Values and honesty LO8630

Keith Cowan (72212.51@CompuServe.COM)
23 Jul 96 23:15:22 EDT

Replying to LO8578 --

jack@his.com (jack hirschfeld) takes issue with my real life
situation:
>..The "ethical dilemma" posed by Keith Cowan is nothing of the sort...

Good opening, Jack. I am glad to hear that. I was concerned bu now I
feel better.

>..It was assumed in advance that
>the Board would make its decision based on a projection of C&C management,
>and that the only way to persuade them otherwise would have been to
>misrepresent yourself and what you believe. If this were true, why would
>you seek to serve at the pleasure of such a Board?

Too comments - my assertion was based on their behaviours in their
previous actions. Serving their pleasure would present a ongoing
opportunity to educate them and move their minds.

>And what if it's not true? It's too easy to ascribe the Board's
>selection of the other candidate to their preference on this difference.

True, and my point was not to debate what their motives were. It was to
illustrate the ethical and moral dilemmas associated with honesty and
truth. Whether they were acting out of ignorance is anybody's guess. I was
there though.

>It is assumed that it would be possible to introduce these concepts into
>the company without first getting the buy-in of the Board. Is there any
>evidence, historical or otherwise, that this could happen?

Have you ever dealt with an elected Board? This is the subject of much
debate on its own. Having dealt with this particular board, I have
considerable experience with them.

>My advice to this potential CEO would be to begin working with the Board
>at the interview, undertaking their education around the importance and
>value of creating a learning organization.

The new CEO has no interest in LO principles - he is a C&C type.

>Build the business case; if there is no business case, chances of
>success are dim anyway.

Great - lets' talk about the business case for LO!

>...What's your role? If you were up front with the
>Board to begin with you could resurface your approach to managing the
>company. Or, you could offer to assist the CEO and coach him/her into a
>different leadership mode.

I have chosen to stop consulting to the company because their direction
is inconsitent with my personal beliefs...Keith

>I believe there is no credible leadership possible when the
>authority is acquired dishonestly.

I agree with you, Jack. But there is one less LO company as a result!
This real world illustration was to punctuate the dilemma - thanks for
helping.

-- 

Keith Cowan <72212.51@CompuServe.COM>

Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>