34 |
ETHICAL MANAGEMENTAlphabet Soup-ervisionApproximately 25 minutes (more or less, depending on size of class) |
Overview
Everyday acronyms are given new meaning in this exercise and then are related to ethical situations that managers may need to resolve.
Purpose
To encourage creative thinking regarding ethical decisions managers may face.
Group Size
Any number of individuals can participate. The group should be divided into subgroups of three or four.
Room Arrangement
If possible, arrange table groups for three or four participants each.
Materials
Handout 34.1, “Acronymically Yours”
Optional: Bag of candy
Procedure
1.Introduce the exercise by citing Michael Michalko, author of Thinkertoys, a book designed to improve thought processes. Michalko believes that geniuses force relationships among things; they create new structures, new patterns of thought. Tell participants that today, you’re going to ask them to force some relationships that will, ideally, lead to new approaches to old management problems.
2.Form the class into small groups of three or four participants each.
3.Distribute Handout 34.1, Acronymically Yours, and permit at least 15 minutes for its completion.
4.Bring closure to the exercise by asking a spokesperson from each group to report on the work the group has done, noting especially a new solution for a management problem encased in the new acronym meaning.
Variation
The practice of forcing relationships between things not usually connected will benefit those seeking to improve their verbal fluidity or ability to think on their feet. Provide any series of letters, such as F-I-K-D-E, and challenge teams to create as many full sentences as they can within 5 minutes. The only rules are that the sentences must contain a subject and a predicate, must relate to the topic of ethics, and must not use any given word more than once. An example of this combination would be “Favorite Inspectors Kindle Desirable Ethics”—not a literary masterpiece, but a sentence nonetheless.
Discussion
What are some unethical issues surrounding innovative thought—for example, the violations of copyright laws?
What steps has your organization taken to ensure intellectual property is protected?
What could your organization do to promote genius-thinking without making employees feel their ideas are being “ripped off”?
Quotation
“The fool wonders, the wise man asks.”
–Benjamin Disraeli
Points of Interest
These are the other seven strategies1 Michalko offers for those who want to think like a genius:
Looking at problems in many different ways.
Making thoughts visible.
Demonstrating immense productivity.
Making novel combinations.
Thinking in opposite terms.
Thinking metaphorically.
Preparing for chance.
Ask participants to relate these to ethical dilemmas they have faced in the past.
HANDOUT 34.1
Acronymically Yours
DIRECTIONS
Step 1: |
These are common acronyms in the world of business. For each, replace the actual meaning with a group-created, work-related meaning. For example, instead of “Request for Quotation,” RFQ could be replaced with “Reasons for Quitting.” |
Step 2: |
Select any one of the new meanings and, as a group, discuss it in relation to these prompts. |
1.Considering the new meaning, what direct, ethics-related experience have you (or others you know or know of) had with it? (For example, have you ever felt like quitting [RFQ] because of an unethical action taken by your manager? What prevented you from quitting? Or, do you regret quitting?)
2.How was the situation resolved or does it continue to this day?
3.If you could create the perfect circumstances surrounding this issue, what would you do that is not already being done?
1Reprinted with permission from “Thinking Like a Genius,” by Michael Michalko, Window on the Future, http:/www.newhorizons.org.