Overview

The numerous pronunciations of the “ough” syllable (including the sound of “off,” as in “You’re better off”) form the basis of this exercise, which encourages leaders to consider the multiple perspectives from which their actions may be viewed.

Purpose

To develop the essential leadership ability that involves considering several viewpoints that could be applied to a given situation. Just as 360° perspectives are considered critical to the success of organizational leaders and managers, this microcosmic example encourages the consideration of multiple viewpoints, thus diminishing the likelihood of groupthink.

Group Size

Any number of individuals can participate. Participants will first work in triads and then in groups of six. A spokesperson from each group will participate in a panel discussion.

Room Arrangement

If possible, provide flexible seating so that triads can be formed; later, seats can be arranged for an audience to face a panel of presenters.

Materials

Flipchart and marking pens

Projector for transparencies or for PowerPoint slides

Transparency 2.1, “You’re Better Ough”

Handout 2.1, “Two Sides to Every Story”

Procedure

1.Begin with a brain teaser for participants, who are seated in triads: How many words can they think of that contain different pronunciations of the combined letters “ough”? Call on a spokesperson from each group to share the words they’ve thought of.

2.Write the words on a flipchart, noting that a given combination of letters is subject to numerous possible pronunciations, depending on the words selected.

3.Show the transparency and compare the pronunciations with those on the flipchart to determine which may have been omitted from the flipchart list.

4.Segue from the brain teaser to the fact that a leader’s actions can be viewed from various points along a wide spectrum of possibilities. Discuss the fact that perception is stronger than truth. While a leader may believe he or she is displaying ethical behavior and may actually be doing so, if that behavior is viewed as unethical, the perception will take precedence over the truth. The best communicators consider various viewpoints and find the common truth that runs through all of them. Ask for real-life instances of two people holding opposing points of view with each having truth (or a portion of it) on his or her side. Ethical leaders take time to explore these differing viewpoints and again, to find the compromise positions within them.

5.Distribute the handout, “Two Sides to Every Story,” and ask triads to join another triad to form a team of six. The team will discuss the questions presented on the handout.

6.Have a spokesperson from each team come forward to sit at a table. The individuals on this panel will present the viewpoints held by their team. You will moderate and shall invite questions from the audience.

7.Next, announce the actual judgment in a similar situation: the United States Supreme Court (Mullins v. Pfizer Inc.) sided with the employee. The court ruled that, having announced an early retirement package and then denying the benefits to retiring employees, the company had treated employees unfairly. The company was found to have misrepresented its intentions.

If you, as an ethical leader, wish to act fairly and to avoid the appearance of impropriety, keep these points in mind:

Make no advance announcements. Wait until your policy has been clearly defined.

If possible, have an attorney review the policy to ensure there is no ethical or legal breach.

Avoid using phrases such as “seriously considering” that may hold false promise for employees.

Meet face-to-face with employees to lay out the final policy and to answer questions they have.

Form a rumor-quashing committee to dispel possible misunderstandings.

Issue policy reminders and policy restatements several different times in several different ways.

If your organization does not have specific policies in effect for various HR issues, assume a leadership position and begin to codify the consequences of changes so that fair and ethical treatment will ensue.

8.Conclude by noting that the speed element governing business today leads to rapid-fire decisions. Corporate values are shifting, as are streamlining efforts. In the process, traditionally held beliefs and assumptions are changing. And, just as five different people could pronounce “ough” in five different ways, corporate changes that are not clearly spelled out can be interpreted in numerous ways. Ethical leadership involves communication that leaves no room for “wiggling”—for either side.

Variation

Try this experiment with the group to illustrate how the same event can elicit different accounts from various individuals, each of whom is probably certain that his or her version is the accurate one. Plan to have a colleague who is not familiar to the class participants enter the room and ask for the flipchart (or overhead projector or some other common object). You will pretend not to know this individual and will politely protest, stating that you had arranged for the equipment and need it to present your program. The colleague will become more belligerent and insistent and will finally just pick up your equipment and take it out of the room with a few choice words and a loud slam of the door. Express your shock to the group and enlist their help: say that you intend to report the incident and have them describe exactly what happened. Collect the reports and have a volunteer analyze them for similarities and differences.

Discussion

Have you ever argued with someone who saw the same thing you saw (or heard the same thing you heard) and yet had an entirely different interpretation of the event? If so, recall the details.

What advantages can you cite when a multiplicity of viewpoints surround a given event? What disadvantages?

How can a leader best make use of the diversity of thought associated with his or her cause or proposal?

Quotation

“Before you speak, listen. Before you write, think. Before you spend, earn. Before you invest, investigate. Before you criticize, wait. Before you pray, forgive. Before you quit, try. Before you retire, save. Before you die, give.”

—William A. Ward

Points of Interest

Note that typically a casual remark cannot be regarded as the equivalent of terms in an employment contract. However, this situation contained more than a casual remark. The setting was formal, the prompt was a specific question asked by the employee, and a promise was made—more than once, in fact. In the actual case, the promise was made in front of a witness, further weakening the company’s position.

TRANSPARENCY 2.1

HANDOUT 2.1

Files in PDF format of the handouts for the activities are available at www.amacombooks.org/businessethics.