Zen is you – Be.

Interesting question on Integrity

Posted in values by dave225 on February 22, 2011

Someone sent this question to me today: “Why do people think that Integrity, particularly in Leadership, is a hard thing to find today?”

My answer:

Integrity is trueness to your own values and trueness to your cause. But sometimes in order to accomplish anything in an environment where goals and values are competing, you have to compromise. So it’s the degree to which you are willing to compromise that your integrity is measured. And depending on the environment in which you are working (e.g. politics, industry-vs-regulation-vs-ethics) the choice may in fact be between integrity and progress. (Progress or rapid realization of goals, e.g. making a bunch of money.)

So it all comes back to leadership. If your choices are between integrity and progress, the system is broken and needs leadership to align the goals.

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… but I’m interested in other people’s answers – beyond the idea that “people are jerks and money drives behavior.” That’s too easy. Assuming that most individuals are decent, why is there a perception that they are not? Or why are people decent as individuals, but jerks as a collective?

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Salvaging Info

Posted in values by dave225 on December 8, 2008

I’m cleaning out an old file share before it gets deleted.  I ran across an internal posting I wrote last year, summarizing a talk I attended.

What type of organization do you have?


The Competing Values Model: (Robert Quinn)

An organization needs to decide what its primary quadrant is. The quadrants that are diagonal from each other are in dynamic tension with each other.

How does our organization deal with failure?

  • Is failure allowed? Then we support innovation & open systems.
  • Is failure not an option? Then we are a process & control organization.

What do we do with an unproductive asset?

  • If we turn it loose, we lean towards the Rational Goal Model.
  • If we mentor, we learn toward Human Relations.

(The axis refer to the type of organization you are fostering, not what happens in the short/long run. – E.g. the top row depicts the habits of long term thinkers.)

Long Term

Human Relations Model – collaboration, motivation

Open Systems Model – innovation

Short Term

Internal Process Model – Management & Control

Rational Goal Model – productivity & accomplishment

Stable

Chaotic

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