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Beyond ”Thou Shalt Not:”
  Ethics for a Meaningful
    and Successful Life


College of Saint Scholastica
     February 24, 2011

Charles A. Weinstein, Ph.D.
I am honored join you today…




         • Positive Ethics?

         • Ethical Decision-Making

         • The Ethics of Engagement

         • The Power of Purpose
“Business ethics is so…negative.”
Ethical leaders empower others
to improve the world
Who needs ethical leadership?
Among my teachers…
Ethical Decision Making

• Authority or Traditions.
• Conscience or gut feel.
• Name-calling

                OR

• Ethical frameworks
• Analytical thinking
• Constructive discussion
Prevailing Ethical Theories



•   Virtue Ethics
•   Rights-Based Theories
•   Kantianism
•   Utilitarianism
3,000 years in 5 minutes




 Aristotle    John Locke   Immanuel Kant J.S. Mill
 b. 384 BCE   b. 1632      b. 1724       b. 1806

         Think “OMAR”:
Outcomes – Motives – Agent – Rights
Ethical Discussion Framework

                                  Outcomes
                                  Motives
                                  Agent
                                  Rights
•   Articulate position (or competing positions).
•   Define disagreements or points of contention.
•   Clarify terms and concepts
•   Seek and clarify situation facts and objective data
•   Analyze positions
Measuring Engagement

•   Retention
•   Safety
•   Customer Service
•   Productivity
•   Profitability




    Source: Gallup G12 Summary
Employee Engagement Drivers
 • Clear expectations for
   performance
 • Adequate materials
   and equipment
 • Ability to succeed
   in assigned roles
 • A supervisor who cares about subordinates
 • Co-workers committed to quality work
 • Opportunities to learn and grow


Source: Gallup G12 Summary
Learning from Sisyphus

                 • Sisyphus angered
                   gods through a
                   variety of antics.
                   “Accounts vary.”

                 • His sentence was the
                   worst thing the
                   storytellers could
                   imagine for a smart,
                   engaged person.
A virtuous cycle

              Purpose


      Pride        Expectations


          Performance
ELA “Firefighter’s Paradox”




Where can we protect more lives and property?
Best Practices from Hospice Care
• Group sessions to
  process, share
  (and grieve).

• Individual
  relationships
  pervade teams and
  enterprise.

• Culture of mutual
  support and
  awareness
The oldest leadership seminar

 If we
                       • Safety and comfort
 aren’t
telling
stories,               • Tactical information
others
surely
  are!                 • Problem-solving

                       • Strategic decisions

                       • Who are we???
Thank you for your attention!

Charles A. Weinstein, Ph.D.
Ethical Leaders in Action, LLC

cweinstein@ethinact.com

651-646-1512



       “We enable ethical leaders to achieve
                           extraordinary results”

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Css ethics beyond thou shalt not

  • 1. Beyond ”Thou Shalt Not:” Ethics for a Meaningful and Successful Life College of Saint Scholastica February 24, 2011 Charles A. Weinstein, Ph.D.
  • 2. I am honored join you today… • Positive Ethics? • Ethical Decision-Making • The Ethics of Engagement • The Power of Purpose
  • 3. “Business ethics is so…negative.”
  • 4. Ethical leaders empower others to improve the world
  • 5. Who needs ethical leadership?
  • 7. Ethical Decision Making • Authority or Traditions. • Conscience or gut feel. • Name-calling OR • Ethical frameworks • Analytical thinking • Constructive discussion
  • 8. Prevailing Ethical Theories • Virtue Ethics • Rights-Based Theories • Kantianism • Utilitarianism
  • 9. 3,000 years in 5 minutes Aristotle John Locke Immanuel Kant J.S. Mill b. 384 BCE b. 1632 b. 1724 b. 1806 Think “OMAR”: Outcomes – Motives – Agent – Rights
  • 10. Ethical Discussion Framework Outcomes Motives Agent Rights • Articulate position (or competing positions). • Define disagreements or points of contention. • Clarify terms and concepts • Seek and clarify situation facts and objective data • Analyze positions
  • 11. Measuring Engagement • Retention • Safety • Customer Service • Productivity • Profitability Source: Gallup G12 Summary
  • 12. Employee Engagement Drivers • Clear expectations for performance • Adequate materials and equipment • Ability to succeed in assigned roles • A supervisor who cares about subordinates • Co-workers committed to quality work • Opportunities to learn and grow Source: Gallup G12 Summary
  • 13. Learning from Sisyphus • Sisyphus angered gods through a variety of antics. “Accounts vary.” • His sentence was the worst thing the storytellers could imagine for a smart, engaged person.
  • 14. A virtuous cycle Purpose Pride Expectations Performance
  • 15. ELA “Firefighter’s Paradox” Where can we protect more lives and property?
  • 16. Best Practices from Hospice Care • Group sessions to process, share (and grieve). • Individual relationships pervade teams and enterprise. • Culture of mutual support and awareness
  • 17. The oldest leadership seminar If we • Safety and comfort aren’t telling stories, • Tactical information others surely are! • Problem-solving • Strategic decisions • Who are we???
  • 18. Thank you for your attention! Charles A. Weinstein, Ph.D. Ethical Leaders in Action, LLC cweinstein@ethinact.com 651-646-1512 “We enable ethical leaders to achieve extraordinary results”