseenchanges
Circumstances that strategist does not control but perhaps influences
“Things just evolve in unpredictable ways”“The business system is an ecology”
…by pursuing self-interest man frequently promotes the interest of society more effectively than when he directly intends to promote it (as if by an invisible hand). Adam Smith 1776
* i.e. “becomes real”
Invisible hand
Expectedcosts to society
Due toExploitation of KLMBS
PlannedBenefits for self
& society
“un-realized”outcomes
emergentbenefits for
self & society
“Realized”Benefits for self
& more for society
Deliberate,intentional
This aspect of the plan “came to nothing”
Unforeseenchanges
Circumstances that strategist does not control but perhaps influences
“Things just evolve in unpredictable ways”“The business system is an ecology”
…by directly intending to promote the interest of self and society man frequently does promote both quite effectively(Business Ethics)
Low expectedcosts to society
Due tocompensation for KLMBS
COMPONENT LEFT-POLE RIGHT-POLE Comments
KLMBS Compensate, refrain exploit Exploiting KLMBS yields market-power and generates “above normal” returns to s/h.
Value-priority justice efficiency Econ.-efficiency implies aggregate wealth, so these values are like HG’s
Variants stakeholder shareholder Variants of capitalism (legal, cultural) or models of strategic management (conceptual)
Capitals multi-forms financial forms Human, social, ecological, cultural, moral, political, economic; Classes of equity and debt
Politics econ-left econ-right Strong positions often reflect partial-knowledge, sense of identity, vague emotions
Timing ethics now ethics later First get rich, then maybe give it to charity when you get old (but you won’t give enough)
Co-opetition co-operation C competition D Dynamic prisoners’ dilemma games explain a lot about strategy and ethics. E.g. Tit-for-Tat
Language values-based value-based There are separate (political) discourses, e.g. “Value-Based-Mgmnt” means s/h wealth-maxn.
Agency (resp) corporate individual Pol-left endorses CM-Resp concept (like stakeholder modl.), right emphasizes indiv resp.
Agency (rights) individual corporate Pol-right endorses CM-Ri like right to political speech and funding. Left wants equal voices.
Trust in governments in markets Right tends to trust markets more than governments to deliver a satisfying HG mix.
Hopes enlightenment for all prosperity for self Left wants to elevate peoples’ consciousness, Right seeks personal salvation or prosperity.
Passions isothymic megalothymic Passion for justice or for power? Plato noted the two types of character (cf. virtue ethics).
Leader-style transformational transactional t-forml leader inspires and changes others’ abilities; t-actl uses +/- incentives (exchanges)
Focus We/the other I/the self Several psychological theories focus on this fundamental distinction (Etzioni, Piaget, Wu)
Yin/Yang yin yang Female and male aspects in balance. L-R alignment is partial; yang includes “the light”
Science Ecology Engineering Broadly, the right has an engineering view of economics; left has ecological-understanding
Rate of innovn Gradual, evolving Rapid, driven Weber noted that many do not want innovation, but just want to live in their “accustomed way”
Ethics theories* MOMA MFoC The partitioned ethics-set identifies and locates forms of (pol-) moral-reasoning on both sides.
FORM OR THEORY CENTRAL IDEAConsequentialism Consider expected HG consequences of each considered actionAct vs. Rule sub-forms Each decision separately vs. use utiln-justified general rules.Utilitarianism without justice.
seek “the greatest good for the greatest number”, OK with slavery
Ethical Egoism. Best for oneself (including identity aspects & freedoms)
Utility-maximization (in markets)
Optimized satisfaction of participants’ preferences (good or bad). Associated with ‘let market decide’, if you ignore KLMBS.
Utilitarianism with justice “Greatest good” but no-one is suffering beyond a reasonable limit.Deontology Logic, categorical imperative: Golden rule, others as ‘ends’. Ethic of Care. Feminist, care, kindness; Balance vs . Feminist or Socialist Revoln?
ContractarianismMoral-political, free agreement & exchange, veil of ignorance, justice (difference) principle
The spanning-theoriesDialectics (synthesis), Pluralism (all forms), Pragmatism (inquiry), Particularism (case-by-case) Virtue-ethics (character).