Simple is good. At least that's the message we get from countless KISS (keep it simple, stupid!) recommendations we receive over our life times. Complexity is time consuming, ergo bad. Give me an A+B=C solution and I'll praise your knowledge and efficiency.
I suppose. Except that when it comes to ethics things are far from simple. First, take a look at psychologist James Rest's* "Four Component Model." All four components are necessary if one is to behave morally.
It's possible to get stuck in one of the components. First, we may be blind to the ethical dimensions of a situation (moral sensitivity). We may believe, for instance, that the issue is "just a business one" or is too simple to be considered "moral." Second, we may recognize the morality of the situation but not have the ethical tools to identify the "right answer" (moral judgment). Third, we may know what the "right answer" is but may be unwilling to follow it (moral motivation). Finally, we may be willing to do the right thing but be unable to do so at the last minute (moral behavior).
The next question, therefore, is: What makes us more or less able to go through the four components of morality? Now we turn to the work of Thomas Jones**. Dr. Jones suggested that all four of Rest's components are related to the moral intensity of a situation. In order to estimate the intensity of a situation, we must consider:
According to Jones, we are not likely to pay attention to situations of low moral intensity. For instance, if an employee believes that something has very low consequences and those consequences are very disperse, he/she is unlikely to activate any thoughts of morality. As an example, a person who would ordinarily never steal (not even from a complete stranger) could make a long distance phone call on the company's dime, take home a block of postits from the office supply cabinet or simply fail to focus on work tasks while at work. A normally ethical CEO might ignore the likely but very far way (200 years from now?) environmental impact of current organizational policies.
Why does this matter? Let me offer a few possible implications of ethical complexity:
So, after reading this, tell me: Is simple really good?
I'd love to hear your thoughts: What ethics interventions have you either experienced or implemented in your organization? How have they worked?
* Rest, J. R., & ez, D. N. (1994). Moral development in the professions: Psychology and applied ethics. Psychology Press.
** Jones, T. M. (1991). Ethical decision making by individuals in organizations: An issue-contingent model. Academy of Management Review, 16(2), 366–395.
*** Tenbrunsel, A., & Messick, D. (2004). Ethical fading: The role of self-deception in unethical behavior. Social Justice Research, 17(2), 223–236. doi:10.1023/B:SORE.0000027411.35832.53
Take yourself back to the days in which you were offered your most important jobs. How did you feel? You were likely excited and hopeful, happy to have the opportunity to prove your own worth. You may also have been determined to not repeat any past mistakes or political faux pas.
For most of us, the first day at a new job may include a complex array of emotions - enthusiasm and fear, confidence mixed with a nagging feeling of "oh boy, what did I get myself into?" It is unlikely, however, that you would start a new job disengaged.
Engagement - a close connection between who we are and what we do - involves three main components: physical, cognitive, and emotional engagement.
Now, consider the following consequences of the above definitions:
Unfortunately, "stuff happens" at work. Maybe you were given more to do than you could handle. Maybe your energy was drained by lack of resources, excessive demands, and confusing requests. Maybe it felt unsafe to be you at work - you may have faced the pressure to pretend to act or feel like someone else. Finally, maybe you simply discovered that your job did not match your interests or capabilities.
My question today is: When did you become disengaged ... and why? Perhaps if we could understand the sources of disengagement, we could:
When did you lose "the light in your eyes"? Can you tell us about it?
A disclaimer: You may want to share experiences from days gone by, rather than your currentexperiences - remember that anything posted online tends to stay there.
A good friend of mine posted on Facebook a beautiful "Flash Mob" video. A group of students from the vocal group Academia da Voz (Voice Academy) performed an impromptu rendition of "Somebody to love" at a university in the state of São Paulo, Brasil. Watch the video below. It will make you smile!
The video got me thinking about collaboration and community building lessons we can learn from flash mobs.
What does all this have to do with community building? Well, first, one does not build a community from a sterile place. One must be willing to engage with community members, interacting with people in their natural settings. Joy is a critical ingredient - I can't imagine growing a community without a sense of energy, excitement, and pure fun. Collaboration and planned improvisation are vital for founders and early members, who must work together in the background to make things happen. Then, collaboration becomes critically important as the community grows. Finally, courage is an invaluable final ingredient. Everyone must be ready to take risks, tolerate some level of failure, and move forward when things don't work.
What are your own best practices for building a community?