A634.4.4.RB- Is Affirmative Action Ethical?

For all intents and purposes I have never really batted an eyelash over affirmative action which is “designed as temporary measures to increase the employment and educational opportunities available to qualified women and minorities by giving them preference in hiring, promotion, and admission” (Andre, Velasquez, & Mazur, n.d., para. 2). I inherently support this action. I am a female so I suppose that technically that I could be included in the scope of special consideration, though I cannot say that I have ever directly benefited personally. Maybe I have and I do not even know it. Ultimately I take no issue with it, but the real question is whether affirmative action is ethical? Ethics is centered on what we ought to do when trying to determine if something is right or wrong (LaFollette, 2007). There has been so much controversy about affirmative action and I wonder if it is misunderstood?  Is it fair? Is it keeping us all from being equal by single out groups for special consideration? Or is it actually helping with equality and opportunity when it otherwise would not have been given?

If I were to solely base my understanding of affirmative action on the LaFollette text I may not have a particularly positive outlook on this topic. While I think his writings were well intentioned, I feel his stance was filled with inflammatory examples riddled with logical fallacy and parallel mistakes in reasoning. One of the main sticking points was that while his definition did include that it is meant to assist minorities and women LaFollette only focuses on African-Americans and goes on to say that if affirmative action can be justified they would be the most deserving recipients (2007). No further indication is made about other minority groups or women and does not include the historical benefits or any arguments that have been made for each. While including each may have made for a longer or even a second chapter, it paints a wholly incomplete picture of affirmative action.

In terms of LaFollette, the focus is rather singular and presents arguments that have been made against affirmative action such as that it is reverse discrimination, it hurts those who have done no wrong, sheds lights on the argument regarding qualification, that affirmative action stigmatizes black, and it minimizes the rights of employers. Arguments for affirmative action include that we still face continuing racism, though it is veiled and indirect in its form today and that there should be equality for opportunity (LaFollette, 2007). Other assorted arguments for affirmative action are tucked into the responses of the arguments against it, such as whites are not thought to be inferior to blacks, white men have never been discriminated against so even in reverse it is not tantamount to what blacks have faced so it does not count as much, and that whites owe blacks punitive damages for that was done by our ancestors so that while we did not do the damage ourselves, we still reap the benefits from generation to generation (LaFollette, 2007). I simply cannot wrap my mind around these comments and my felt sense tells me that they may not be ethical, but one man’s opinion should not color this entire issue of inquiry into affirmative action and the determination if it is ethical. Frankly it is a distorted generalized statement to make about one group or another.

My main concern that I have with most things is that I would like to see true equality in the world. I have come to find that not everyone has an ever inquisitive mind and fact checks multiple sources and dissenting opinions, evaluate them critically and then makes up their mind when they encounter the unknown. If we hear something we tend to take it at face value and this is what makes me feel that affirmative action will continue to be misunderstood. Through misunderstanding is more prejudice being developed? According to Plous (2003) there is a myth about combating discrimination with discrimination and that “the problem with this myth is that it uses the same word -- discrimination -- to describe two very different things. Job discrimination is grounded in prejudice and exclusion, whereas affirmative action is an effort to overcome prejudicial treatment through inclusion. The most effective way to cure society of exclusionary practices is to make special efforts at inclusion, which is exactly what affirmative action does” (para. 8). While that is the aim, I am not assured that it prevents it from being misunderstood. In my opinion, that is a problem. A problem for the aim and a problem for society.

Another argument is that if we stop viewing each other in terms of differences we can prevent racism and there would no longer be a need for affirmative action that we could all just be as equals. This is called colorblindness. While this statement sounds intuitively plausible, the reality is that color-blind policies often put racial minorities at a disadvantage (Plous, 2003). “Unless preexisting inequities are corrected or otherwise taken into account, color-blind policies do not correct racial injustice -- they reinforce it” (Plous, 2003, para. 2). Although En Vogue made a compelling song, “Free Your Mind” that sings ”Free your mind and the rest will follow, be colorblind, don’t be so shallow” where I feel  this really is the ultimate goal, regardless we still have to remain cognizant in order not to have an out of sight, out of mind mentality. When we hurt one group, or two groups, we are overall hurting each other and ourselves.

The bottom line is that ethically, I believe that if you see something then you need to do something. That is exactly the intent of affirmative action. There is still a lot of wrong and we should do something about it. While it seems like we are starting to come a long way to become open and civic minded, there are still heinous instances occurring every day to discriminate against others. This means that this is everyone’s problem and we all need to do our part to coexist and that means that everyone deserves equal opportunities.

References:

Andre, C., Velasquez, M., & Mazur, T. (n.d.). Affirmative Action: Twenty-five Years of Controversy. Retrieved April 18, 2015, from http://www.scu.edu/ethics/publications/iie/v5n2/affirmative.html

LaFollette, H. (2007). The Practice of Ethics. Malden, MA; Blackwell Publishing

Plous, S. (2003). UnderstandingPrejudice.org: Ten Myths About Affirmative Action. Retrieved April 18, 2015, from http://www.understandingprejudice.org/readroom/articles/affirm.htm

A634.3.5.RB- The Harder They Fall

I am not really competitive with anyone other than myself and I often find myself being complacent with my current professional role without vision to climb. Maybe I am afraid of heights, or just weary. This is not to say that I am not interested, though I worry whether I am made of the “right” stuff. Obviously as I am studying leadership, at some point for me to grow, I will need to move past the point of theorizing and actually translate what I have learned into practical experience. I honestly do not feel the gravitational pull toward power that would require me to spend my energy maneuvering strategically while I am at work… I would just rather do the work when I am at work… call me crazy. According to the Kramer article this may be a great detriment to any rise in my corporate status. “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 and behaviors they need for survival once they get to the top” (Kramer, 2003, para. 8).

As I value my principles I am often baffled by the competitive acquisition that is commonplace in American culture. Schor calls this new consumerism where we make comparisons to reference groups that are not parallel to the level that we are currently at and instead try to reach four of five times above where we are economically (1998).

One solution to these problems emerged on the talk-show circuit recently, championed by a pair of young urban "entry-level" earners: live the faux life, consuming as if you had a big bank balance. Their strategies? Use your expense account for private entertainment, date bankers, and sneak into snazzy parties without an invitation. Haven't got the wardrobe for it? No matter. Charge expensive clothes, wear them with the tags on, and return them the morning after. Apparently the upscale life is now so worth living that deception, cheating, and theft are a small price to pay for it. (Schor, 1998, p. 8).

 I have pondered what we would be like as a society should we take away positioning ourselves for the next great thing and the negative aspects associated with it. Then I realize what I think society would actually be like and it would not be peaceful, it would be like turning back the hands of time, which may be a bit of an over diluted reduction. I imagine we would see the same power struggles as centuries ago. Trade having business aspiration for anything that someone else may want to have. In polite society CEO status etc. is the ultimate prize.

There are lots of extremely smart and ambitious individuals vying for just a few top slots. Moving up the ranks can be like competing in a high-stakes tournament: As you make it through successive rounds, the pool of worthy candidates narrows, the margin for error is much smaller, and the competition intensifies. This winnowing process means just a handful of people will attain prominence or success. In some contests—such as those for CEO of a major corporation, head of a mainstream motion picture studio, dean of an elite law school, or president of the United States—there can be only one winner. (Kramer, 2003, para. 9).

Prior to modern day issues, there were still those out there with the winner takes all mentality who sought power, riches, and spoils of circumstances that were more preferential than what they had. Countries tried to overthrow one another to gain land. Kings and Queens married off their children to form alliances between countries in order to protect their own interests. Pirates pillaged and plundered. Barbarians killed to get what they want, not embarked upon negotiations or aimed to climb the social or corporate ladder. If you were lucky enough to be in the right place at the right time and found something worth having, or if you were creative or intelligent enough to make something desirable, there were always those lying in wait with enough strategy and power to seize it forcefully. This is still true today. We see it in the form of war. We also see it in a more benign form that comes with an ethical price when winner takes all competitors engage in reckless behavior and folly (Kramer, 2003). It doesn’t matter what it comes wrapped in today, such as the next CEO position, the concept is the about the same. Kramer calls this winner takes all (2003). I see this as a major dilemma in society, at work, and in our personal lives.

Ethically where does this leave us in terms of the dilemmas we face? Leaders have to wear different hats and it can become difficult to shift from one to another and have the appropriate competencies and personalities to make it all the way to the top. Sometimes you think to yourself… why not me? So off you go to leverage for power and as Kramer puts it, winner wants all. If I were to put myself in another’s shoes I can rationalize where genius to folly syndrome occurs (Kramer, 2003). You work so hard in high school to perform well academically and pad your resume with impressive accomplishments. It seems fun at first even if it is competitive, but the stakes are not as high or as dire. You likely do not have bills to pay or mouths to feed, though for some, not getting into the right Ivy League institution could be seen as a travesty in itself. The same is done throughout your college career to get to the next place you are going, the work force/ professional level. These life events are a series of foothills. Each becomes more arduous than the one previous and each time you make it to the top you have to start over, already exhausted. It is a constant upward trek. The brief reprieve of finishing and the sense of victory wear off and you keep climbing. Maybe it is new consumerism that Schor discusses that makes us feel like we need at all right now.

At some point one has to wonder, when does the hard work end? Sadly it doesn’t. Just because you ascend does not mean you are exempt from the work, the work just changes. The perks are what tempt us into faltering because why would you have these things if you had not earned them? Moderation can seem inconvenient. To stay on top, one must keep the same work ethic that got them to the top, if not a better one now that so much visibility is placed upon you as a product of being at the top of the pyramid. It is truly and endurance journey and not many are truly cut out for the multifaceted versatility an ethical leader needs to possess in order not to crash and burn.

From a societal perspective, I worry about our culture. My generation was one of the first to really tap into the millionaire lifestyle and try to emulate it. Sure there was always someone trying to keep up with the Jones, but then someone had to go and try to keep up with the Kardashians, which means whatever you are doing, you do it all over television and you publicize your every move heavily. Status and material possessions has become tied to personal identity and the entitlement is on its way to spinning out of control (Schor, 1998). It reminds me of The Great Gatsby. Gatsby built himself up with his lies of who is was and wear he came from, positioned himself to get one thing- Daisy, put all of his eggs in one basket, let his ego misguide the truth about himself that he was unstoppable and could not be defeated in anything, made some incorrect calculations, and ultimately became his on undoing. It is a tragic tale dressed in gorgeously gilded trappings. What was once a school reading requirement plays out in the media regularly. Life has imitated art. “One might think that reality would splash a little cold water now and then on leaders’ splendid illusions” (Kramer, 2003, para. 26).

For me individually I have always been afraid to fly too close to the sun. I take Icarus’s tale seriously. I am a safety girl and crave playing it safe. My childhood shaped who I am and tamed my ambition, which I had plenty of when I was younger. Risk is not in my vocabulary unless you mean painting a wall a wild color or dying my hair an artistic shade of purple, but those are not permanent decisions, they can be easily changed. What I thought I would have forever, my parents and my childhood home, were taken from me so soon and now I realize that nothing is permanent, not even an anticipated tenure at the top. I am often baffled by those who get to the top and dethrone others on the way there, how they can believe that their stay will be long-term when it could be temporary in comparison to the life-span of a full-fledged career.

There is not a point where I would not feel constantly on edge because I know how quickly what you have can be taken away. Without ambition or expectation, I became depleted of my drive to ascend and found solace in clinging to my principles that keep me rooted firmly in the ground. If I could get to the next level this would be an asset. For that same reason it is why I have sustained the same level exactly where I am. The beautiful and assuring fact is that leaders are needed everywhere, especially those who hold ethical decision-making as a core value. While I may not be the next great CEO of a large multi-national company, there is a place for me to shine my light, which may be through the arts and also the field of education. Just because I am not the crowning achievement atop the pyramid, I am still comfortable knowing I have an important role in keeping the pyramid strong and holding it up through my own unique contributions. If more people felt the same then maybe there would be less of the same dilemma played out repeatedly. 

References:

Kramer, R. (2003, October 1). The Harder They Fall. Retrieved April 9, 2015, from https://hbr.org/2003/10/the-harder-they-fall

Schor, J. (1998). The overspent American: Upscaling, downshifting, and the new consumer. New York, NY: Basic Books.

A634.2.4.RB- Theories of Ethics

Recently I began my first ethics class and while I may have only dipped my toe into the ocean of theories that are available in order to critically think about and examine practical issues, I am still unsure which one I most closely follow. Two of the major theories are Deontology and Consequentialism. I am almost fearful that I am not consistent in my views, in fact, I am confident enough in myself and my decision-making to acknowledge that I am not consistent… and I might be okay with that. While I think there is a rather lazy convenience in approaching moral theories like a pick and choose buffet, another way to view it is that while no theory is perfect one can sidestep the flaws and create their own best of album of ethical decision-making. I think that each theory has really important ideas that I have unknowingly incorporated into my life and I would like to put both theories in the hot seat for a moment to look at the best and worst of what they have to offer.

Deontology: The road to hell is paved with good intentions

Deontology is concerned with following moral rules and principles regardless if the end consequence is not that great. For example, if I threw a baseball and it went through my neighbor’s window, I should tell the truth that it was me regardless of the trouble that I would get into both financially and the standing relationship that I may end up damaging. If telling the truth is a moral obligation, and deontology says that it is, it must be done no matter what. Another interesting way to look at this is being a Good Samaritan. If I came upon someone who was severely injured I should help them. If I am the only one around, I am better than nothing. I do not have medical training, unless you count knowing how to dilate pupils, which we aren’t. My obligation would be to try to help in any way I can. If a car was coming and I tried to move the person out of the road and paralyzed them accidentally because I moved them, is not really an important factor in deontology. I had a good intention to help and do the best I could. It is unfortunate that the end result is as it was. If life was looked at in timeline format, what we did in the beginning and then in the middle are very important, no matter how it turns out.

Consequentialism: If it doesn’t work out, then you are just a jerk

Consequentialists would not agree that it is what we do in the beginning or the middle, but that we get to the best overall end result that benefits the most people possible. I think Jack Bauer and 24 is a great example. In order to save the world, so what if he has to murder at least 273 people (after the premiere of 24: Live Another Day), most of who are threatening the peace and civility that society tends to enjoy. When it comes to saving the world, I could get behind consequentialism! However, if I am going about my everyday ho-hum routine and there is a turtle, kitten, puppy etc. or all three in the road and I intend to preserve an animal’s life and I swerve… as long as my intended outcome to save the animal is completed then I have carried out my intention. It gets a little messy when I think about what if I wreck… into a tree… and kill myself… or other people… I still saved that cute little animal. This is where consequentialism and utilitarianism tend to converge; did I serve the greatest good? Did I actually produce the best end result? For the turtle I did. Here is where I start pointing fingers a little bit. If Jack Bauer killed all of those people and then failed to save the day, then he has just killed a bunch of people. How does he explain himself? There is no end result to justify those actions according to a consequentialist outlook. If you do whatever it takes and fail, then you are just a jerk. It does matter what you intended because the outcome doesn’t stand up to justify the means to get there.

Best of both worlds?

To play the devil’s advocate if I married the two together to have a true deontologist-consequentialist union then I would have the follow the rules explicitly and still come up with the best outcome. So, Jack Bauer would not be able to kill his way through the world, he would have to incarcerate or stun the people and take great care from beginning to end. Now… if we were to do the pick and choose thing, he would kill his way through the world of criminals and bad guys and if he were to fail, it would only be a temporary setback. I mean, come on, it is Jack Bauer we are talking about! Then he would just keep on going until he produced the best consequences.

Fun and games aside, there is divergence between these two theories and those who hold these viewpoints may also diverge. All deontologists have a one size fits all approach, and likely the same for consequentialists because what is to say which action in fact does hold the most weight, there are places for wiggle room. According to LaFollette the main goal is to critically think about what we do and why we do it (2007). Our careful reflection can assist in understanding how to approach practical issues in an ethical way. If we cannot agree as a society, as a set of one people, what is the most moral and ethical way to behave, our actions still must be morally evaluated when it comes to how our actions affect others. Most can agree on this fact (LaFollette, 2007). Because it is so important how our actions affect others, this is why I do not feel compelled to be discouraged by how I pick and choose between the theories. If I am constantly evaluating how to honor others and still respect myself through the journey and try to have good consequences after everything is said and done it might be okay that I lack consistency. Then again, I may be trying to justify my actions.

References:

LaFollette, H. (2007). The practice of ethics. Malden, MA: Wiley Blackwell

A634.1.6.RB- The Buck Starts (and Stops) with You!

Many believe that management education has contributed to the systematic failure of today’s leaders. This hits close to home for me, or at least close to my college home. I graduated from Mississippi College, the same alma mater of Bernie Ebbers, a little less than one year after he drove himself to federal prison in Louisiana to begin his sentence. This is quite ironic that Mississippi College, a Christian College and an overall fine institution, happened to be the institution of choice for one of the most notoriously corrupt. Regardless of being in the same alumni pool, I am still proud of “MC”.

Scandals have repeatedly rocked the business world causing a lot of questioning over the effectiveness of Business Schools; accusing that they do not teach and instill critical thinking and moral reasoning which is why MBAs made “the shortsighted and self-serving decisions that resulted in the current financial crisis” (Podolny, 2009, para. 2). The tirade against business curriculum does not stop there.

Fact is, so deep and widespread are the problems afflicting management education that people have come to believe that business schools are harmful to society, fostering self-interested, unethical, and even illegal behavior by their graduates. How did we get into a situation in which MBAs are part of the problem rather than the solution? (Podolny, 2009, para. 9)

If those in Business Schools are so bright and so wise, what can be done about this? This is also something quite personal to me as I am a graduate student in a business program.  Plus I work in higher education as an academic advisor. Education is something I love and believe in. I do not want to see something as beautiful as learning become tarnished by some very terrible examples of those who abuse their knowledge and abilities. Just because you can do something does not mean you should.

I would like to take a moment, though, to argue that fault cannot fall solely upon academia; that societally we need to take responsibility. Business schools do not tell people to go out and doing unethical things. “Business schools cannot be expected to assume total responsibility for ethical debacles in corporations and throughout the business world. Education is hardly the sole determinant of human behavior, and responsibility for ethics education is not the exclusive province of business schools” (Ethics, 2004, para. 3). Business schools are merely providing the tools to be successful in the business world, perhaps a little too well if these skilled individuals are able to pull off such elaborate schemes.

This is like blaming a school for superheroes for circumstances in which villains are born or blaming churches for those who attend and yet commit unthinkable crimes that also happen to be sin. Blame is easy when it is one sided. But when you point one finger, several point back at the accuser. I believe corporations in conjunction with business schools need to be responsible for setting standards of what is acceptable and desirable and partnering together to make it possible. “Many companies say completing an ethics course won't make or break a hiring decision—especially since firms tend to offer their own training for new hires” (Korn, 2013, para. 16). It is going to take companies anticipating a possible ultimate demise, that they could become the next WorldCom or Enron, prior to any warning signs of a problem and the belief that an internal training program alone cannot be the final say in preparation. Regardless of whether it is during Business School or internal training on the job, one cannot guarantee better results than another. It is a package deal. “But whether coverage of material equates to demonstrable learning outcomes is another issue” (Buchko & Buchko, 2009, para. 14).

Surveys conducted by the Aspen Institute, a think tank, show that about 60% of new M.B.A. students view maximizing shareholder value as the primary responsibility of a company; that number rises to 69% by the time they reach the program's midpoint. Though maximizing shareholder returns isn't a bad goal in itself, focusing on that at the expense of customer satisfaction, employee well-being or environmental considerations can be dangerous. (Korn, 2013, para. 6-7)

With that said, looking at ERAU’s MBAA degree program, it is strongly focused on quantitative skills and does not focus so much on the “softer skills” required as part of the core curriculum of the Master of Science in Leadership or the recently redeveloped Master of Science in Management, for example. I believe each area has its own unique purpose, but that perhaps an increased emphasis could be placed on the areas lacking by those who decry MBAs as not having a holistic approach. I do not believe it is uncommon to have such a strongly envisioned focus for MBA programs. If the business world embraces the need for programs like the MSL or MSM maybe the MBA would change its tune to accommodate having the best of both worlds. Until then I do not see why a zebra would change its stripes.

Luckily there are always pioneers amongst us. “Some schools are experimenting with a more integrated approach.  Boston University's School of Management is introducing a required ethics course for freshman business students, and is also tasking instructors in other business classes to incorporate ethics into their lessons. It may also overhaul a senior seminar to reinforce ethics topics” (Korn, 2013, para. 10). There are other schools, I learned recently in the discussion board of my current class, MSLD 634, that Babson College developed a curriculum called Giving Voice to Values. There are Business Schools out there who are trying to make an impact and make a difference. How long will it take until those who decry MBAs take notice? Or rather, what is it going to take to notice that there are leaders who are both capable and ethical? If my predictions are correct, for real change to happen it will take those who do the hiring of those who receive the Business School degrees to refocus on what they are looking for in the real world.

References:

Buchko, A. A., & Buchko, K. J. (2009). So we teach business ethics-do they learn? Journal of Business Ethics Education, 6, 119-146. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/851623201?accountid=27203

Ethics Education in Business Schools. (2004). Retrieved March 28, 2015, from http://www.aacsb.edu/~/media/AACSB/Publications/research-reports/ethics-education.ashx

Korn, M. (2013, February 6). Does an 'A' in Ethics Have Any Value? Retrieved March 28, 2015, from http://www.wsj.com/articles/SB10001424127887324761004578286102004694378

Podolny, J. (2009). The Buck Stops (and Starts) at Business School. Retrieved March 28, 2015, from https://hbr.org/2009/06/the-buck-stops-and-starts-at-business-school

A632.9.3.RB- Role of Emotion in Decision Making

Anyone who gets to know me should infer quickly that I am an extremely expressive person. When I talk to students on the phone one of my best cubicle mates sweetly laughs at me and asks me after I hang up if I am “soooo excited”.  I easily get caught up in the positivity of cheering my students on because I want them to reach their goals and I think being uplifted is the best way to have the energy to that. I also get “so excited” when there are new changes that are beneficial that I want to tell them about. I say that quite a bit. I like being excited, it is fun and it is so much better than the alternative.  I am also guilty of because I wear my emotions all over my face, in my body language, and all over my sleeve. Poker face? I don’t have one. There are times when I get so scared that I picture my whole body locking up as if I am trying to hit the brakes only to continually being propelled forward into the future although I have my feet flexed and my heels dug in because you cannot hit the pause button on life. When it comes to decision-making emotions can stifle us if we let it take over. On the other hand, positive emotions can take us the extra little bit to get us to where we are going.

June 2013 I had a big decision to make. I heard of a great opportunity to become an advisor at Embry-Riddle Aeronautical University. I had always dreamed of being an advisor but never really thought about how to make it happen. One day I was sitting at work and I learned about an opening. I loved my job but there were things that simply were not growing me anymore. Loyalty is a huge thing for me but at what point do you limit your potential to help others and better yourself? I also had zero academic advising experience and knew this was a highly prestigious organization… everyone will want this job. There were at least one hundred applicants and the posting was pulled off the site. I landed a phone interview and knew it was important to make a really great first impression. I made it through that round and had to do a panel interview with the entire graduate team. The director plus all of the advisors added up to seven people. There were many candidates; I think maybe seven in this round. I was the last to be scheduled.

I had a decision about how my interview would go and what I wanted to show the graduate advising team. One of my best assets is my personality and I went in ready to put that fully in the spotlight. Although the odds did not seem in my favor I felt so confident about the decision to join this organization and that I was the right candidate. Most people that I know say they despise interviews but my attitude was really focused on being positive. I was hopeful to have a new opportunity, enthusiastic about the organization and what I could bring to the position, and composed because I felt ready like all signs were pointing to this outcome. After the fact once I received the position the grad team has told me that it was hands down the best interview they had experienced, that it felt natural and my personality really shown through. In their mind there was someone already selected but that I came in and knocked it out of the park and that it was clear I would be a good fit. I am so proud of this moment in my life. I really think that my emotions about the decision made the difference. There is a difference between confidence and cockiness, I just wanted to share my light, happiness and enthusiasm and this was really everything that mattered. Professor Baba Shiv of Stanford says that confidence matters and that it makes the difference in the fruition of our dreams (Shiv, 2011). I completely agree.

I have had other times when I have not felt confident, but rather quite the opposite. It is so strange what a difference a year can make. I began my graduate studies January 2014. I am coming to the conclusion of my sixth graduate class that began January 2015 and in a matter of days and will officially be at the half way point… I will be “half a Master”! I have dreamed for a long time about receiving a Master’s degree and never really thought that it was possible. In high school I had a hard time. It was not that I was not bright; it was just that things didn’t always click, especially with math. I almost did not graduate from high school because of my poor math abilities. Sadly at this time in my life “smart” was not something I heard. No one called me that. It made me devastatingly sad. This made me feel like college was an absolute impossibility and would be an uphill battle to try to make it. I spent the entire summer before my freshman year playing academic trivia online and studying the school catalog. I wanted to be prepared. My mantra is “fail to prepare, be prepared to fail.” After my first semester at Holmes Community College, in a different state where no one knew me and I had a fresh start, I could not believe I earned straight A’s for the first time in my life. This changed everything for me and I graduated with a Bachelor’s degree with honors not too long after. The attitude and perception toward my intelligence changed to “oh you are smart so everything is easy for you” and other endorsements of full confidence.  The world works in strange ways. Yet I still had this unnerving idea that this was a fluke and not a testament to my true capabilities.

When I started at ERAU the question I got asked quite often was if I was going to start a Master’s degree and which one I would choose. I mean, I was interested! It was not my reason for being there but it would be a terrible waste to pass up an extraordinary opportunity. I probably would have waited forever just sitting and merely being interested without Annamarie Garcia. She really gave me the push I needed and sold me on the idea of the Master of Science in Leadership. What she told me really made me believe it was perfectly made for who I am. I am not sure I would have made this choice without her mentorship. Actually, I am not sure I would have made a decision at all.

Even during the application stage I felt ice cold dread that I could not do it. I was apprehensive that I would not be able to be successful, I felt uncertain about myself, and I felt doubtful and unprepared. I had the great fortune that soon after I had applied and was accepted to have a chance to meet the wonderful MSLD core group of instructors. I recall Dr. Watkins asking what I was nervous about. The only answer I could muster was APA and that I had only written in MLA style. I also had the great fortune of speaking with Dr. Earnhardt, coincidentally about McAlister’s sweet tea, a college staple when I lived in Mississippi. I was surprised he knew what that was. From that conversation we had built a rapport and then spoke in depth about the program. He is a terrific example of leadership and that is something that resonated with me because that is what I try to do with my students as an advisor and what I want to be able to give to others once I complete this program.

I would say it was a rough take off when I began the program, though. There was a great deal of turbulence once I began my first class because I still had low confidence because I did not know what to expect and how my work would be received, if it would be perceived as scholarly or not. Because my confidence was low and I doubted myself it did not make things easy for me or for others. I remember crying for probably the first five weeks and I made myself miserable. When I took on the role as a student again it felt like shock to my system and role confusion. It takes a lot of dedication to decide that after work and on weekends this is how you want to spend your time. There are things that have to take the back burner to make certain dreams possible, but once again, this is a choice. I was scared all of the time. I remember contemplating up to the very last minute of the drop deadline about giving up. If I made that decision I would have had terrible regret. Sometimes it is not about making the absolute, best decision. I decided I wanted to one day receive a Master’s degree. I am not sure how I will use it or what doors it will open for me; I think this will be a great journey to discover in the future. The most important thing is that I envisioned the work I would need to put into making this a good decision. If I chose to pursue a Master’s that is only the first step. If I had made the choice but not spent the time to be successful or was not emotionally invested and I was put on academic warning or failed, then that it is not technically a good decision. “It’s important to make good decisions. But I spend much less time and energy worrying about “making the right decision” and much more time and energy ensuring that any decision I make turns out right” McNealy’s work (as cited in Batista, 2014, para. 2).

Anna, Emily, Brian, and Dr. Earnhardt were a big part of making a good decision to keep going despite my emotional state. I needed to be calmed down so that I did not make a rash decision after one week to quit. Shiv (2011) states that low confidence translates to high-maintenance clients. That was me for sure! It takes a village to raise a grad student! It was an invaluable experience that maybe I need to go through as part of my metamorphosis. After a year’s worth of hard work and success I feel completely different now. I feel a new confidence that I have never had before about my future and my dreams.  I have discovered a lot about who I am and what I want, have grown in unexpected ways, and found passions that I want to pursue. I would love to have the opportunity to be an instructor and also to write. I have found that I am passionate about writing and storytelling. I also have a great interest in mentoring others and also creating environments that fosters a culture that is interested in uplifting others. In my opinion this is the best way to reach success. I have seen injustice in the workplace, this happened to our older package delivery driver years ago, and I want to give a voice to others and see through a vision of a just, fair workforce. Maybe some would say it is a naïve dream, but I think that it is one of the things that can make a great difference in the world.

 When I recognize the same manic, meltdown mode in my students and others who are beginning their program I feel compelled to share my story and provide reassurance to persevere even when you feel so lost and hopeless. “There is now a growing body of evidence that affect and emotions play an important role in people’s decision processes for choices when there are uncertain outcomes” (Hoch, Kunreuther & Gunther, 2001, p. 269). I am never certain that everyone will make it through their programs and graduate. There is a lot that happens behind the scenes. Sometimes life gets in the way, sometimes we let it. Sometimes we decide to give up. The one thing I am certain about is that if we give up, if we choose to quit, then we will never make it. Sometimes you need that voice that says to keep going, just one more day, one more week, or one more class. Leadership is not about building yourself up and then going on your way to leave others in the dust. It is about paying forward the gift of mentorship others have given to you, among the many other wonderful things that leadership embodies. Emotions like doubt can torpedo a dream into oblivion or emotions such as hope can make you feel unstoppable. The true test is finding how to tame them before we come unraveled.

References:

Batista, E. (2013, November 8). Stop Worrying About Making the Right Decision. Retrieved March 15, 2015, from https://hbr.org/2013/11/stop-worrying-about-making-the-right-decision/

Hoch, S., Kunreuther, H., & Gunther, R. (2001). Wharton on making decisions. John Wiley & Sons, Inc.

Shiv, B. (2011, November 7). Brain Research at Stanford: Decision Making. Retrieved March 12, 2015, from https://www.youtube.com/watch?v=WRKfl4owWKc  

A632.8.3.RB- Reflections on the Cynefin Framework

When I entered the class Decision Making for Leaders I was pretty excited because I thought to myself, how difficult could decision-making be? I know myself so well, better than most people, because I have taken a reflective interest in understanding where my motivation lies, what I want, and what I need to do to get to where I want to be. Making decisions is not simply asking someone to picking one: heads or tails? I mean, it can be. But that is just the surface, just the tiny top of an iceberg peeking out of the water not alluding to its full depth. Decisions can be as wide as they are deep, just like icebergs. There can be multiple parts to a decision that has a chain reaction on the effect it has on everything it touches once that decision is made. Making a decision was much simpler when I was younger because I was faced with what color I wanted for my braces that month or which CD I am going to buy at the store. As I have grown into my leadership capabilities I see that managing personal and professional decisions contain more responsibility than just choosing based on pure preference.

“In the face of greater complexity today, however, intuition, intellect, and charisma are no longer enough. Leaders need tools and approaches to guide their firms through less familiar waters” (Snowden & Boone, 2007, para. 34). There are many different decision-making categorization models that are represented in a smart, little tidy chart that you plug information into the two by two matrix. There are a lot of reasons why those are great, but sometimes life happens fast. Snowden (2010) says that when using categorization models you do not understand the subtle differences in a situation until it is too late. This is where the Cynefin framework shines as a bright beacon for making sense of situations in multiple contexts.

The Cynefin framework (best pronounced like ku-nev-in) is a sense-making model that explores the relationships between cause and effect to obtain the identification of the situation and yields how to work through the situation to arrive at an effective response. There are four quadrants and a space in between those. The four quadrants represent: simple, complicated, complex, and chaos. The space in between is disorder which is where we are most of the time because we are not sure what space we are within. At first glance this looks just a categorization model, but it is not.

I have spent a lot of time reading about Cynefin framework because there is a lot to read about it! That might be my one critique toward my assessment of its use and effectiveness is that it, in itself, is a bit complicated. It takes some analysis to fully comprehend its depth and what purpose it can serve.  There is a cliff between the simple and chaos boundaries because it represents that complacency is dangerous in its own right the closer we drift toward it until we fall off the cliff and that can have disastrous, costly effects. The right side of the graphic represents a direct relationship between cause and effect and the left side is more disordered (French, 2013). And of course, each space, outside of disorder, has three steps in which to work your way through that context. Truthfully it is a lot to learn before you can use it. But once you do, it seems entirely beneficial because as you experience life, a situation, receive data all of that can be poured into the framework to make sense out of what is happening. This is the difference between a flat, unidimensional graphic and this framework.

Cynefin Framework context responses:

Simple: Sense, categorize, respond

Complicated: Sense, analyze, respond

Complex: Probe, sense, respond

Chaos: Act, sense, respond

Disorder: The space in which you do not know which context you are within.

When we make decisions we are often “lost in the sauce” so to speak, we are in the disordered space and we just do not know it. Often we approach decisions in the way we are most comfortable being that we are creatures of habit. If we do this repeatedly but with entirely different circumstances we cannot possibly end up with the best outcome. I have nailed down five ways Cynefin Framework can provide an improved context for decision-making:

1.       It provides instructive directives for how to work through situations once you determine which context you are within.

2.       Through these instructive directives we can leave our comfort zone of choosing the approach we naturally gravitate toward.

3.       Through the understanding of the different contexts, it provides decision-makers with the opportunity to improve their ability to work in the alternative contexts in which they are not as comfortable.

4.       If you are unsure which context you are within the relationship between cause and effect can help you determine the difference between being in a complicated and a complex context, for example.

5.       It provides the ability for the decision-maker to reach the best decision possible by working through the appropriate context and increasing the ability for which the decision-maker can switch between contexts.

Good leadership requires openness to change on an individual level. Truly adept leaders will know not only how to identify the context they’re working in at any given time but also how to change their behavior and their decisions to match that context. Many leaders lead effectively—though usually in only one or two domains (not in all of them) and few, if any, prepare their organizations for diverse contexts. (Snowden & Boone, 2007, para. 32)

I have begun to practice understanding my decisions through this framework. Recently I have been contemplating getting another puppy. I have one dog, Lola, who is eight years old now and a cat, Kittie Minky, who is almost nine but still looks just like a kitten. Our family used to have two other cats but unfortunately they are not with us any longer. Lola used to be playful and loves socialization. It was always our goal to have two dogs so they could have that companionship. We have had multiple animals in our house for almost ten years now. The day to day care (simple context) would not change much in order to provide love and care for a new puppy. Training on the other hand requires a lot of thought based on the personality of the new puppy, how quickly they listen, deciding when to trust them to be on their own or if you can ever leave them unattended as they grow up. It requires a lot of analysis as the situation unfolds (complicated context). 

The main reason for my uncertainty is it has been a little over a year since my cat James died. That caused a lot of disruption to both the cat and the dog. Their anguish and confusion was perceptible. I am completely unsure if they are ready for a new housemate and how this would change the dynamic (complex context) there are so many unknowns on how it would change the relationships between all of the animals and us. I am most concern with providing the best quality of life to Lola and Kittie Minky because they are already part of the family. As Lola grows older she seems less inclined to be tolerant to new situations and Kittie spends more time with me now because she does not have to compete with James to get attention. She may go back to being completely aloof. I think it would be best not to add a puppy to the family at this time.

When I choreographed the musical Bye, Bye, Birdie this framework would have helped me work through the numerous songs I was tasked with creating. Some numbers were added after I initially agreed to six numbers. This made juggling the responsibilities a little hectic. We had a cast of over thirty people with a wide range of ages from 8 to the 70’s. All of the experience levels were drastically different, too. But that is the most glorious part of community theatre. I just love it and cannot get enough of doing work in the theatre.

In this context I am substituting the use of simple for the word obvious, as I was instructed by Mark Sjoblom in A632.8.2.DQ this week. He helped me see that the misuse of the term is common. So some of the more obvious aspects of my work as a choreographer was getting those characters in the scene into the dance number or choreograph around the scene with those characters. There is a relationship between who is coming on from offstage and who is exiting and where in the musical they will appear next. The structure of a script is very cause and effect oriented.

Working with my diverse group of actors you begin to analyze (complicated context) who is comfortable and who is more reserved. Sometimes it takes dragging someone out of their shell or a little coaxing to try something different. Sometimes it is a matter of letting them know you truly believe in them. It is a matter of also determining who can do what- can you do gymnastics? Let’s add it in! There were times when I would have a vision and would teach the routines but then the sets ended up not turning out in a way that would physically allow for these movements or routines to occur or with the sets being on stage and not moveable allowing maximum space it would not visually accommodate for all of the actors to be in the scene although they needed to be (complex context) and this was not in our favor. Luckily through probing and sensing there was an answer. Some of the actors had to get on top of the set pieces instead of crowding around them. It made it more interesting and there was a way to fix it. Other times I explored what modifications would allow the use of the sets in the routines and collaborate with the director to see if they could be made.

I am resolved in that I am going to synthesize situations that come up in my life into the Cynefin framework so that when I am in over my head in a chaos or even intensely complex situation contextually that I will already be adept at feeding the data through the framework. “A deep understanding of context, the ability to embrace complexity and paradox, and a willingness to flexibly change leadership style will be required for leaders who want to make things happen in a time of increasing uncertainty” (Snowden & Boone, 2007, para. 35). I strongly believe in doing better than I have ever done before and that is going to take new thinking and different approaches. I want to grow beyond being a one decision-making wonder. I want to be able to zip between simple, to complex, to complicated and act quickly to move from chaos with lightening precision and I believe this framework is going to help me with that.

References:

French, S. (2013). Cynefin, statistics and decision analysis. The Journal of the Operational Research Society, 64(4), 547-561. doi:http://dx.doi.org/10.1057/jors.2012.23

Snowden, D. J. & Boone, M.E., (2007).  A leader’s framework for decision making.  Harvard Business Review, 85(11), Retrieved from: https://hbr.org/2007/11/a-leaders-framework-for-decision-making%20

Snowden, D. (2010). The Cynefin Framework. Cognitive Edge Video. Retrieved March 2, 2015 from https://www.youtube.com/watch?v=N7oz366X0-8&feature=youtu.be  

A632.7.4.RB- Collaborative Decision-Making

Not too long ago I was formerly employed at an Optometrist’s office. It was supposed to be an easy job that allowed training on the job while I tried to figure out what I wanted to do with myself. It had the perks of Friday afternoons off and wearing scrubs to work, which is basically like being employed in pajamas. I ended up working there for three years and although working at the front desk doing patient care is not considered the most sophisticated of jobs it taught me much more about organizations, collaboration, and life in general than I thought it would. It was not long after I left the eye doctor’s office that I began my Master of Science in Leadership. I was gung-ho that all of the dysfunction that I witnessed would be the building block for what I would learn to fix and prevent in the future. It is funny, what is said repeatedly about time is true; it has the power to smooth away all of the particulars that felt like they would stay with me forever. It is much more difficult to think back than I thought it would be, but there is enough left to scrape together a time when collaboration would have improved my decision-making.

The way the office was designed was that the front desk received the patients, checked them in, handled information and insurance, and prepared the charts and the scheduling. The ophthalmic technicians or “techs” would do the work ups on the patients to take down vitals, take measurements on the auto refractor, dilate the eyes, and fill out the charts, basically get the patient ready for the doctor. The doctor would conduct the examination. If the patient needed glasses they would take them to the Opticians and if not, they would check out at the front desk. The problem with our office was a lot of things. So many girls and it got very catty. There was no official leadership designation and everyone thought they were in charge, we were always told to work it out amongst ourselves. There also was a lot of tension and lack of respect between the three departments. Each group thought they were the most important, when it reality I was always saw it as a triangle. No matter how you flipped it around, we were all needed to do the job and could not do it without each other.

Each Thursday morning we had an hour long meeting where we discussed where the office was financially for the month and there was a lot of transparency with our numbers. Ultimately our office was cramped and on top of each other. To get to the new office, something many said they wanted, then we would have to keep making leaps and bounds in our numbers to get there. I think many would think of themselves during the hard work because it was always more work demanded and lack of incentives to go with it. The attitude in the office was very negative.

My attitude was that I was usually left last in the office and we would leave when the last patient left sometime around when the office closed. Sometimes this would end up being a little later depending on what type of appointment was scheduled. I wanted to help the patients because that is what we are there to do. The more we see, the more money we would make. The better care we gave, the better their experience and hopefully would help our reputation in the community to be the best eye doctor’s office. In our tiny town word of mouth is everything. Because everyone wanted to get out the door as soon as they could no one on the staff wanted extra patients on the schedule, but the doctor was always happy to accommodate the patient’s needs, if that meant more that was okay. I was always trying to add patients in if they really needed it; I was not really in the business of saying no. In terms of decision-making this is where collaboration was paramount. I could not get the patients through their appointment on my own. After repeatedly being met with scorn about adding in patients when I would try to ask and smooth it over eventually I just started doing it without asking. We were there to work, to do a job, and how someone felt about it was on them at the point. I started to feel that if you hated being at work that much then maybe you should not be doing the work at all. It was a frustrating time for everyone.

I remember a specific time when I added someone in who I had gone through the phone triage process to see how severe their eye issue was and added them in. I remember trying to coordinate with the techs and they were mad. The opticians felt that since it was an eye problem and not an examination for glasses that they didn't need to be there, and the doctor was glad to see the patient. The patient ended up having an eye issue, but it was fortunate it was not a retinal detachment, something the symptoms might have been pointing to, and with those you never know until you have the doctor see the patient. What is sad was that because it was not one hundred percent emergent I was met with eye rolling and disdain from my colleagues who acted like they could not be troubled.

Constantly in that environment of patient care I had decisions to make multiple times a day, every day. Together when we came together in a collaborative mood we did our best decision-making. The are several reasons why collaboration would improve the decisions. First, with the other stakeholders in the office being involved, the patient would have a better experience. You can tell if someone wants to help you or not. Getting everyone in agreement is the best way forward. Secondly, when we could openly discuss the decision to see someone last minute, the technicians have special insight into what that patient’s issue might be because of how closely they work with their medical records. Additionally, when we work together we can meet our goals, but it takes us all working like a machine with all of the parts in harmony to achieve it. Also, by collaborating we could have created a supportive environment for each other. Lastly, by working together we could improve and evolve how we make decisions for these and other situations. Working together is always much better than against each other.

Ultimately in times when collaboration did not seem possible and I added patients the objectives were met in theory, but there was something tangible missing when you held the other stakeholders hostage to staying at work even ten or fifteen minutes longer. I believe if the doctor would have designed a better structure other than working it out ourselves this could have improved the function of our office and the outlook we had. He was an important stakeholder that was often missing from these decisions that could have added value. Even if he gave his approval it would not change the attitudes as soon as he went back into the examination room. When the cat is away the mice are so unruly! Forget about playing, but there was a lot of that, too.

Reflecting back on this situation, I used force to get the objectives met by putting the patient on the schedule and dealing with the backlash when it came. It did not start out like that, but as time passed it became the culture to do things that way to get anything accomplished. I have not since acted like that, but I have also not been in that type of atmosphere since either. This week during another assignment, A632.7.2.DQ we discussed listening for a vision of resolution. Stewart Levine lists several questions that could help during a conflict to test the vision to see if you are ready to test your preliminary vision. Several of these could improve my decision-making in the future if I was met with this type of situation again. Three things that I could have done to improve making these decisions develop from the ability to ask these questions such as: Does the preliminary vision fit everyone’s view of the outcome? Does the preliminary vision take care of all specific concerns in the situation? What needs correcting or adjusting? (Levine, 2009). Additionally, I could have communicated better the responsibility we each shared by being a part of the medical community and our duty to our patients and why I felt pulled do act in the ways that I did by putting the patient first and my needs last. Also, Chambers (1998) provides an important strategy for conflict resolution in terms of dealing with multiple stakeholders:

Emphasize shared responsibility and participation. Establish very clearly that successful resolution and outcomes are the responsibility of all parties involved. Resolution does not have to be inflicted; it can be negotiated. Everyone involved has a responsibility for successful outcome. Flexibility and commitment are enhanced when shared responsibility is emphasized and accepted. Successful resolution is a collaborative effort. (para. 6)

Something I discovered this week about listening for a resolution that I also explored during A632.7.2.DQ is that telling my story and listening for my collaborators stories are the best way to understand each other. Without being heard we cannot go through the cathartic process of saying what is important to us and what is bothering us (Levine, 2009). We were all so frustrated that we stopped trying to talk at all and just communicated through our actions and non-verbal communications. If I learned anything from this it is that no matter what is going on it saves more time overall if you just stop and talk about it instead of letting everything build up and explode later, which will take up more time even if it occurs later than the time taken early on to communicate with each other.

References:

Chambers, H. E. (1998). Conflict resolution. Executive Excellence, 15(10), 6. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/204633448?accountid=27203

Levine, S. (2009). Getting to resolution: Turning conflict into resolution. (2nd edition). Williston, VT: Berrett-Koehler Publishers.