simorgh magazine issue 70 jan 2015

8/9/2019 Simorgh Magazine Issue 70 Jan 2015

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Publisher: Simorgh Publication

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Editor: Shahriar Ayoubzadeh

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Marketing & Advertising:

Helen Asad

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Website Coordinator

Azin Akbari

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Content Research, Pagination, Graphic Design:

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Copyright 2009-2014 Simorgh Magazine



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Soluon: Having the courage to speak directly, not

behind peoples backs.

10.Ailment: Courng superiors only for the sake of ca-

reerism.

Soluon: Thinking more of giving vs. taking.

11.Ailment: Being indierent to those around them.Soluon: Encouraging others vs. rejoicing in others

mistakes.

12.Ailment: Displaying a pessimisc and sour face.

Soluon: Developing a sense of serenity and enthusi-

asm.

13.Ailment: Wanng more all the me.

Soluon: Feeling secure with needs, not just wants or

hoarding stu.

14.Ailment: Belonging to cliques that foster exclusion.

Soluon: Remembering what the enre workplace is

for.

15.Ailment:Being seduced by the 4 Ps: Power, Prot,

Persona, Presge.

Soluon: Transforming the 4 Ps into service.

As you ponder these ideas, take me to do a self-

examinaon regarding the ailments or diseases as they

might aect you with their suggested and possible solu-

ons. We all seek personal transformaon of one kindor another a future worth going to. New Years Day is

always a me when many of us priorize what is of value

to us as we move forward. May work and worth connue

to be part of your journey.

Your beliefs become your thoughts,

Your thoughts become your words,

Your words become your acons,

Your acons become your habits,

Your habits become your values,

Your values become your desny.

- Mahatma Gandhi

MichaelMobile:1 613 898 7733

E-mail: [email protected]

1. Moses L. Pava. The Search for Meaning in Organizaons: Seven

Praccal Quesons for Ethical Managers. Westport, Conn.: Quo-

rum Books, 1999, p. 5.

2. Moses L. Pava, ibid., p. 6.

3. I wholeheartedly share this convicon and understanding.

4. The comedian, Lily Tomlin, stated one me that if one wants

to get into the rat race, its imprtant to keep in mind that at th

end of the race, one is sll a rat!

5. William Thorsell, A Lile Less Adam Smith, a Lot More William

Shakespeare, The Globe and Mail, Saturday, October 22, 1994,

D6.

6. In the beauful childs movie (lm, 1984), The NeverEnding

Story, a story is told of the The Nothing that has enveloped

the world and showcases a shy, awkward young boy, Basan,

who discovers that he has become part of an ongoing story he is

reading in a fantasy book. His mission is to stop The Nothing (a

dark storm) from overtaking the world and creang illness and

havoc.

7. See a very recent and somewhat hilarious example of this

Great Insanity: Rex Murphy, The Year in Acvist Feminism,

Naonal Post, Saturday, December 27, 2014. Website: hp://fu

comment.naonalpost.com/2014/12/27/rex-murphy-the-year-i

acvist-feminsm/.

8. Daniel Goleman, Richard Boyatzis and Annie McKee. Primal

Leadership: Realizing the Power of Emoonal Intelligence.

Boston: Harvard Business School Press, 2002, p. 93. The authors

describe CEO disease as ... the informaon vacuum around a

leader created when people withhold important (and usually

unpleasant) informaon.



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on.

In an important, but dated, Globe and Mail

editorial, then-editor, William Thorsell, wrote a piece that

should be on every business students desk:

When you study for a degree in business administraon

or public policy, the courses are heavy with economics,nance, stascs, polical theory and law. When you ar-

rive in the world of work, you realize that your graduate

school courses should have included psychology, sociol-

ogy, psychiatry and literature -- less Adam Smith, more

William Shakespeare.

The human factor in business, sport, the universies,

arts and polics has an enormous impact on enterprises

and naons, but receives very lile concentrated study

in our professional schools. Everyone talks about oce

polics, but hardly anyone knows much about them.

Envy, greed, insecurity, ambion, lust, loathing, ideal-ism, love, loyalty and betrayal are the durable subjects

of Shakespeares plays because they weigh on history so

much. If you do not understand that, and if you cannot

operate on a eld that is crowded with such dynamic,

non-objecve forces, you will be unable to use the

knowledge you so dufully accumulated in school.

Do students of internaonal relaons realize how im-

portant personal feelings are in colouring the course

of events? Probably not. They believe the old saw that

naons have no friends, only interests, and they there-

fore underesmate the personal factor in internaonal

relaons.

Ideas make the world; emoons make the world go

round; management schools should teach more Shake-

speare.

In an age when polical correctness seems to

have usurped both common sense and authenc com-

municaon, it is me we get back to integrity in our rela-

onships (ROIR). For years now, what I have called The

Great Insanity has taken over such that our people orhuman factor priories have been neglected and even

dismissed in favour of prots only.

So, you may be asking: What has Pope Francis got to do

with all this? Let me explain. There is such a thing as an

ecology and ethics of relaonships, the healthy interplay

of respect and dignity and connectedness with vision and

purpose and acon for each one of us, personally, and

for our workplaces. When I read Francis Christmas 2014

talk, what I read was his serious reminder to upper man-

agement that while rules were important, to neglect or

ignore people was a more serious moral issue. Ecol-

ogy and ethics of relaonships were out of whack! Rules

were experienced as more important than people. His

15 ailments or diseases were strong reminders that

upper management was not doing its job. Aer person-

ally talking with hierarchy who have lived and worked inRome, the fact that he lowered the boom on his upper

management, I was told, was not a last-minute deci-

sion. Some even claimed that he was elected to do this

work precisely with many hoping that he would live long

enough to get adequate tracon for a new vision for his

upper management or, in my terms, of making a more

vibrant worthplace that holds dignity for everyone, as we

as geng the job done or, in my terms, of creang a

more responsive presence of servce for customers.

Lets examine the 15 ailments or diseases and my sug-

gested soluons:

1.Ailment: Feeling immortal, immune or indispensable.

Soluon: Open to feedback, wary of CEO disease

2.Ailment: Working too hard, excessive acvity.

Soluon: Recognizing that rest is also crical to human

performance.

3.Ailment: Becoming a rules-and-regulaons only type.

Soluon: Appreciang the need for the human touch.

4.Ailment: Overplanning in a control-freak way.

Soluon: Knowing that one cannot control everything

and everyone.

5.Ailment: Losing sight of the workplace community.

Soluon: Working with and among others, teamwork.

6.Ailment: Suering from Meaning Alzheimers.

Soluon: Remembering to regain purpose in and of the

workplace.

7.Ailment: Being absorbed in rivalry or boasulness.Soluon: Knowing that personas have their me and

place.

8.Ailment: Building walls around and unto oneself.

Soluon: Connecng with reality, concrete people, not

just bureaucracy.

9.Ailment: Engaging in grumbling and the terrorism of

gossip.



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HUG PEOPLE, THEN TREES!An Ecology and Ethics of Relationships

Dr. Michael RockLicensed Emotional Intelligence FacilitatorProfessor (ret.) Ethics and Leadership

University of Guelph, Ontario

Simorgh Magazine, January 2015

incredible approach to examining an ecology and ethics

of relaonships is to look at the 15 diseases that the

current Pope Francis spoke about in his Christmas talk to

those in upper management (called the Curia), that is,

the Catholic Churchs administrave wing and bureauc-

racy in Rome. This may seem like a surprising approach

but each of Francis een ailments can easily be

translated into terms that are just as applicable to busi-ness management. I intend to name these een dis-

eases but also to provide a suggested cure for each one

of them. Francis asked his bureaucrats the cardinals and

bishops to do a serious examininaon of conscience on

themselves. I propose at the start of 2015 that each of us

do a personal examinaon of conscience as well on his

ideas of people and rules. Its only too obvious from

just a simple reading of the worlds news that we need

a huge dose of self-awareness if we are to stay sane and

treat one another with dignity and respect worldwide.

In my teaching and business consulng pracces over theyears the guiding vision I have used and followed came

to me intuively one early morning while I was jogging.

I have always seen that the vision represents the key to

what we do or work at as well as to who we are as people

in undertaking the work. I have always disnguished

between a worthplace and a workplace; both are neces-

sary. The worthplace provides and nourishes the context

for what ethics professor, Moses Pava, calls the mean-

ing-based organizaon and the workplace provides

and nourishes the context for the commodity-based

organizaon. The meaning-based worthplace providesthe context where employees locate and interpret lifes

meanings in their lives since employees spend many

hours of each day in such a context. The commodity-

based workplace provides an instrumental tool to sasfy

established wants and preferences. This is what Pava

calls the instrumental and expressive understandings

of a corporaon. For him, the human quest for meaning

and signicance takes center stage. In short, the rst

(meaning-based) addresses the issue of who does the

work (the employees or the people dimension); the

second (commodity-based) addresses the issue of what

needs to be produced (the product or the what dimen-sion). A people only context creates hopefully a posi-

ve human relaons environment; a what only context

creates a sterile and oen a toxic work environment. A

worthplace creates ROIR (Return-on-Integrity-in-Relaon-

ships); a workplace creates ROI (Return-on-Investment).

Both dimensions or contexts are absolutely crical. Our

business and MBA schools have oen forgoen this dual

focus lesson and have emphasized only ROI to the exclu-

sion and destriment of both employees and the organiza-

It is winter me, January 2015. In Oawa, Canada, this

me is oen called the dead of winter. We have just le

the summer/fall season. Emoonally and for praccal

reasons also! some just want to keep delaying winters

onset; for others winter oers new wonders and pleas-

ures. The one thing we can be sure of is that we are nowin a new season of nature and also, of life. Tyler, the main

character in the movie, Fight Club, says that our lives

are ending one minute at a me! He tells the viewer,

This is your life, as if to say that we should not waste

our lives but make the best of everything. Living is very

precious even if in the dead of winter dying seems to be

all around. In Canada numerous places are simply cov-

ered in snow. Many ask, When will the warmer weather

come? And many do leave this death for warmer climes

in the Caribbean, Florida, Hawaii, etc.

I introduce Tylers quip to remind ourselves that wher-ever we are we must embrace life; we must also embrace

dying and death in other words, transformaon, which

involves both dimensions. Otherwise, it seems to me,

we will go mad. We cant explain it all away! I wrote in

an earlier arcle the words of the late comic, W.C. Fields,

and I repeat them here: We aint geng out alive! The

inevitable will happen to all of us; none of us is immune

to the inner dynamics of living and dying. I suggest that a

New Years resoluon should be to put people rst! One



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