developing personal ethics emotional intelligence...
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Developing Personal EthicsEmotional Intelligence
& Meditation © Presented to
Canadian Society of Civil Engineering Student Chapter March 5th 2015
Based on the Book Ethics Education of Business Leaders. By:
Tom Culham P. Eng, Ph. D.
Lecture Outline
1. How a Civil Engineer got into Ethics2. Why personal ethics matter3. Emotions and Ethics4. Why Emotional Intelligence (EI) is
good for you and business.5. What is EI & EI Survey6. Developing EI
a. Competenciesb. Contemplation
What has subjectivity got to do with this?
Princeton Engineering ResearchThe Science of Subjectivity
C T
U I
Normal
Anomalus
Consciousness
Tangible
Unconscious
Intangible
Source
S
7
What’s the Significance?
The science of the future must acknowledge:
A proactive role for human consciousness;
The effect of intention on outcomesAn overarching teleological causality.
Why Personal Ethics Matter
Pilots & Crew in Troublehttp://www.youtube.com/watch?v=sdrOyN4y9jI
Why Personal Ethics MatterHarvard Business Review
Team Oriented LeaderIndividual Take Charge Leader
When considering human dynamics in air crashes what do you think NASA
concluded?
Why Personal Ethics MatterHarvard Business Review
NASA research of air crashes concluded errors of teamwork & communication can be a cause:
1. Pilots make poor decisions when acting on too little information
2. Pilots style of interacting with crews determined whether they get good information
3. Open inclusive pilots got good information from crews4. Crews were unwilling to intervene with “decisive flyboy”
pilots even when they had information that would save the plane.
Ethics are founded on human relationships
Emotions and Ethics• Knowledge and facts give you information• Emotions tell you what the information
means to you.
• Studies on people who have brain damage to the emotional parts of their brains make poor social and life decisions despite high IQ and excellent memory.
Emotions and Ethics• Education & Psychological Research
– Emotional Intelligence & Virtue Ethics very similar
– Emotion regulation key to both – Higher levels of EI related to ethicality
Emotions and Ethics
• Neuroscience Research:– Ethics decisions unconscious and centered in
body & emotions– Our first reaction to value laden situations is
physical and emotional
– Consciousness & reason come later. – We can learn to change our response and
values through conscious awareness & practice.
Emotions and EthicsThe Good News About Emotions
• Mostly rational, a response to aid survival.• Include consideration for self and others. • Positive emotions a powerful healing force. • Emotions can be modified through:
– Reason & will a top down means: eg EI exercises
– Meditation, a bottom up means: eg Breathing exercises.
Why EI & Ethics in Business?An Economist’s Conclusions
• Workplace trust is very important.• Trusting environments supported by
frequent successful (human) contacts.• Employers need to think how they treat
employees and each other.• Large gains available for trust-building
activities by companies.
Why EI & Ethics in Business?Emotions are Contagious
The Vancouver Sun Aug 20th 2009• “Rudeness aimed at just one person can
spread its damage “ like fire” through a workplace, causing large numbers of workers to do a lousy job and even to harbor dark, murderous thoughts.”
Daniel Goleman Psychologist & Harvard Business School Author.
• The Leader’s positive emotions can enhance organization performance
Why EI & Ethics in Business?
Better Job Performance, Pay & Advancement Opportunities
• Research shows higher EI is correlated with* – Better work performance– Higher positions– Greater merit pay– Better interpersonal facilitation skills.
*Source: Lopes et Al, (2006) Evidence that EI is Related to Job Performance & Affect & Attitudes
What is Emotional Intelligence
• Personal Emotional Competence – Awareness of your own emotions– Managing your own emotions
• Social Emotional Competence– Awareness of emotions in others– Facilitating performance in others
EI Survey Results For 3rd year EngineersResults are Directional Only
• Questions A indicate what you think your abilities are and questions B indicate what you are likely to do in a situation.
• Regarding self awareness, the class thinks their abilities are higher (3.4) than their behaviour would indicate (3.2).
•The total by competence is your score relative to each competency
Personal Competence
Social Competence
Emotional Self Awareness
Regulation of one’s emotions
Use of emotion to facilitate performance
Awareness of emotions in others
A 3.4 3.1 3.5 2.7B 3.2 3.5 2.7 3.6Tot 6.6 6.6 6.2 6.3Std Dev 2.57 2.73 2.52 2.60
Grand Total 25.8 Std Dev 4.3468% of class is between 21.4 and 30.195.5% of class is between 17.1 and 34.5
•Therefore the emotional self awareness of this class is about the same as their competence in regulation of their emotions and significantly higher than their competence in the use of emotions to facilitate performance in others.
•This suggests the class should work on competencies such as informing, listening and conflict management
Emotional Intelligence Competencies
Personal Competence Social Competence Follows ancient Greek maximum
know thy self a foundation of ethics and a good life.
Ethics unfolds in relationship with others. These measures indicate how
one interacts with others. Emotional Self
Awareness Regulation of
One’s Emotions Awareness of
Others Emotions
Facilitate Others
Performance. Awareness of
one’s own emotions is a
foundation for regulation of
one’s emotions.
Regulation of emotions is a
critical and foundation
ethics.
In order to interact
effectively and ethically with
others one needs to be aware of
how others feel.
When one knows how others feel one may show
empathy, compassion or
courage to assist them
Developing Emotional Intelligence
Source: 2005, Boyatzis & McKee, Resonant Leadership Harvard Business School Press
Education of Emotions• Emotions can be modified through:
– Reason, a top down means: eg Social competency exercise
– Meditation, a bottom up means: eg Breathing exercise.
Development of Emotional Intelligence
1. My Ideal Self –Who do I want
to be
2. My Real Self –
Who am I? Strengths & Weaknesses
3. My Learning agenda building strengths
reducing weaknesses
4. Experimenting with
new behaviour thoughts feelings.
Change Neural Pathways
1 Develop trusting relationships that help support and
encourage each step in the process
Source: 2005, Boyatzis & McKee, Resonant Leadership Harvard Business School Press
Developing EIMaking Changes Real
• Select some specific behaviour you want to change
• Develop a learning plan that:– Enables experimenting with new behaviour
thoughts feelings to Change Neural Pathways• Characterized by openness, flexibility, hope • Suites your: 1) planning style, 2) learning style, 3) ideal,
– Engages the support of others• Who provide honest feedback, emotional support, excited by your
potential, interested in your growth
– Involves practice practice practiceSee Chapter 6 Becoming a Resonant Leader Taking your Desires from Awareness into Action, Resonant Leadership 2005, Boyatzis & McKee, Harvard Business School Press
Improving EI Through Developing Competencies
Competencies
Personal Competence– Self Awareness through
• Informing• Contemplation
Social Competence– Conflict Management– Informing– Listening
*Source: For Your Improvement 5th Editionwww.lominger.com
Competency Development
• Choose one social competency and one behaviour that you are going to do differently.– Competency: Informing: – Problem: I don’t inform others of my thoughts, ideas
or feelings and my concerns are not considered.• Practice behaviour: I will discuss my feelings, ideas and
thoughts with others 5 times a week. – Competency: Conflict Management: – Problem I get angry when people disagree with me
and then I can’t talk, or I leave or I shout. • Practice behaviour: When I feel angry I will acknowledge my
anger and ask to discuss the problem at a set time after I have had a chance to think about it.
Competency Development
• Practice as often as you can. 7X7 Why?• Choose a partner you are going to report
to on your behaviour change. – Weekly meet your partner & report on
progress Discuss what went well what didn’t. – Commit to what you are going to do next.
• At least once a week write about your experience and emotions/ feelings.
Improving EI through Meditation
Source: 2005, Boyatzis & McKee, Resonant Leadership Harvard Business School Press
Wisdom2.0 ConferenceSan Francisco March 2015
Speakers • Jeff Weiner CEO Linkedin• Julia Hartz President Evenbrite• Karen May VP Google• Arturo Bejar Director
Engineering Facebook• Otto Sharmer Lecturer MIT• Martin Tracey VP Starbucks• Anne Hardy VP SAP//www.wisdom2summit.com/About
Some Topics• Activating Starbucks Values:
Being Present to Inspire and Nurture the Human Spirit
• Lessons in Conscious Business at LinkedIn
• Inner Wisdom, Outer Action: Supporting Mindful & Meaningful Engagement
Awareness of Emotions• People tend to be thinkers but:• Emotions the cornerstone of self
awareness & awareness of others.• Usually felt in the body • Gives you access to your prereflective
mind (unconscious knowledge)
Meditation in Education• Harvard Law School applies it
– To train negotiators and mediators to “bring peace into the room” through knowing self & other better
• Zajonc a physicist at Amherst UniversityScience students practice contemplation: – when we act, it can be on the basis of a moral
judgment grounded in an empathetic connection to a lived world” and contemplative insights “are as much a part of science as art”
• Research suggests: – contemplation supports EI by increasing awareness
of one’s internal experience, promotion of reflection, self-regulation and caring for others Jennings & Greenberg
Mindfulness* Exercise Why Do it?
• People who are mindful, fully present and aware can become more effective leaders.
• Leaders with low emotional intelligence often lack self-awareness and self- compassion, which can lead to a lack of self-regulation.
• Authenticity is developed by becoming more self-aware and having compassion for oneself.
*Soruce: Silverthorne, S., (2010) Mindful Leadership: When East Meets West Harvard Business School, Working Knowledge Sept.
Who has done• Yoga• Kung fu• Karate• Judo• Tai Chi• Meditation• QigongCommonalities?
Contemplation in Other Courses
• MBA Supply Chain Management• Undergraduate Operations Management• Undergraduate Commerce Ethics • Executive Education Project Management
and Ethics. • Managing Diversity
Student Experiences During Exercise
• Generally Students are Skeptical and Uncomfortable however this changes with experience
• While doing breathing any experience is OK– Nothing is OK – Why? Because nothing is something according
to brain research. – Other experiences are OK: calm, desire to move,
tingling, tension, pain, heat, light, monkey mind, frustration, why am I doing this, other
After Practicing for Several Weeks. • During the exercise:
– Nothing, calm, desire to move, tingling, tension, pain, heat, light, monkey mind, frustration, why am I doing this, other
• In Daily life– Improved decision making– Improved concentration– Reduced stress and anxiety– Ability to sleep better– Ability to regulate emotions better and
respond to stressful situations more calmly.
Self Awareness ExerciseWhere do you experience emotions in the body?
Pair off, Think about some interaction with others where you felt good and or upset.
Close eyes and find the source of this in your body. Where is it? How did it feel?
What did you learn about the situation?Discuss with your partner
Document Experience
• Discuss • Write about it.
Self Awareness Your Emotions Can Help You.
• If you pay attention, the body can present feelings, images, sounds, words
• Paying attention to positive and negative can be your teacher – Positive tells you what you are attracted to – Negative tells you what you avoid
• Sometimes you must face that which you avoid, • Sometimes it can be a warning
– Helps you perceive emotions in others
Awareness of Your Emotions Can Help You.
• Helps you know your values better• Provides emotional dimension and
understanding of situations. • When making decisions provides access
to emotional knowledge• If practiced regularly can provide a
calming influence
Thank you
Questions
Personal EthicsEthics in Action ©
The Power of Social DynamicsA Framework for Making Ethical Decision
Based on the Book Ethics Education of Business Leaders. By:
Tom Culham P. Eng, Ph. D.Abdul Ladha Science Student Center
Atrium 2nd Floor
Lecture Outline1. Managing Social Dynamics
a. Milgram Experimentb. Stanford Prison Experimentc. Social Dynamics at Workd. Resisting Social Dynamics
The Lucifer Effect, P. Zimbardo (2008) Random House 2. Ethical Decision Making Framework
Right vs Right Decisionsa. What and Where are They?b. Making the Right Decision for You
Defining Moments, J Badaracco, (1997) Harvard Press
EI Score Reflection
• Take a few minutes to reflect on your score and any questions you may have
• Write down your reflections
EI Survey Results For 3rd year EngineersResults are Directional Only
• Questions A indicate what you think your abilities are and questions B indicate what you are likely to do in a situation.
• Regarding self awareness, the class thinks their abilities are higher (3.4) than their behaviour would indicate (3.2).
•The total by competence is your score relative to each competency
Personal Competence
Social Competence
Emotional Self Awareness
Regulation of one’s emotions
Use of emotion to facilitate performance
Awareness of emotions in others
A 3.4 3.1 3.5 2.7B 3.2 3.5 2.7 3.6Tot 6.6 6.6 6.2 6.3Std Dev 2.57 2.73 2.52 2.60
Grand Total 25.8 Std Dev 4.3468% of class is between 21.4 and 30.195.5% of class is between 17.1 and 34.5
•Therefore the emotional self awareness of this class is about the same as their competence in regulation of their emotions and significantly higher than their competence in the use of emotions to facilitate performance in others.
•This suggests the class should work on competencies such as informing, listening and conflict management
Emotional Intelligence Competencies
Personal Competence Social Competence Follows ancient Greek maximum
know thy self a foundation of ethics and a good life.
Ethics unfolds in relationship with others. These measures indicate how
one interacts with others. Emotional Self
Awareness Regulation of
One’s Emotions Awareness of
Others Emotions
Facilitate Others
Performance. Awareness of
one’s own emotions is a
foundation for regulation of
one’s emotions.
Regulation of emotions is a
critical and foundation
ethics.
In order to interact
effectively and ethically with
others one needs to be aware of
how others feel.
When one knows how others feel one may show
empathy, compassion or
courage to assist them
The Power of Social Dynamics
Milgram Experiment Purpose: study role of pain in learning
Participants: teacher, learner, scientist
Method:• Teacher recites a set of triplets of words• Learner is to recall 3rd word after hearing the first 2 of the
triplet repeated. • If learner errs teacher administers electric shock. • After every error shock increased by 10 volts to max 450. • Scientist urges teacher to continue regardless of learner
complaints
Milgram Experiment • If you’re the teacher how far would
you go? Discuss with neighbours. • Write it on a piece of paper
Stanford Mock Prison Experiment
• Set up by Phillip Zimbardo Professor, to study social interactions in prison
• Stanford middle class college students • 50% prisoners, 50% guards• Zimbardo personally supervised “prison”• How did prisoners and guards behave?
Stanford Experiment
• Went sideways.• Within a few days guards began abusing
prisoners. • It was stopped prematurely• Who do you think stopped it?
Resisting Social Dynamicshttp://www.lucifereffect.com/guide.htm
1. Admit your mistakes!2. Be mindful, take a Zen moment
– Are you on automatic pilot?– Applying comfortable thinking?– Reflect on meaning of the situation, think before
acting
3. I am responsible!– Take responsibility for your decisions– Avoids blind obedience to authority
Resisting Social Dynamics4. Assert your unique identity!
– Make others feel they have personal value– Anonymity & secrecy conceal wrongdoing, undermine
human connection
5. Respect just Authority Rebel against unjust– Identify those who deserve authority – Teach children and others this skill
6. Balance belonging & independence – Belonging & group acceptance is powerful – Know when to follow when to reject– Know yourself
Resisting Social Dynamics7. Be Frame (Meaning) Vigilant
– Voters opposed death tax, supported estate tax– Same tax
8. Balance Time Perspective– Look beyond the present moment – Engage in a personal cost benefit analysis of action
9. Don’t Sacrifice Freedom for Security– Need for security is powerful– True of marital arrangements and citizens of a nation
10.Oppose unjust Systems– Gangs, cults, military, fraternities, corporations, groups– Solicit others to help
Social Dynamics at Work
Break into groups of 41. Discuss how a situation in the workplace
or university could result in destructive group actions.
2. Identify one action you would take to counter destructive group think.
Right vs Right Decisions
• Right vs Wrong Decisions– Murder, Adultery, Stealing, Lying, Against rules
• Right vs Right Decisions – A junior minority person should I participate?– Middle manager should I fire someone?– Executive should my company sell a morning
after pill?
Right vs Right DecisionsA Map for Deciding
1. The Heart’s Reasons– How do my feelings and intuitions define, for
me the right vs right conflict?2. The Roots of Responsibility
– How deep are the moral roots of the conflicting values?
– Means understanding your values origins, evolution and importance in your life
Right vs Right DecisionsA Map for Deciding
3. What is My Way? – Know your past, who you are and your purpose– Look down the road into the future– Look at key decisions as shaping your future self
Right vs Right DecisionsA Map for Deciding
4. What Will Work in the World as it is?– Not about justifying immoral behaviour– How can expediency and shrewdness,
imagination and boldness move me to my goal? – This question is balanced by:
• Roots of My Responsibility (moral roots question 2) • What is My Way? (future path question 3)
Engineering Company Question• You are a (male, female) middle manager
– Company is cost/production driven – Pays bonuses for performance– Company says it wants to be family oriented – Everyone works long hours (more than standard) – Employee several years a star performer. – Had a child with Downs syndrome last year– Now works to schedule, not producing– Boss says fire (him/her) – What do you do?
Engineering Company QuestionYou are a (male, female)
middle manager Company is cost/production driven Pays bonuses for performanceCompany says it wants to be family
oriented Everyone works long hours (more
than standard) Employee several years a star
performer. Had a child with Downs syndrome
last yearNow works to schedule, not
producingBoss says fire (him/her) What do you do?
The Heart’s ReasonsHow do my feelings define, conflict?
The Roots of ResponsibilityHow deep are the moral roots of the
conflicting values?
What is My Way? Look at key decisions as shaping
your future self
What Will Work in the World as it is?
How can expediency and shrewdness, imagination and boldness move me to my goal?
1. The Heart’s ReasonsWhen you consider the decision what is your immediate response without thinking about it? Example: – I want to keep this employee because they demonstrated
they were a good performer in the past and they need a job to support the family.
1. The Heart’s ReasonsCan you sense physically how you feel? Example: – I feel sick to my stomach about this decision because there is
conflict in this situation. I care about this person and my bonus, is at stake.
2. The Roots of ResponsibilityHow did you get your values: usually through family, culture & influences that affect how we see things. Family values example: – I grew up in a family that was influenced by the depression
and the protestant work ethic. There were no excuses for poor performance. Family matters are not expected to affect work performance. Also my bonus is at stake threatening my ability to look after my family. So perhaps fire the person.
2. The Roots of ResponsibilityHow did you get your values: usually through family, culture & influences that affect how we see things. Religious values example: – I went to church as a young person and learned we should
care for others. I am my brother’s keeper. I should find some way to accommodate the employee.
2. The Roots of ResponsibilityHow did you get your values: usually through family, culture & influences that affect how we see things. Life influences example:
– I know a family with a down’s syndrome child and I know how much stress, work as well as joy it is to care for the child.
– Several years ago, I broke both arms in a bike accident. I learned what it means to become completely dependent on other people and understand we are all connected. I should find some way to accommodate the employee.
2. The Roots of ResponsibilityHow did you get your values: usually through family, culture & influences that affect how we see things. Work influences example:– Early in career I enjoyed solving engineering problems later
learned I like working & helping people excel – Work place is bottom line oriented, little concern for work life
balance. – Company says it’s family oriented but hasn’t acted this way. – Company values suggest the employee should be fired.
2. The Roots of ResponsibilityHow did you get your values: usually through family, culture & influences that affect how we see things. Societal Influences – Society has moved from a singular focus on performance – Society recognizes a concern for work life balance. – We need to demonstrate company & managers support this
value to keep existing employees & attract new employees.– Business has to deliver a return to shareholders.
3. What is my way?
• Looking ahead to my personal goals 20-30 years– Healthy happy family, Make a contribution to society. Help
improve life for all. (Know your life purpose)
3. What is my way?• Look ahead to my career goals 5 or 10 years.
– Job with responsibility & higher pay where I mentor people & lead a division or group in a company where people can work in an intellectually challenging & collaborative way to develop and deliver creative solutions for the company.
– It is important to find ways to accommodate employee differences. Everyone has something to contribute
What will work in the world as it is?5. Stakeholders:
– The employee, my boss and the executive, my other employees and other employees in the company, potential future employees, customers, shareholders, potentially regulatory agencies such as human rights bodies.
What will work in the world as it is?6. Stakeholder influence Employee?
– The employee: Has influence through their past performance and potentially the ability to propose or develop creative solutions.
What will work in the world as it is?6. Stakeholder influence Boss?
– My boss: Significant: when you hire & fire people your immediate boss is involved and has a say in the process.
– In some cases concern can reach in to the highest levels of the company.
–
What will work in the world as it is?6. Stakeholder influence Boss Continued?
– What is my boss’s commitment to family values?
– Because of the situation, this decision will impact how my boss sees me and could affect my future progress in the company.
What will work in the world as it is?6. Stakeholder influence Other
Employees?– Other employees and future employees: They
don’t have a direct influence on the decision however, what we choose to do will affect how they see the company and show them our commitment to our values.
What will work in the world as it is?6. Stakeholder influence Customers
– Customers: Don’t have a direct influence on the decision however customers may have an influence if it becomes apparent that the company does not uphold its values. This is difficult to assess given the information in the case.
What will work in the world as it is?6. Stakeholder influence? Shareholders
– Are concerned about returns in the short term and could be concerned about long term returns if the company’s brand is damage due to this action.
– Given the data in the case it is difficult to evaluate this factor.
Questions