A632.3.4.RB - Reflections on Decision Making

Shoemaker and Russo discussed the hazards associated with "frame blindness" and how to guard against it.  Discuss three ways you can avoid "framing traps" and provide a detailed example of each from your life experience.  Could you have framed each situation differently? What did the exercise teach you about complex decision-making? What additional tools or "frames" would've helped you through the process? How much "risk" do you feel was in your recommendation? What did you learn about yourself through this exercise? 

According to Shoemaker and Russo (Hoch & Kunreuther, 2001), there are three ways there are three ways to manage frames, "frame blindness" and avoid "framing traps." Shoemaker and Russo state, "Managers can consciously control their frames, rather than to be controlled by them - and even use framing to their advantage." The three techniques are: 1. see the frame by conducting a frame audit, 2. identify and change inadequate frames, and 3. master techniques for reframing.

The first technique, see the frame by conducting a frame audit, includes starting with surfacing an organization's frame(s), understanding the frames of others and developing an appreciation along with continuous improvement (CI) of the new frames. A good tool to use for this is a visual representation, i.e., a picture, because as the philosophy states a picture is worth a thousand words. For example, when I lead and facilitate lean manufacturing kaizen events at work, it is important to include all the process stakeholders who own the process and will be impacted by the decision. Sometimes I do not include all the stakeholders due to oversight. A good visual tool to use is a SIPOC model (suppliers, inputs, process, outputs, customers) and a team charter (stakeholders, goals, objectives, problem statement etc). This also promotes collaboration, teaming, problem-solving and team decision making. The result of all this is that we all understand one another frames better along with a quality decision and outcome. 

The second technique is to identify and change inadequate frames. According to Shoemaker and Russo (Hoch & Kunreuther, 2001), "we must constantly challenge our own frames as to whether it is still effective and if there is a better way." Shoemaker and Russo go on to state that "poor results, surprises, inconsistencies, and difficulties communicating with others are indications of a weak frame." "Consider the possibility that your frame may be wrong or, at least, not perfect!"  (p. 147). Communication skills are probably the most important life skill. This includes, speaking, writing and listening. In the example above, it is so important to have open and closed-loop communication at kaizen events. If people are initially shy or tense about sharing ideas, have an icebreaker activity with introductions. It is also good to stimulate communication and sharing with food, e.g., coffee, donuts, etc. This also helps to develop team cohesiveness and bonding.    

The third technique is to master techniques of reframing. According to Shoemaker and Russo (Hoch & Kunreuther, 2001), "we need to develop the capacity to synthesize and create new frames." "There are several elements to this skill including challenging your frames and those of others, and on having a repertoire of frames to work with." One of the best books I have read and presentations I have seen on dvd is by Joel Barker author of "Paradigms." Barker states that the easy part is new paradigms, however, the hard part is removing the old ones from the mind. Some of Barker's quotes and philosophy include:

·        Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world.

·         When you drop any new idea in the pond of the world, you get a ripple effect. You have to be aware that you will be creating a cascade of change.

·         When most of us hear the phrase, 'survival of the fittest,' we assume it originated with Charles Darwin. It did not. The phrase doesn't exist anywhere in Darwin's first edition of 'Origin of the Species.'

·         Your successful past will block your visions of the future.

·         The past guarantees you nothing in the future if the rules change.
(Joel A. Barker Quotes, 2016)

Frames are related to paradigms and mental models but are less complete and held. However, these philosophies can be applied to reframing and change. Lesson learned is that we need to continually manage our frames to make better decisions.

This exercise taught me that complex issues usually cannot be solved with a single frame or by one person either. It is the responsibility of senior management leadership to develop an organizational culture (vision and operating guidelines principles) that promote collaboration, problem-solving and teaming (robust frames). This is where management differs from leadership. Managers operate within the boundaries existing frames and execute. Leaders engage and empower the organization for new ideas and ways of doing things. Above all, change is constant in today's global economy.

References

Hoch, Stephen J., and Kunreuther, Howard C. (2001). Wharton on Making Decisions. Hoboken, New Jersey: John Wiley & Sons, Inc.

Joel A. Barker Quotes (2016). Retrieved http://www.brainyquote.com/quotes/authors/j/joel_a_barker.html

A632.2.3.RB - Sheena Lyengar How to Make Choosing Easier

We all want customized experiences and products -- but when faced with 700 options, consumers freeze up. With fascinating new research, Sheena Iyengar demonstrated how businesses (and others) can improve the experience of choosing. Identify four of the methodologies Sheena Iyengar suggested as methods of helping us improve our experience in choosing. Discuss the implications of two of these methods in terms of your own decision-making as an individual and a member of an organization. How else can you improve your ability to decide?

Sheena Iyengar states that one of the biggest modern day choosing problems that we have is the choice overload problem. For example, the average American makes about 70 choices per day. The average CEO engages in about 139 tasks per week with each task made up of multiple sub-choices. 50 percent of their decisions are made in about 9 minutes or less. Only about 12 percent of the decisions CEOs made was an hour or more. There are three negative consequences and impacts of offering people more and more choices (choice overload): people are more likely to delay postpone choosing even when it goes against their best self-interests (engagement), they're more likely to make worse choices (decision-making), and they're more likely to choose things that make them less satisfied even when they do objectively better (satisfaction). 

The four methodologies that Sheena Iyengar identified as methods of helping us improve our experience in choosing are: cut, concretization, categorization and condition for complexity.

The first methodology is cut. The common phrase that "less is more" and is so applicable today. The initial reaction when people hear cut is panic. Cut shelf space and the number of options. However, when this is done the benefits are: an increase in sales, lowering of costs and an improvement in the choosing experience. For example, the average grocery store today offers about 45,000 products. Wal-Mart offers about 100,000 products. However, the ninth largest retailer, Aldi, offers only about 1,400 products and one kind of tomato sauce. Cut - eliminate the extraneous alternatives.  

The second methodology is concretization that is in order for people to understand differences between choices, they have to be able to understand the consequences for each choice, and that the consequences need to be felt in a vivid very concrete way. For example, people spend an average of 15 to 30 percent more when they use and ATM card or credit card versus cash. Why? Because it doesn't feel like real money. So making it feel more concrete can actually be a tool to save money. Concretize - make it real.

The third methodology is categorization. People can handle more categories versus choices. For example, at Barnes & Noble there are hundreds of magazines. If we take 600 magazines and divide them up into 10 categories (business, management, travel, history, etc). versus I show you 400 magazines with 20 categories, people will believe that there is more choice and better choosing experience if I gave you the 400 compared to 600. Why? Because the categories will tell them apart. Categorize - we can handle more categories and less choices.

The fourth methodology is the condition for complexity. People can actually handle a lot more information than they think, however, need to take it a little easier. Complexity has to be gradually increased. For example, when buying a new car there can be many different options and choosing (decisions) for each option, e.g., colors, engines, transmissions etc. Lesson learned is start off easy and learn to choose. Other lessons to learn include motivation and engagement. Get involved and active.

For my own decision-making as an individual and a member of an organization, concretization and categorization are applicable. For concretization, I have changed my paradigm of being an impulse buyer purchaser with a credit card with a focus on the reality of money. For a credit card, you can pay me now or later (with interest). This has saved me money too. At work, I make purchasing decisions with the focus that if I were the business owner, would I actually make the purchase? Does it make business sense and is there a business case for it? For categorization, I go to Barnes & Noble all the time especially for magazines including Harvard Business Review and MIT Sloan Management Review. In addition, I browse other categories including history and review World War II magazines. At work, I use affinity charts and diagrams to categorize ideas from kaizen continuous improvement events. This helps to create a visual representation of the ideas along with big picture functional and technical areas (tooling, design engineering, management, plant and facilities etc).

There are several other factors impacting choosing skills and ability, e.g., culture (both national and organizational), nature (genes and heredity), nurture (upbringing), religion, and heuristics (rules of thumb) along with paradigms (mental models and ways of thinking) and biases. Culture can emphasize individualism and or collectivism and can impact choice. Organizational culture focus is on vision and operating principles. Everyone has a brain that works operates differently including the unconscious automatic system and conscious reflective critical thinking system. The best is when they both work together (synergy). Everyone is brought up differently including religion.       

As far as improving my ability to decide, there are several standard process models including SWOT, DMAIC, Dr Deming's PDCA, Hersey-Blanchard Situational Leadership etc that are business industry standards for choosing. I use these techniques and have been very successful too because they are applicable for decision-making. I also have a mentor coach who I work with to share ideas, gain insights and provide direction. I am also a mentor to others (mentees) too.

References

Sheena Iyengar: How to make choosing easier (November 2011). TED Talks. Retrieved http://www.ted.com/talks/sheena_iyengar_choosing_what_to_choose 

A632.1.4.RB - Multistage Decision-Making

Chapter 3 of the Wharton text discussed the power of everyday reasoning in multistage decision-making. The text discussed the way that researchers solve multistage problems through the application of formulas that provide the most significant chance of success. Critically think about your own decision-making process and reflect on the process you use compared to the process outlined in the article. Would this improve your decision-making? What would the impact be on forward planning? How would you apply optimal dynamic decision analysis to predict future impact of today's decision?

Chapter 3 of the Wharton text, Bumbling Geniuses: The Power of Everyday Reasoning in Multistage Decision Making, Hoch and Kunreuth identify several techniques that researchers  use for problem solving and decision making. The first is the accumulation of knowledge in which our knowledge develops and accumulates over time including the ability to gather and research information (data) over time for decision making. The second technique is decision policies to define the general operating principles of the organization including the present to future. Researchers can use math based algorithms and formulas known as dynamic programming which is a multistage process for solving multistage decision problems. Dynamic programming is a powerful tool, however not all multistage decision problems can be solved using this. The main advantage of the application of algorithms and formulas is to provide the most significant chance of success and opportunity. Many successful organizations including Boeing and Lockheed Martin use the math formulas for strategic planning and decision making for new product developments, launches and strategy. The people that do this are degreed and trained in areas such as operations research, industrial and systems engineering and business administration, math and statistics. The end result is complete forward planning "When maximizing total utility over a horizon, decision makers are assumed to look ahead to all future periods and anticipate all possible choices and outcomes" (p. 44).  This is a good process to use at an organization level, however, most people do not have the knowledge, skill or ability at an individual level. In addition, most people don't plan more than one step beyond a current decision.         

I am a critical thinker for decision making because I am "actively learning and seeking out information" (p. 48) for problem solving and decision making (optimal learning). Optimal learning states, "Decision makers are assumed to fully utilize past information to update both current beliefs and future predictions" (p. 44). For example, in my position as an industrial engineer at Boeing, I use standard research based models including DMAIC and Deming's PDCA. DMAIC is a lean six sigma tool and process and refers to a facts and data-driven improvement cycle used for improving, optimizing and stabilizing business processes and designs (define, measure, analyze, improve and control). PDCA was developed by Dr. W. Edwards Deming, considered to be the founder and father of modern quality control. PDCA is a  four-step management method used in business for the control and continuous improvement of processes and products. To effectively use these tools, a problem statement along with goals objectives (and metrics) are needed for success. Data mining and simulation models are usually included with DMAIC and PDCA. In addition, I use SEE-I process for a method of clarification and understanding. It stands for State, Elaborate, Exemplify, and Illustrate. The decision making process varies depending on the organization, individual, complexity and impact of the issue. 

From a critical thinking perspective, some of the dangerous common biases and traps that could impact my decisions include: overconfidence, anchoring, groupthink, egocentrism, sunk cost and status quo. In overconfidence, I sometimes overestimate my skill level compared to others. Anchoring includes too much focus on a first vale and getting bogged down in the details with it. Groupthink focuses on consensus at the cost of potential courses of action. Egocentrism focuses too much on my point of view compared to how others will be impacted. I pay too much attention to historical costs and not the future. I prefer the current way of doing thing and not enough focus on change and the future aka status quo. So I need to focus on keeping an open mind and attitude along with awareness of  biases and paradigms that could impact my problem solving and decision making. These can impact myopia, i.e., nearsightedness and narrow-mindedness. In addition, heuristics which is any approach to problem solving, learning or discovery that uses a practical method or process for immediate goals, i.e., rule of thumb, educated guess, intuitive judgment and common sense.

References


Hoch, Stephen J., and Kunreuther, Howard C. (2001). Wharton on Making Decisions. Hoboken, New Jersey: John Wiley & Sons, Inc.

A634.9.5.RB - A Reflection of Our Learning

There are three key lessons I take away from this course MSLD 634 Leadership Ethics and Corporate Social Responsibility: virtues values, corporate social responsibility and the golden rule. 

Some philosophers believe that the ancient Greeks, specifically Plato and Aristotle, developed the first ethical theory, which was based on values and personal character. Continuously referred to as virtue ethics, it focuses on character traits that a good person should possess, theorizing that moral values will direct the person toward good behavior. Virtue ethics is based on a way of being and on valuable  characteristics rather than on rules for correct behavior. Moral virtues are habits that enable a person to live according to reason, and this reason helps the person  avoid extremes. Aristotle argued, "Moral virtue is a mean between two vices, one of excess and the other of deficiency, and it aims at hitting the mean in feelings, desires and actions." (Lawrence and Weber, 2014) 

I have learned values during my life at home from parents, church, Boy Scouts and also from sports leaders and role models: Tom Landry, Roger Staubach, John Wooden and Larry Bird. Tom Landry "The Man of Character" was a man who by his very character inspired those who knew him to be better people in every facet of their lives. Roger Staubach "Captain America" and Heisman Trophy winner led the US Naval Academy and Dallas Cowboys football teams. John Wooden, the legendary basketball coach from Indiana State and UCLA, created the "Pyramid of Success" for his players, education and business. And Larry Bird "Mr Basketball" from Indiana State and the Boston Celtics led by example. They all were values-based and lived them.       

The Golden Rule states, "Do unto others as you would have them do unto you" or "treat others as you would like to be treated." Many people have claimed that many of the world's religious and cultural systems includes something like the Golden Rule. John Hick argues that, "all great traditions teach the moral ideal of generous goodwill, love, compassion, epitomized in the Golden Rule. Every religion emphasizes human improvement, love, respect for others, sharing other people's suffering. On these lines, every religion has more or less the same viewpoint and the same goal." Mohandas Gandhi even made a similar point. (MacKinnon and Fiala, 2015)

I learned the Golden Rule early in life at home from parents, church, Boy Scouts and also at my employers. The learning lesson is: always help others (not expecting anything in return). The Boy Scout saying "do a good deed daily" is powerful to live by and to apply too.   

Corporate social responsibility (CSR) means that a corporation should act in a way that enhances society and its inhabitants and be held accountable for any of its actions that affect people, their communities, and their environment. This concept is based in the root of the term responsibility, meaning "to pledge back," creating a commitment to give back to society and the organization's stakeholders to have a positive social impact. In a worldwide survey of CEO's, for example, 72 percent of executives polled said they sought to embed social and environmental issues into the organization's core strategies and operations. (Lawrence and Weber, 2014) 

 

For example, some of the wealthiest business leaders became great philanthropists who gave much of their wealth to education and charitable institutions. For example, the steelmaker Andrew Carnegie founded Carnegie-Mellon University in Pittsburg with the motto "My heart is in the work" and donated much of his fortune to charity. Other examples are the "Giving Pledge" made by 16 billionaires, including Facebook's Mark Zuckerberg and Oracle's Larry Ellison, who publicly pledged to give away a majority of their wealth to charitable causes or organizations. And promoting well-being and health, automaker Henry Ford developed paternalistic programs to support the recreational and health needs of their employees. These business leaders believed that business had a responsibility to society that went beyond or worked along with their efforts to make profits. (Lawrence and Weber, 2014) 

 

Several charities that I am involved active with at work and in Washington state include Northwest Harvest (hunger relief and food bank), World Vision (Books & Backpacks) and Goodwill. The learning lesson is: become active and involved in your organization,  the community and make yourself and the world a better place.   

 

References

Lawrence, Anne T. and Weber, James (2014). Business and Society: Stakeholders, Ethics, Public             Policy (14th ed.). New York, NY: McGraw-Hill.

MacKinnon, Barbara and Fiala, Andrew (2015). Ethics: Theory and Contemporary Issues (8th ed.). Stamford, CT: Cengage Learning.

A634.8.3.RB - Gun Control What is the Answer?

Yes, citizens have a right to bear arms to a certain extent and not the extreme.

The US Constitution and specifically the Second Amendment states, “A well-regulated militia, being necessary to the security of a free state, the right of the people to keep and bear arms, shall not be infringed.” No other passage of the US Constitution is as intensely debated and scrutinized as the Second Amendment. (Morris, April 21, 2013)

Most debates, arguments and discussion focus on the "bear arms" part, however, the most important and key word is "militia." In 1791, no one knew if the whole "Union" thing was going to work out. Most people distrusted the government and many of the States distrusted one another. Many feared an invasion from Europe and the Second Amendment was enacted to make sure that a citizen's militia could defend the principles of the constitution. (Morris, April 21, 2013)

However, what the Second Amendment didn't do was allow any person on drugs, with medical conditions, a criminal convicted felon, etc. the right to walk into a store or gun shop and purchase arms without a background check. In 1939, the Supreme Court ruled:  

“The Second Amendment must be interpreted and applied with the view of its purpose of rendering effective Militia.” (Morris, April 21, 2013)

By 2008, the Supreme Court extended that to cover self-defense in the home—something else that doesn’t require a high-capacity magazine along with the right and the ability to kill everything within a three block radius. However, that's all they extended it to. There’s no constitutional “right” to carry a concealed weapon, no “right” to use armor-piercing bullets—just the right to defend yourself against intruders. Stephen King famously said: “if you can’t kill an intruder with ten rounds, you need to go back to the shooting range.” (Morris, April 21, 2013)  

And honestly, a very small number of those supporting gun control guys want a complete ban on weapons. From my own point of view and thought (critical thinking), if someone wants to buy rifle and go sport hunting, it's their business and has nothing to do with me. And if you feel safer knowing that you have a shotgun in your home to defend yourself and family, fair enough.

For a fact, at least 54% of Americans support strict gun laws with this percentage rising to an incredible 91% including common sense stuff like background checks. Unfortunately, Congress recently shot this down in what could be assumed as an effort by political lobbyists, e.g., the National Rifle Association (NRA) and an effort by Congress to become even more unpopular. This support for gun control, by the way, is pretty bipartisan: even with controversial stuff like reinstating the assault weapons ban, roughly half of Republicans are in favor, along with a majority of Democrats and Independents. In summary, people are largely pro-gun control—it’s the politicians who aren’t. (Morris, April 21, 2013)

Gun control critics argue if the government is to start monitoring citizens at this level, then what would stop them from monitoring other aspects while further intruding and violating civil liberties? Political lobbying including from the NRA and gun manufacturers, e.g., Smith & Wesson, Remington etc., to Congress provides a foundation that weapons will be available to anyone who wants one. And then there is the American Civil Liberties Union (ACLU) too whose mission is "to defend and preserve the individual rights and liberties guaranteed to every person in this country by the Constitution  and laws of the United States (Wikipedia, 2015)." And most of their staff is made up of attorneys too. So, based on strong lobbying efforts, gun control will be split for years in Congress.

 

References

Gun Laws: Make Sure You Know Your Gun Control Arguments For and Against. Retrieved http://listverse.com/2013/04/21/10-arguments-for-gun-control/

LaFollette, Hugh (2007). The Practice of Ethics. Malden, MA: Blackwell Publishing.

Morris, M. (April 21, 2013). 10 Arguments for Gun Control. Retrieved http://listverse.com/2013/04/21/10-arguments-for-gun-control/

Wikipedia (2015). Retrieved http://en.wikipedia.org/wiki/American_Civil_Liberties_Union

A634.7.4.RB - Ethics and Behaviors

Boeing is a company of incredible, fascinating and amazing people working in one of the most exciting industries in the world - aerospace. Considering the many accomplishments, creativity and building a foundation of innovation, from designing and building the earliest biplanes to creating and supporting today's supersonic aircraft and spacecraft, one might think Boeing would be content with how far the company has come. But a company of  Boeing's size (166, 000 employees worldwide) and scope ($95 billion 2014 revenue) doesn't succeed by resting on its laurels and being complacent; Boeing is constantly re-examining capabilities and processes to ensure that the company is as strong and vital as heritage. In fact, the culture mirrors the heritage of aviation itself, built on a foundation of innovation, aspiration and imagination. (Boeing, 2015)

The Boeing Vision is: People working together as a global enterprise for aerospace industry leadership. How will we get there?

• Operate as One Boeing
• Deliver customer value
• Lead with innovation
• Fuel growth through productivity
• Leverage global strength

In order to realize our vision, Boeing considers where it is today and where it would like to be tomorrow. There are certain business imperatives on which Boeing places a very strong emphasis.

• Detailed customer knowledge and focus
• Technical and functional excellence
• Large-scale systems integration
• Lifecycle solutions
• Lean global enterprise

Boeing Values

Boeing is committed to a set of core values that not only define who it is, but also serve as guideposts to help the company become what it would like to be. Boeing aspires to live these values every day.

Integrity

We take the high road by practicing the highest ethical standards and honoring our commitments. We take personal responsibility for our own actions.

Quality

We strive for first-time quality and continuous improvement in all that we do to meet or exceed the standards of excellence stakeholders expect of us.

Safety

We value human life and health above all else and take action accordingly to maintain the safety of our workplaces, products and services. We are personally accountable for our own safety and collectively responsible for each other's safety. In meeting our goals for quality, cost and schedule, we do not compromise safety.

Diversity & Inclusion

We value the skills, strengths and perspectives of our diverse team. We foster a collaborative workplace that engages all employees in finding solutions for our customers that advance our common business objectives.

Trust & Respect

We act with integrity, consistency, and honesty in all that we do. We value a culture of openness and inclusion in which everyone is treated fairly and where everyone has an opportunity to contribute.

Corporate Citizenship

We are a responsible partner, neighbor and citizen to the diverse communities and customers we serve. We promote the health and wellbeing of Boeing people, their families and our communities. We protect the environment. We volunteer and financially support education and other worthy causes.

Stakeholder Success

By operating profitably and with integrity, we provide customers with best-value innovation and a competitive edge in their own markets; enable employees to work in a safe, ethical environment, with a highly attractive and competitive mix of pay and benefits, and the ability to further share in the company's success; reward investors with increasing shareholder value; conduct business lawfully and ethically with our suppliers; and help to strengthen communities around the world.

(Boeing, 2015)

Boeing believes that the same behaviors that drive strong performance – leadership, openness, accountability and inclusion – also enable a robust and effective ethics and compliance program. Ensuring that the Boeing values remain foundational to our work reflects a daily commitment from every employee who wears a Boeing badge. This message is delivered by the chairman each year with a videotaped message to every employee, and in numerous external remarks given by senior leaders in various forums.

While each employee is accountable for upholding our Code of Conduct and following all applicable laws, regulations and company policies, Boeing advances its unified approach to ethics and compliance through the integration of four key functions: Ethics and Business Conduct, Global Trade Controls, Corporate Audit and Compliance Risk Management. These organizations constitute the Boeing Office of Internal Governance (OIG).

This integrated group creates a sustainable advantage for Boeing by enabling compliant company performance while building on its legacy of integrity. The nearly 500-person team of professionals focuses on:

• Advancing an open, accountable and transparent culture;
• Independently and objectively evaluating processes and controls;
• Leveraging One Boeing through strong integration and collaboration;
• Applying expertise, business acumen and strong functional discipline; and
• Educating, training and informing Boeing employees worldwide.

(Boeing, 2015)

Speaking up is a cornerstone for building an open and accountable workplace culture. Boeing believes that creating an environment where employees are comfortable raising issues and concerns without fear of retaliation enables openness which can lead to improved business performance and inspire greater innovation. Boeing maintains policies and procedures to encourage employees to report concerns and seek guidance, using confidential and, when preferred, anonymous methods, including contacting local ethics advisors, using toll-free phone numbers and accessing web-based portals. Retaliation against employees who raise concerns is not tolerated and is cause for appropriate corrective action, up to and including dismissal.

(Boeing, 2015)

Unfortunately, there are several examples of unethical leadership.

 

In 2003, Mike Sears, CFO, and Darlene Druyun, Vice-President and Deputy General Manager of the Missile Defense Systems unit, were fired and both received prison terms – he for four months and she for nine. She sought and received a $250,000 a year job at Boeing while she was working as an Air Force procurement officer at the Pentagon. She and Mike Sears negotiated her position along with a $22 billion contract to supply the US Air Force with (100) 767 refueling tankers. Congress later cancelled the contract after the scandal was disclosed and went public. (Boeing, 2015)

 

In December 2003, the board of Boeing announced that it had accepted the resignation of Chairman and CEO, Philip Condit. Condit stated, “Accountability begins at the top”. (Boeing, 2015)   

 

The tanker program competition was reopened for re-evaluation and proposals to all airframe manufacturers including European Airbus. After an intense review and evaluation for several years, the 767 was selected as the winner. 

         

Harry Stonecipher, former Boeing vice chairman and COO, who also headed McDonnell Douglas when it merged with Boeing in 1997, was brought out of retirement to run Boeing. Stonecipher soon restored credibility to the aerospace giant along with increasing market valuation by over 50%. He also promoted corporate ethics as a top priority. However, it was then disclosed that Stonecipher was having an extramarital affair with a female company executive. The board ordered him to stop but he refused. He was then asked by the board to resign. The relationship violated Boeing’s code of conduct which ironically Stonecipher implemented and all employees must sign once a year. His “poor judgment… impaired his ability to lead.” "His downfall was that he failed to practice what he preached. ” (Boeing, 2015)           

So, what is the root cause of all these examples? It is entitlement, greed, self-interest and focus on oneself along with human nature and ego. And these examples do not demonstrate leadership in fact just the opposite. This is white-collar crime (WCC) and fraud. What is the fix? Ethics training, ethics curriculum and code of conduct and most importantly leadership by example. And regulation monitoring too, e.g., Sarbanes-Oxley Act.      

References

Boeing (2015). Available http://www.boeing.com/

YouTube (Poster, The Ethics Guy; Uploaded August 24, 2012)

https://www.youtube.com/watch?v=eLxbHBpilJQ

 

YouTube (Poster, Chuck Gallagher; Uploaded January 27, 2013)

https://www.youtube.com/watch?v=gUJ00vNGCPE

 

A634.6.3.RB - What are Virtues_RutbellGreg

Select three of Franklin's virtues and reflect upon them in your blog. Ask yourself, how can I include them in my daily life?

Ben Franklin's virtue of temperance includes eating and drinking in moderation. This is the foundation virtue for the other 12 because self-discipline and control are developed along with confidence to start making improvements in other areas of my life. Unfortunately, when people are stressed, frustrated and avoid dealing with their real problems, they turn to food and drink instead of exercise, reading and talking about it to a friend, mentor or coach. Manning up involves facing one’s issues head on. Hunger and thirst are some of the most primal human of urges, and are some of the hardest to control. When developing self-discipline and control, one must start with the most basic appetites and work up from there. I must first harness this inward urge, before tackling the more external virtues. A clear mind and a healthy body are prerequisites to the pursuit of the virtuous life. Another good philosophy is to let food be your medicine and nutrition. Eat the right kinds and quantities of food. Don't binge eat and drink or be a pig or a hog! Remember, if you don't look after and take care of yourself, no one else will either. Others can offer you advice but only you can do it and make it happen.        

Frugality is creating a financial budget, developing a financial plan and having the discipline to live and stick to it along with savings. Today, Americans' savings rate is poor and negative. Americans are spending more than they're saving along with getting into large credit card debt. And then there is interest and bankruptcy for those who can't meet their financial obligations. There are many financial institutions, e.g., banks and credit card companies, and Internet blogs that can go into detail about living frugally, however, it all comes down to one basic principle: spend less than you earn. It's too easy or is it? However, when the economy goes on a downhill slide, e.g., recession and financial, Americans usually tighten their wallets and purses, however, usually run up more credit card and loan debt. Many have become complacent and set in their ways of a comfortable lifestyle along with believing in entitlement. Based on world history, too much luxury can make a nation weak and be its collapse. The Greeks and Romans are a good examples of the negative effects of what happens to a nation when it lets propensity go unchecked with temperance and frugality. It can be its downfall and ruin. And although wealthy, Ben Franklin lived a relatively simple life. He made an effort to eat and dress simply and plainly.

The virtue of industry can be summed up as "be all that you can be" similar to the US Army motto and Abraham Maslow's Hierarchy of Needs "self-esteem and self-actualization." You get out of life what you put into it. What are your education, professional and personal goals? What is the plan to accomplish these? When I hike along a beautiful Cedar River in Renton, Washington which runs from the Cascade Mountains to Lake Washington,  I noticed that the parts of the river where the water moved the fastest ran pure and clean. The parts of the river where the current slowed and stalled were stagnant and cloudy. It is the same with life; to keep ourselves happy and motivated, we must always keep moving. Otherwise we will languish and become depressed. Reflection can be used daily when having a cup of coffee or exercising to plan a daily schedule with goals. Use the past as a learning lesson, the present time if a gift from God to accomplish your goals and the future is your motivation.  

References

Ben's 13 Virtues (2015). Retrieved http://www.pbs.org/benfranklin/pop_virtues_list.html