Transcript EDS leadership_052005 Day 3 AM

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Day 3 AM Objectives
• Why talk about this topic – necessity of building
important relationships
• Determine organizational power structure and flows
• Distinguish between decision makers and influencers
• Gain/maintain enthusiastic support from
sponsors/influencers
– Stakeholder buy-in
• Examine models and factors that define and influence
ethical behavior
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Use Commitment and Consistency
to Build Long-term Relationships
• Trust
• Expertise
– Technical competence
– Organizational
knowledge
– Industrial knowledge
Trust
– Clarifying &
communicating values
– Building relationships
Expertise
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Values Effects on Leaders
• Perceptions
–
–
–
–
situations and problems
individuals and groups
individual and organizational successes
the manner in which successes are to be achieved
• Solutions and decisions
• Basis for differentiation between right and wrong
• Extent to which leaders accept or reject
organizational pressures and goals
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Machiavellianism
• Nicolo Machiavelli (1469 - 1527)
• Caesare Borgia, model prince
• The Prince
– Written 1513; published posthumously
– Condemned by Pope Clement VIII
• Strong indigenous governments to repel
influence of foreign countries
– Focus on the practical problems associated with
staying in power
– Ends justify the means
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Provocative
• “Strong, ruthless, and cynical leadership is required of
the prince because people are completely and
inherently self-interested and self-serving.”
• “Political calculation is required to control events rather
than be victimized by them.”
• “Whatever the leader does to strengthen and preserve
the state is good.”
• “The prince, in order to retain his fidelity ought to think
of his minister, honoring and enriching him, doing him
kindnesses, and conferring on him honours and giving
him responsible tasks, so that the great honours and
riches bestowed on him cause him not to desire other
honours and riches, and the offices he holds make him
fearful of changes.”
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Christie & Geis, Mach IV
• High Machs
– win more
– are persuaded less; persuade others more
– differ significantly from low Machs when
• subjects interact with others
• the situation provides latitude for improvisation and the
subject must initiate responses as he can or will
• affective involvement with details irrelevant to winning
distract Low Machs
– deceive, bluff, manipulate in the face of
competition & uncertainty
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6 Ways to Make People Like You
Dale Carnegie
•
•
•
•
Become genuinely interested in other people.
Smile.
Remember the person’s name.
Listen. Encourage others to talk about
themselves.
• Talk in terms of the other person’s interests.
• Make the other person feel important, sincerely.
How Machiavellian was Dale
Carnegie?
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19 Systems Engineering
Students Fall 2003
Mach IV Scores 2003
Class
Average
120
100
80
60
40
20
0
Norm
Series1
1
3
5
7
9
11
13
15
17
19
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Definitions
• Ethics
– principles of right conduct or a system of
moral values
• Values
– generalized behaviors or states of affairs
considered to be important
• Attitudes
– feelings about objects, issues, or people
• generalize & enduring
• positive or negative
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Moral Reasoning
• Thought processes
• Developmental Stages
– Preconventional
– Conventional
– Postconventional
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Precon- Conventional
ventional
Postconventional
Moral Reasoning (Kohlberg 1984)
6 Good set by conscience
5 Good set by community/
egalitarianism
4 Good set by institutional
norms; bad yields guilt
3 Good/bad contingent on
approval/disapproval
2 Good is rewarded
1 Bad is punished
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Preconventional
Stage Description
“Bad” behavior is that
1
which is punished
2
“Good” behavior is that
which is concretely
rewarded
Moral reasoning in support of
stealing the drug
“If you let your wife die you
will get in trouble.”
Moral reasoning against
stealing the drug
“If you steal the drug you will
get in trouble.”
“If you do happen to get
caught, you could give the
drug back and not get much
of a sentence.”
“Even if you were caught and
didn’t get much of a sentence,
your wife would probably die
while you were in jail and it
wouldn’t do you much good.”
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Conventional
Stage Description
3
4
“Good” behavior which is
approved by others; “bad”
behavior which is
disapproved by others
“Good” behavior
conforms to standards
set by social institutions;
transgressions lead to
feelings of guilt or
dishonor
Moral reasoning in support of Moral reasoning against
stealing the drug
stealing the drug
“If you don’t steal the drug
you’ll never be able to look
anyone in the face again.”
“Everyone would know you are
a thief.”
“If you have any sense of
“If you stole the drug, however
honor, you’d do your duty as desperate you felt, you’d
a husband and steal the
never be able to look at
drug.”
yourself in the mirror again.”
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Postconventional
Stage Description
5
6
“Good” behavior
conforms to community
standards set through
democratic participation;
concern with maintaining
self-respect and respect
of equals
“Good" behavior is a
matter of individual
conscience based on
responsibly chosen
commitments to ethical
principals
Moral reasoning in support of Moral reasoning against
stealing the drug
stealing the drug
“If you don’t steal the drug
you’d lose your own respect
and everyone else’s too.”
“We’ve all agreed to live by
common rules, and any form
of stealing breaks that bond.”
“Maybe others would have
“If you didn’t steal it, you
approved of your behavior, but
might have satisfied the letter stealing the drug would still
of the law, but you wouldn’t
have violated you own
have satisfied the standards conscience and standards of
of your conscience.”
honesty.”
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Theory of Identity Development
Robert Kegan
Stage*
0
1
Subject to
Reflexes
Impulses, perceptions,
feelings
4
Needs, interests, wishes
Mutuality, shared
meaning
Self-authored system of
values
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Universality
2
3
Object of
None
Reflexes
Impulses, perceptions,
feelings
Needs, interests, wishes
Mutuality, shared meaning
Self-authored system of
values
*Stages of how we construct (understand) reality
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Right vs. Right Choices
The Second Choice Asks a Hard Question
The SMN Corporation has enjoyed a great growth spurt in the past three years.
Because of increased sales, the CEO decides to create a new director level
position. The position requires extensive business expertise, an understanding of
the SMN Corporation's industry, and exemplary interpersonal skills.
Two candidates remain after the final interviews: John, an external candidate with
a sound business background, and Mary, a candidate from within the company,
who also has the required skills. After due consideration, the Vice President for
Human Resources decides to offer the position to John. John considers the offer
for several days, but ultimately declines the position.
The Vice President then meets with Mary, and offers her the position. Upon
hearing the offer, Mary pauses. She looks the VP straight in the eye and asks,
"Was the job offered to John first?"
How should the vice president respond?
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Dilemma Patterns
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•
•
•
Truth vs. Loyalty
Individual vs. Community
Short- vs. Long-Term
Justice vs. Mercy
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Principles
• Ends-Based
• Rule-Based
• Care-Based
• Source
– Moral Philosophy
– How Good People Make Touch Choices, Rushworth
Kidder
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Fundamental Dilemmas of all
Cultures
• Source of Identity: Individual-Collective
• Goals and Means of Achievement: ToughTender
• Orientation to Authority: Equal-Unequal
• Response to Ambiguity: Dynamic-Stable
• Means of Knowledge Acquisition: ActiveReflective
• Perspective on Time: Scarce-Plentiful
• Outlook on Life: Doing-Being
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Law of Commitment – People are more likely to listen to
you and help you if they see you take action directed at
achieving your goals.
#4 - The Law of Commitment
Actions speak louder than words.
People are more likely to listen to you (and subsequently trust
you) if they see you take action leading towards your goals. If
you prove your dedication to your goals, others will
understand that you are committed and that your word is
good.
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Commitment
People tend to follow people who have clear and
specific goals. People need to feel the power and
passion of your commitment. Boston Marathon vs. I
am going to run a marathon someday (be specific). If
you state your goal it holds weight. If you write it
down it holds MORE weight. If you state your goal,
write it down and then ACT on it, there is a greater
probability that people will be influenced because they
see your commitment. Therefore they will tend to trust
you and help you with your goal. It stands to reason
that your goal will be accomplished with greater ease
and probably more quickly.
How can you use this knowledge in your industry?
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Law of Consistency – People are more willing to trust
those who behave in a stable and predictable manner.
#5 - The Law of Consistency
You can always follow the North Star.
People are more willing to trust someone who is stable and
predictable in their behaviors, they need not fear a lack of
follow through when they do business with you or commit to
your cause.
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Consistency
The goal does not change. The continuity of behavior
patterns help to establish more trust. We tend to trust
people who show consistency and allow them to
influence us because we trust them. This comes more
from actions than words. (Behavior is primary source
of information about beliefs, values, and attitudes.)
How can you use this knowledge to your benefit?
Has this influencing tactic been used against you in
the past? How could someone use this to manipulate
people?