Roshni Hegerman on creativity and constructing an empowered culture
Roshni Hegerman is one of the most awarded strategic thinkers globally. Currently JPAC Market Maker and Experience Director across sustainability and people with Oracle, she discusses creativity, psychological safety and how to construct an empowered culture.
When Roshni was a little girl growing up in India, she didn’t have dreams of being an executive or a director, she had much more humble aspirations to be a social worker. Though her parents didn’t feel it was a career path that could support a family long term, Roshni had her heart set on working with people at a local level.
With this in mind, she studied sociology and psychology in college, but then drifted into journalism and communications, which is where her marketing and communications career really begun. Although, she never did realise the goal of becoming a social worker, the ethos of social work and community has informed all of her decision making she says, “I get realy excited by the power of ideas and how they can connect with people and actually drive either a shift in perception or a shift in behaviour or give people a different lens to kind of view the world through that they wouldn’t have typically viewed it through.”
Be a radiator, not a drain
“I think that the traditional sense of creativity probably isn’t as valued as it could be. I think the use of creativity is to innovate and to do things differently and to think about how you’re going to connect in and change things in a positive way. So from that perspective, I actually think that creative thinking is the only thing that cannot be automated.”
Roshni believes that in the modern workplace, as we shift full speed into the world of automation, creativity and the capacity to think outside the box will actually be the most important skill set for young leaders and changemakers of the future.
One of the things that has stuck with her throughout her professional career is to “be a radiator not a drain”. Rather than be a drain she says, sucking the energy out of the room by sticking to the rules and following traditions, we should be radiators – empowering others, generating ideas, and inspiring new ways of thinking. “I think people are starting to realise that if you’re going to continue to do the same thing and get the same result, and the end and it’s not a positive one, then something has to change.”
Roshni often reflects on her professional practice asking a few key questions:
- How can I use my influence to be more of a radiator?
- Is there a more interesting or different direction we could consider?
- What’s stopping us from being more passionate about a project?
- How can I generate enthusiasm in my team?
- Embrace new and innovative ideas
She suggests that if you can be more of a radiator in your workplace, then people will naturally gravitate towards you, there will be less resistance to your ideas.
People who feel safe have the best ideas
“It’s when you feel like you have to meet a quota and you have to get something done that you tend to revert back to what you know and you don’t feel safe to kind of go out of that box and try something different. It’s when you have an organisation where employees feel safe to kind of give something a go and they’re empowered to be able to do that.”
In order to truly embrace one’s inner radiator, one must feel safe and confident within their team to share their ideas without fear of criticism.
Throughout her career, Roshni has explored the idea of psychological safety in the workplace environment. She suggests as leaders it’s important to create a space of safety in the workplace that allows people to feel more open to being more vulnerable whilst confident enough to have their ideas challenged.
She says, “I think it is very important to create an environment where where you don’t feel threatened by the ideas that you have. There needs to be an environment that allows you to feel at ease with sharing kind of a strong point of view, regardless of which direction you come from.”
Roshi works hard to identity the natural unconscious biases that stop team members from being curious because they believe they already know the answer. She emphasises that it’s important to consciously ask pointed questions and embed curiosity and innovation into every element of organisational structure and process in order to force people to look at things from a different perspective.
“I think it helps create a culture of discovery, empathy, curiosity, and opens up different possibilities of pathways that could be considered. So that’s one of the things I feel really excited by is going, ‘how do we consciously think about these things and what can we do to ask the right questions so that we are having the right conversations so that we can engage people’s curious mind to think about things differently?”
Contributing to a better world
“You need to be willing to have a lived experience. You can’t just say that you care about indigenous people or homeless people. You need to see it from their perspective and understand what they’re going through in order to be able to help in the way that they need you to help them, not how you want to help them.”
Despite diverting from the pathway to a career in social work all those years ago, Roshni maintains that the notion of caring for others and celebrating a sense of community has never left her. It’s important to consider the lived experience of different people, rather than assume what people need, you should strive to constantly be out in different communities and speaking to people directly in order to enrich your own perspective.
Roshni suggests it all comes down to realising that at the end of the day, we are all humans who want to be treated with dignity and respect. She believes in giving those who are underrepresented a voice, and a platform so they can get the help that they need. Her advice for the business leaders of the future is: It’s important to understand that it’s not all about you, that the world is about others, that you occupy it with. So how can you actually help make things better, not just for yourself, but for the people around you?
AUDIO: Listen to the full podcast discussion above
Roshni Hegerman is a force of nature with an unstoppable passion to move businesses and people, creating positive impact and change. Roshni currently is JAPAC Market Maker, Experience Director, with Oracle across Sustainability and People; and is founder of her own strategic creative consultancy, PinchofMasla. Roshni is global citizen unafraid of traversing new and unchartered terrain, in fact she relishes in it – working and thriving in United States, China, India and now Australia – with three beautiful children in tow. Roshni helped launch the iPhone in China, start-up BBH and BBDO in India; grow Coca-Cola’s footprint across Asia.
Roshni is a champion for diversity and inclusion and one of the most awarded strategic creative thinkers globally. She has started her own Women in Leadership networking group – “Ladies that Lunch,” to bring like-minded female leaders together to make meaningful change and collaborates closely with Igniting Change and Campfire X, tiny but meaningful organisations that spark big positive change. Roshni launched “Creating Meaningful Change” while at McCann Australia, a 365-day initiative, that puts conscious inclusion at the centre of the agency’s strategic and creative operating system.
Roshni believes that magic is found in the intersection of humanity, creativity and technology.
Find out more about other conversations in the Leading with Purpose podcast. Delve into more articles and podcasts like this by signing up to our Professional Ethics Quarterly newsletter.
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Sylvie Barbier and Rufus Pollock on failure and fostering a wiser culture
Sylvie Barbier and Rufus Pollock are the partners in business and life who strive to build wiser future through culture, space and community. With a unique and innovative approach to business, the pair uncover the realities of being a leader, the importance of failure and fostering a wiser culture.
As a performer, Sylvie Barbier has a real passion for community. Her work is a tenacious exploration of the idea of “art as a conversation” and it’s these thematics of life, discussion, and unity which has equipped her to establish the Life Itself initiative. Together with her partner Rufus, a creative technologist and economist, the two have built a collective based in the half way space between Silicon Valley and the Plum Village in the South of France, which is engaged with creating a weller and wiser world.
On defining leadership
“There is an incredible thirst for leadership, not necessarily leaders – but for leadership.”
The world is in a moment of transition. There is an impending climate crisis, widening inequality as well as a huge amount of disunity and civil unrest, and Rufus believes that we must harness this specific moment in time to interrupt our current archaic notions of what constitutes a leader to craft something new and innovative. He suggests, “we are at a cultural moment where leadership is badly needed, but hugely undermined in part because of these past traumas that we are healing from.”
The reality of being leaders
“There’s always going to be a problem, you’re either not doing enough, or you’re doing too much and being oppressive.”
Having led multiple different initiatives through tech, art and community, both Sylvie and Rufus have learnt a lot about the process of leading. Now that they jointly lead Life Itself, they are encountering a whole new suite of hurdles and challenges as part of running the collaborative residency programs. The programs bring a collection of thinkers, creators, technologists and spiritualists together over an extended period to time to debate and engage with the challenges of the modern world.
Rufus says the hardest part is finding the balance as a leader, “invariably after three months there is some sort of crisis – someone is imposing too many rules, someone has to cook too often – and ultimately you are trying to facilitate the group to engage in a transformation and face these issues, what people must learn is that we need to engage with failure. We have an allergy to failure, but it’s these breakdowns which are the most valuable.”
When leaders fail
Capitalist culture dictates that when a company has some major failing – it is generally the CEO who must hand in their resignation. That the decks must be cleared for fresh blood and new ideas to flush out the old. However Rufus fears we may have gone too far, suggesting that we’ve descended into conducting “ritualised executions” when we decide someone needs to take the blame – just because the leader has left their position doesn’t mean the company will be any better off. Rufus suggests that it’s important to identify the source of the problem, and to think about the duties and responsibilities of leaders more holistically.
In reflecting on their own careers both Rufus and Sylvie acknowledge that they have made some mistakes, and at times mismanaged things. As he continues to learn about leadership, Rufus has let go of trying to achieve everything himself, saying, “leadership is about creating a space in which other people can flourish. I think more and more for myself, based on a huge number of errors, it is the act of creating space versus doing it myself which is central.”
Sylvie agrees, adding her biggest obstacle was she had a tendency to pursue ideals without being grounded in the reality of the world and the reality of who she is. She explores her issues with reconciling these two ideas, “sometimes I felt that the vision I had almost became a burden because it was my responsibility to make it happen. And if it doesn’t happen it’s my fault.”
In the past she was characterised by the ruthless pursuit of intangible goals, but found she was ultimately dissatisfied with this way of leading because when she achieved these goals she would immediately need to move on to something else and it felt particularly dissatisfying.
She concludes, “the world is already perfect the way it is, it doesn’t need to be any different than the way it is right now. And in a moment of radical acceptance, I realised I was already in paradise.”
AUDIO: Listen to the full podcast discussion above
Sylvie ‘Shiwei’ Barbier is a French-Taiwanese performance artist, entrepreneur and educator. Her work synthesizes Eastern and Western philosophies and aesthetics. She co-founded Life Itself to build a wiser future through culture, space and community. Her performance art pieces are contemporary rituals, where the audience is invited to take an active and interactive role. She uses language such as Koans as a bridge for the mind into the spiritual realm, by pushing us beyond the bounds of the intellect into a space of greater wholeness and connection.
Rufus Pollock is a technologist, entrepreneur, writer and long-term zen practitioner. He is the founder of Open Knowledge, an award-winning international digital non-profit. Formerly a Shuttleworth Fellow, Ashoka Fellow and a Mead Fellow in Economics at Cambridge University. His book the Open Revolution sets out a vision for a open, free and free information economy and has been translated into multiple languages. As a co-founder of Life Itself he brings curiosity and rigour to ongoing inquiry into how we can create a radically wiser, weller world for all.
Find out more about other conversations in the Leading with Purpose podcast. Delve into more articles and podcasts like this by signing up to our Professional Ethics Quarterly newsletter.
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Ethics Explainer: Truth & Honesty
How do we know we’re telling the truth? If someone asks you for the time, do you ever consider the accuracy of your response?
In everyday life, truth is often thought of as a simple concept. Something is factual, false, or unknown. Similarly, honesty is usually seen as the difference between ‘telling the truth’ and lying (with some grey areas like white lies or equivocations in between). ‘Telling the truth’ is somewhat of a misnomer, though. Since honesty is mostly about sincerity, people can be honest without being accurate about the truth.
In philosophy, truth is anything but simple and weaves itself into a host of other areas. In epistemology, for example, philosophers interrogate the nature of truth by looking at it through the lens of knowledge.
After all, if we want to be truthful, we need to know what is true.
Figuring that out can be hard, not just practically, but metaphysically.
Theories of Truth
There are several competing theories that attempt to explain what truth is, the most popular of which is the correspondence theory. Correspondence refers to the way our minds relate to reality. In it, truth is a belief or statement that corresponds to how the world ‘really’ is independent of our minds or perceptions of it. As popular as this theory is, it does prompt the question: how do we know what the world is like outside of our experience of it?
Many people, especially scientists and philosophers, have to grapple with the idea that we are limited in our ability to understand reality. For every new discovery, there seems to be another question left unanswered. This being the case, the correspondence theory leads us to a problem of not being able to speak about things being true because we don’t have an accurate understanding of reality.
Another theory of truth is the coherence theory. This states that truth is a matter of coherence within and between systems of beliefs. Rather than the truth of our beliefs relying on a relation to the external world, it relies on their consistency with other beliefs within a system.
The strength of this theory is that it doesn’t depend on us having an accurate understanding of reality in order for us to speak about something being true. The weakness is that we can imagine there being several different comprehensive and cohesive system of beliefs that, and thus different people having different ‘true’ beliefs that are impossible to adjudicate between.
Yet another theory of truth is pragmatist, although there are a couple of varieties, as with pragmatism in general. Broadly, we can think of pragmatist truth as a more lenient and practical correspondence theory.
For pragmatists, what the world is ‘really’ like only matters as far as it impacts the usefulness of our beliefs in practice.
So, pragmatist truth is in a sense malleable; it, like the scientific method it’s closely linked with, sees truth as a useful tool for understanding the world, but recognises that with new information and experiment the ‘truth’ will change.
Ethical aspects of truth and honesty
Regardless of the theory of truth that you subscribe to, there are practical applications of truth that have a significant impact on how to behave ethically. One of these applications is honesty.
Honesty, in a simple sense, is speaking what we wholeheartedly believe to be true.
Honesty comes up a lot in classical ethical frameworks and, as with lots of ethical concepts, isn’t as straightforward as it seems.
In Aristotelian virtue ethics, honesty permeates many other virtues, like friendship, but is also a virtue in itself that lies between habitual lying and boastfulness or callousness. So, a virtue ethicist might say a severe lack of honesty would result in someone who is untrustworthy or misleading, while too much honesty might result in someone who says unnecessary truthful things at the expense of people’s feelings.
A classic example is a friend who asks you for your opinion on what they’re wearing. Let’s say you don’t think what they’re wearing is nice or flattering. You could be overly honest and hurt their feelings, you could lie and potentially embarrass them, or you could frame your honesty in a way that is moderate and constructive, like “I think this other colour/fit suits you better”.
This middle ground is also often where consequentialism lands on these kinds of interpersonal truth dynamics because of its focus on consequences. Broadly, the truth is important for social cohesion, but consequentialism might tell us to act with a bit more or a bit less honesty depending on the individual situations and outcomes, like if the truth would cause significant harm.
Deontology, on the other hand, following in the footsteps of Immanuel Kant, holds honesty as an absolute moral obligation. Kant was known to say that honesty was imperative even if a murderer was at your door asking where your friend was!
Outside of the general moral frameworks, there are some interesting ethical questions we can ask about the nature of our obligations to truth. Do certain people or relations have a stronger right to the truth? For example, many people find it acceptable and even useful to lie to children, especially when they’re young. Does this imply age or maturity has an impact on our right to the truth? If the answer to this is that it’s okay in a paternalistic capacity, then why doesn’t that usually fly with adults?
What about if we compare strangers to friends and family? Why do we intuitively feel that our close friends or family ‘deserve’ the truth from us, while someone off the street doesn’t?
If we do have a moral obligation towards the truth, does this also imply an obligation to keep ourselves well-informed so that we can be truthful in a meaningful way?
The nature of truth remains elusive, yet the way we treat it in our interpersonal lives is still as relevant as ever. Honesty is a useful and easier way of framing lots of conversations about truth, although it has its own complexities to be aware of, like the limits of its virtue.
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The sponsorship dilemma: How to decide if the money is worth it
More sporting and arts bodies are thinking hard about whom they’re willing to accept funding or sponsorship deals from. But how are they to weigh the competing interests of their organisations, players and artists, and the general public?
When First Nations netballer Donnell Wallam spoke out to seek an exemption from wearing the logo of major sponsor, Hancock Prospecting, she sparked a national conversation around the role of sponsorship in sport, and what voice players ought to have in choosing which sponsors they accept and which logos they wear on their jerseys.
In the case of Wallam, Netball Australia had just signed at $15 million sponsorship deal with Hancock Prospecting, run by Gina Reinhart, the daughter of the founder, Lang Hancock. This was seen by Netball Australia as a much-needed injection of funding to compensate for the multi-million dollar debt the sport’s governing body had accrued during years of COVID-19 lockdowns and travel restrictions.
But Wallam saw something else. Front of mind for her were comments made by Lang Hancock in a 1984 documentary where he advocated that any Indigenous peoples who had not been assimilated ought to be rounded up and sterilised.
After a weeks of debate and negotiation, Hancock Prospecting withdrew from the sponsorship deal, offering short-term funding until the sporting body could find a new sponsor. In a parting shot, the company released a statement saying “it is unnecessary for sports organisations to be used as the vehicle for social or political causes” and that “there are more targeted and genuine ways to progress social or political causes without virtue signalling or for self-publicity”.
However, there is good reason to believe that Wallam and Netball Australia’s actions were more than a ‘virtue signalling’ exercise, but rather part of an increasing trend of sporting bodies and other organisations thinking carefully about whom they accept funding from and which industries they are willing to be associated with.
In recent times, a group of high-profile Freemantle Dockers players and supporters have called for the club to drop oil and gas company Woodside Energy over concerns about climate change. Australian test cricket captain, Pat Cummins, has also declined to appear in any promotional material for Cricket Australia sponsor Alinta Energy, a move backed by former Wallabies captain, and ACT senator, David Pockock.
Arts organisations have been wrestling with similar questions for some years, prompted by incidents such as the Sydney Biennale in 2014 severing its relationship with Transfield, which operated immigration detention centres, after an artist boycott, and the Sydney Festival in 2022 deciding to suspend all funding agreements with foreign governments after an artist boycott due to a sponsorship agreement with the Israeli embassy.
So how should businesses and other organisations, including sporting and arts bodies, decide whom to accept money from? How should they weigh the interests of players, artists, supporters and the wider public with their financial needs and their organisational values? How do they avoid making rash decisions that themselves trigger a backlash?
How to decide
These are difficult questions to answer, which is why The Ethics Centre has developed a specialised decision-making approach, Decision Lab, to help businesses and other organisations navigate difficult ethical terrain and make better decisions.
The Decision Lab process is designed to bring implicit thinking and buried assumptions to the surface so they can be discussed and debated in the open, providing tools to evaluate decisions before they are committed to so that key considerations are not overlooked.
The foundation of the Decision Lab is gaining a deeper understanding of the organisation’s foundational purpose for being, its values and the principles that guide it. These ought to be the starting point of any big decision, but published mission statements and codes of ethics are often overwhelmed in practice by the organisation’s Shadow Values, which are woven into the unspoken culture. The Decision Lab seeks to bring these values to the surface so they can scrutinised, revised and applied as needed.
The Decision Lab also employs a decision-making model that follows a step-by-step process that covers all the elements necessary to make a comprehensive and defendable decision. This includes factoring in what is known, unknown and assumed, such as how the funding might positively or negatively impact the community, or how it might help to promote a cause that the organisation doesn’t believe in.
It also considers the impacts of a decision on all stakeholders, including the wider community and future generations, and not just those who are closely connected to the decision.
The process also teases out the specific clash of values and principles around a particular decision, which is useful because many dilemmas follow a similar form. So if an organisation has an existing solution to one problem, it might find it already has the necessary reasoning and jusification to respond to another situation that follows the same pattern.
Finally, the Decision Lab applies a ‘no regrets’ test to ensure that nothing has been overlooked. This helps avoid situations where a decision is made yet it runs into problems that could have been forseen if the organisation had applied a more rigorous decision making process, such as a counter-backlash by other segments of their community.
The Decision Lab supports the executive team to align their decisions with the organisation’s ethics framework and helps to communicate with all the key stakeholders the rationale for decisions. By applying a more rigorous decision-making process, an organisation is better able to balance competing interests, resulting in more ethical decisions aligned to its purpose, values and principles that will hold up in the face of scrutiny.
The Ethics Centre is a thought leader in assessing organisational cultural health and building leadership capability to make good ethical decisions. To find our more about Decision Lab, or arrange a confidential conversation contact the team at consulting@ethics.org.au. Visit our consulting page to learn more.
Image by Nigel Owen / Action Plus Sports Images / Alamy
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Big Thinker: Kimberlé Crenshaw
Kimberlé Crenshaw (1959-present) is one of the most influential feminist philosophers of our time. She is known for her advocacy for American civil rights, being a leading scholar of critical race theory, and pioneering what we now know as the third wave of feminism.
Crenshaw was born in Ohio, US in 1959. As a child, she grew up through the US civil rights and second wave feminist movements, both which occured throughout the 1960s and 70s. This time of revolutionary movements towards equality influenced how Crenshaw was raised.
“My mom was a little bit more radical and confrontational and my father was a little bit more Martin Luther King and ‘find common ground’. Which is probably why there are strains of both of those in my work.”
In 1984, Crenshaw graduated from Harvard Law School. At this time, there was only one woman and one Black professor of the 60 who were tenured. She is now a tenured professor at the University of California, Los Angeles (UCLA) and splits her time there with the Columbia School of Law in NYC.
Where do race and gender meet?
“I argue that Black women are sometimes excluded from feminist theory and antiracist policy discourse because both are predicated on a discrete set of experiences that often does not accurately reflect the interaction of race and gender.”
Crenshaw is most notable for coining the term “intersectionality,” which refers to the idea that when someone has multiple identities, it causes them to experience different and compounded forms of oppression. Rather than oppression being additive across multiple identities, intersectionality tells us that the experience of oppression will be multiplied. For example, a Black woman will experience discrimination because she is Black, because she is a woman, and also because she is a Black woman – which is a different kind of discrimination altogether.
“Because the intersectional experience is greater than the sum of racism and sexism, any analysis that does not take intersectionality into account cannot sufficiently address the particular manner in which Black women are subordinated.”
In the academic world, the term intersectionality debuted in Crenshaw’s 1989 paper Demarginalizing the Intersection of Race and Sex: A Black Feminist Critique of Antidiscrimination Doctrine, Feminist Theory and Antiracist Politics. Many scholars would say that the publishing of this paper catalysed the third wave of feminism, which is characterised by advocates demanding a more wholistic type of equality for people of all genders, races, socioeconomic backgrounds, abilities, ages, and in all countries.
Two years after the paper was published, Crenshaw assisted Professor Anita Hill’s legal team during Judge Clarence Thomas’s confirmation hearing to the US Supreme Court in October of 1991. In an interview with the Guardian, she reflects that the experience cemented the need for an intersectional theory of social justice. It was clear that “race was playing a role in making some women vulnerable to heightened patterns of sexual abuse [a]nd … anti-racism wasn’t very good at dealing with that issue.”
Intersectionality finally appeared in the Oxford English Dictionary in 2015, where it is defined as “the interconnected nature of social categorizations such as race, class, and gender, regarded as creating overlapping and interdependent systems of discrimination or disadvantage.”
A founder of critical race theory
“You can’t fix a problem you can’t name.”
Crenshaw has also spent a large part of her academic career developing and writing about what is now known as critical race theory. In its purest form, critical race theory is a 40-year-old academic framework that concerns itself with defining and understanding the plethora of ways that race impacts American institutions and systems, and how American institutions and culture uphold racist ideals. Crenshaw’s own definition, however, is more of a verb than a noun. For her, critical race theory is “a way of seeing, attending to, accounting for, tracing and analysing the ways that race is produced.”
One of the big cultural issues in the 21st century in America has been whether to teach critical race theory in public schools across the country. Parents and politicians across America have fought to remove what they think critical race theory is out of children’s education. They have argued that CRT is racist and teaches kids to “hate their own country.” Crenshaw now says she sees her work “as talking back against those who would normalise and neutralise intolerable conditions in our lives.”
Where to now?
Crenshaw continues to educate and inspire the next generation by teaching classes in Advanced Critical Race Theory, Civil Rights, Intersectional Perspectives on Race, Gender and the Criminalization of Women & Girls, and Race, Law and Representation at UCLA. At Columbia, she continues to work on the AAPF and through the forum, co-authored a paper in 2015 with Andrea Richie entitled Say Her Name: Resisting Police Brutality Against Black Women.
She regularly writes for a number of publications and provides commentary for the new outlets MSNBC and NPR. Crenshaw also hosts her own podcast Intersectionality Matters.
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How to improve your organisation’s ethical decision-making
Are you confident in your organisation’s ability to negotiate difficult ethical terrain? The Ethics Centre’s Decision Lab is a robust process that can help expand your ethical decision-making capability.
Imagine you run a not-for-profit that helps people experiencing problem gambling. You are approached by a high-net-worth individual connected to the gambling industry who is interested in making a substantial donation to your organisation. Funding is always hard to come by and you know you could reach many more people in need with this money. Do you accept the donation?
Or imagine you are the CEO of a publicly listed consulting firm that is deciding whether to take on a new client in the fossil fuel industry. You suspect it would be unpopular with younger members of your staff and some of your other clients, but it’s a very lucrative contract and it would significantly boost your bottom line ahead of reporting season. Do you take on the client?
What if you sat on the board of a major corporation that is planning to make a public statement urging the government to adopt a new progressive social policy. The proposed policy does not impact your business directly, but a majority of your staff support it. However, you personally have misgivings about the policy and suspect some other employees do as well. Do you put your name on the public statement?
What would you do in each of these situations? If you do have an answer, could you explain how you arrived at your decision? Could you defend it in public? Could you defend it on the front page of the newspaper?
Dealing with ethically-charged situations like these is never easy. Not only do our decisions have a material impact on multiple stakeholders, but we also need to be able to communicate and justify them. This is complicated by the fact that many of the influences on our ethical decision-making are implicit, meaning we risk making decisions based on unexamined values or we might struggle to explain how we arrived at a particular conclusion.
This is why The Ethics Centre has developed Decision Lab, a comprehensive ethical decision-making toolkit that surfaces the implicit elements in ethical decision-making and provides a robust process to navigate the ethical dimensions of critical decisions for organisations big and small.
Decision Lab
The Decision Lab process begins by clarifying the organisation’s core purpose, values and principles. The purpose includes the organisation’s overall mission, which is what it is aiming to achieve, and its vision, which is what the world looks like when it has achieved it. The values are what the organisation believes to be good and the principles are the guiderails that guide decision-making.
Even organisations that have published mission statements and codes of conduct will find that employees will have different understandings of purpose, values and principles, and these differences can influence ethical decision-making in a profound way. By bringing these perspectives to the surface, the Decision Lab process enables the diversity to be recognised and engaged with constructively rather than leaving it implicit and having different individuals pulling in different directions.
The Decision Lab also explores the process of decision-making, testing critical assumptions and taking multiple perspectives into account to ensure no key elements are overlooked. Take the hypothetical above about the not-for-profit. It would be easy to focus on the issue of whether it is hypocritical to accept money from those associated with gambling in order to fight problem gambling. But it is also crucial to consider the impact on other stakeholders, such as the beneficiaries of the not-for-profit’s services, their families and communities, or consider whether the perception of hypocrisy might affect future fundraising.
Shadow values
The process also acknowledges common biases and influences that can derail decision-making. A common one is the organisation’s Shadow Values which are the hidden uncodified norms and expectations promoted often out of awareness that can influence how the entire organisation operates. For example, many organisations explicitly subscribe to values such as integrity, but the shadow values might promote loyalty, which could prevent an employee from calling out a senior manager who is misrepresenting the work being done for a client.
The Decision Lab then provides a checklist for decisions that can be used as a ‘no regrets test,’ ensuring that all relevant elements have been considered. For example, should the consulting firm reject the contract with the fossil fuel company, it could suffer a backlash from shareholders, who argue that the board has a responsibility to create value for shareholders within the law rather than pursue political agendas. The Decision Lab checklist would ensure that such eventualities are considered before the decision was made.
The decision-making process is then stress tested against a variety of hypothetical scenarios, such as those above, that are tailored to the organisation’s mission and circumstances. This allows participants to put ethical decision-making into practice, engage in constructive deliberation and learn how to evaluate options and develop implementation plans as a team.
On completion of the Decision Lab, The Ethics Centre provides a customised decision-making framework that is tailored to the organisation and its needs for future reference.
Open book
The Decision Lab is a powerful and practical tool for any organisation looking to improve its ethical decision-making. It also has other benefits, such as increases awareness of the lived organisational culture, including the beliefs, attitudes and practices shared amongst its people. It identifies how the current culture and systems are enabling or constraining the realisation of the organisation’s goals.
By unifying employees around a common purpose and encouraging values-aligned behaviour, it ensures that the entire organisation is working as a unit towards a shared vision. The deliberative process also helps to build a climate of trust within the organisation, which aids in avoiding and resolving conflicts, as well as promoting good decision-making.
Individuals and organisations are constantly making decisions that have wide-reaching impacts. The question is: are you doing it well? The Decision Lab can ensure that your organisation’s decision-making is done in an open, robust and constructive manner, producing more ethical decisions and contributing to a positive work culture.
The Ethics Centre is a thought leader in assessing organisational cultural health and building leadership capability to make good ethical decisions. To arrange a confidential conversation contact the team at consulting@ethics.org.au. Or visit our consulting page to learn more.
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5 things we learnt from The Festival of Dangerous Ideas 2022
Crime, culture, contempt and change – this year our Festival of Dangerous Ideas speakers covered some of the dangerous issues, dilemmas and ideas of our time.
Here are 5 things we learnt from FODI22:
1. Humans are key to combating misinformation
Facebook whistleblower Frances Haugen says the world’s biggest social media platform’s slide into a cesspit of fake news, clickbait and shouty trolling was no accident – “Facebook gives the most reach to the most extreme ideas – and we got here through a series of individual decisions made for business reasons.”
While there are design tools that will drive down the spread of misinformation and we can mobilise as customers to put pressure on the companies to implement them, Haugen says the best thing we can do is have humans involved in the decision-making process about where to focus our attention, as AI and computers will automatically opt for the most extreme content that gets the most clicks and eyeballs.
2. We must allow ourselves to be vulnerable
In an impassioned love letter “to the man who bashed me”, poet and gender non-conforming artist, Alok teaches us the power of vulnerability, empathy and telling our own stories. “What’s missing in this world is a grief ritual – we carry so much pain inside of us, and we have nowhere to put the pain so we put it in each other.”
The more specific our words are the more universally we resonate, Alok says, “what we’re looking for as a people is permission – permission not just to tell our stories, but also to exist.”
3. We have to know ourselves better than machines do
Tech columnist and podcaster, Kevin Roose says “we are all different now as a result of our encounters with the internet.” From ‘recommended for you’ pages to personalisation algorithms, every time we pick up our phones, listen to music, watch Netflix, these persuasive features are sitting on the other side of our screens, attempting to change who we are and what we do. Roose says we must push back on handing all control to AI, even if it’s time consuming or makes us feel uncomfortable.
“We need a deeper understanding of the forces that try to manipulate us online – how they work, and how to engage wisely with them is the key not only to maintaining our independence and our sense of selves, but also to our survival as a species.”
4. We can use shame to change behaviour
Described by writer Jess Hill as “the worst feeling a human can possibly have”, the World Without Rape the panel discuss the universal theme of shame when it comes to sexual violence and its use as a method of control.
Instead of it being a weight for victims to bear, historian Joanna Bourke talks about shame as a tool to change perpetrator behaviour. “Rapists have extremely high levels of alcohol abuse and drug addictions because they actually do feel shame… if we have feminists affirming that you ought to feel shame then we can use that to change behaviour.”
5. Reason, science and humanism are the key to human progress
Steven Pinker believes in progress, arguing that the Enlightenment values of reason, science and humanism have transformed the world for the better, liberating billions of people from poverty, toil and conflict and producing a world of unprecedented prosperity, health and safety.
But that doesn’t mean that progress is inevitable. We still face major problems like climate change and nuclear war, as well as the lure of competing belief systems that reject reason, science and humanism. If we remain committed to Enlightenment values, we can solve these problems too. “Progress can continue if we remain committed to reason, science and humanism. But if we don’t, it may not.”
Catch up on select FODI22 sessions, streaming on demand for a limited time only.
Photography by Ken Leanfore
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Ethics Explainer: Critical Race Theory
Critical Race Theory (CRT) seeks to explain the multitude of ways that race and racism have become embedded in modern societies. The core idea is that we need to look beyond individual acts of racism and make structural changes to prevent and remedy racial discrimination.
History
Despite debates about Critical Race Theory hitting the headlines relatively recently, the theory has been around for over 30 years. It was originally developed in the 1980s by Derrick Bell, a prominent civil rights activist and legal scholar. Bell argued that racial discrimination didn’t just occur because of individual prejudices but also because of systemic forces, including discriminatory laws, regulations and institutional biases in education, welfare and healthcare.
During the 1950s and 1960s in America, there were many legal changes that moved the country towards racial equality. Some of the most significant legal changes include the Supreme Court’s decision in Brown v. Board of Education, which explicitly banned racial apartheid in American schools, the Civil Rights Act of 1964 and the Voting Rights Act of 1965.
These rulings and laws formally criminalised segregation, legalised interracial marriage and reduced restrictions in access to the ballot box that had been commonplace in many parts of America since the 1870s. There was also a concerted effort across education and the media to combat racially discriminatory beliefs and attitudes.
However, legal scholars noticed that even in spite of these prominent efforts, racism persisted throughout the country. How could racial equality be legislated by the highest court in America, and yet racial discrimination still occur every day?
Overview
Critical race theory, often shortened to CRT, is an academic framework that was developed out of legal scholarship that wanted to explain how institutions like the law perpetuates racial discrimination. The theory evolved to have an additional focus on how to change structures and institutions to produce a more equitable world. Today, CRT is mostly confined to academia, and while some elements of CRT may inform parts of primary and secondary education, very few schools teach CRT in its full form.
Some of the foundational principles of CRT are:
- CRT asserts that race is socially constructed. This means that the social and behavioural differences we see between different racialised groups are products of the society that they live in, not something biological or “natural.”
There is a long history of people using science to attempt to prove that there were significant social and psychological differences among people of different racial groups. They claimed these differences justified the poor treatment of people of different ‘inferior races’, or the ‘breeding out’ of certain races. This is how white Australians justified the atrocities committed in the Stolen Generations, such as the attempted ‘breeding out’ of Aboriginal people.
2. Racism is systemic and institutional. Imagine if everyone in the world magically erased all their racial biases. Racism would still exist, because there are systems and institutions that uphold racial discrimination, even if the people within them aren’t necessarily racist.
There are many examples of systemic and institutional racism around the world. They become evident when a system doesn’t have anything explicitly racist or discriminatory about it, but there are still differences in who benefits from that system. One example is the education system: it’s not explicitly racist, but students of different racial backgrounds have different educational outcomes and levels of attainment. In the US, this occurs because public schools are funded by both local and state governments, which means that children going to school in lower socioeconomic areas will be attending schools that receive less funding. Statistically, people of colour are more likely to live in lower socioeconomic areas of America. So, even though the education system isn’t explicitly racist (i.e., treating students of one racial background differently from students of a different racial background), their racial background still impacts their educational outcomes.
3. There is often more than one part of identity that can impact a person’s interaction with systems and institutions in society. Race is just one of many parts of identity that influences how a person will interact with the world. Different identities, including race, gender, sexuality, socioeconomic status, religion and ability, intersect with each other and compound. This is an idea known as “intersectionality.”
Most of the time, it’s not just one part of a person’s identity that is impacting their experiences in the world. Someone who is a Black woman will experience racism differently from a Black man, because gender will impact experience, just like race. A wealthy Chinese-Australian person will have a different experience living in Australia than a working class Chinese-Australian person. Ultimately, CRT tells us that we need to look at race in conjunction with other facets of identity that impact a person’s experience.
Critical Race Theory and racism in Australia
As Australians, it’s easy to point the finger at the US and think “well, at least we aren’t as bad as them.” However, this mentality of only focusing on the worst instances of racism means we often ignore the happenings closer to home. A 2021 survey conducted by the ABC found that 76% of Australians from a non-European background reported experiencing racial discrimination. One-third of all Australians have experienced racism in the workplace and two-thirds of students from non-Anglo backgrounds have experienced racism in school.
In addition to frequent instances of racism, Australia’s history is fraught with racism that is predominantly left out of high school history textbooks. From our early colonial history to racial discrimination during the gold rush in the 1850s to anti-immigration rhetoric today, we don’t need to look far for examples of racial discrimination. A little known part of Australian history is that non-British immigrants from 1901 until the 1960s were told that if they moved to Australia, they had to shed their languages and culture.
Even though CRT originates in the US, it is a useful framework for encouraging a closer analysis of Australia’s racist history and how this has caused the imbalances and inequalities we see today. And once we understand the systemic and institutional forces that promote or sustain racial injustice, we can take measures to correct them to produce more equitable outcomes for all.
If you want to learn more about how race has impacted the world today, here are some good places to start:
- Nell Painter’s Soul Murder and Slavery – her work has focused on the generational psychological impact of the trauma of slavery. Here is an interview where Painter talks a little bit about her work.
- Nikole Hannah-Jones’ 1619 Project, with the New York Times – you can listen to the podcast on Spotify, which has six great episodes on some of the less reported ways that slavery has impacted the functioning of US society.
- Dear White People – a Netflix show that deals with some of the complications of race on a US college campus.
- Ladies in Black – a movie about Sydney c. 1950s, shows many instances of the casual racism towards refugees and immigrants from Europe.
For a deeper dive on Critical Race Theory, Claire G. Coleman presents Words Are Weapons and Sisonke Msimang and Stan Grant present Precious White Lives as Festival of Dangerous Ideas 2022. Tickets on sale now.
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Big Thinker: Steven Pinker
Steven Pinker (1954-present) is an experimental psychologist who is “interested in all aspects of language, mind, and human nature.” In 2021, Academic Influence calculated that he was the second-most influential psychologist in the world in the decade 2010-2020.
Steven Pinker is a Canadian-American cognitive psychologist, psycholinguist, popular science author and public intellectual. He grew up in Montreal, earning his Bachelor’s degree in experimental psychology from McGill University and his PhD from Harvard University. He is currently the Johnstone Family Professor in the Department of Psychology at Harvard.
At the start of his graduate studies, Pinker found himself interested in language, and in particular, language development in children. In 1994, he went on to publish the first of his nine books written for a general audience, entitled The Language Instinct. In the book, Pinker introduces the reader to some of the fundamental parts of language, and argues that language itself is an instinct that makes humans unique.
Language, society and the mind
Try and have a thought without any language. It might be an idea or a memory that appears in your mind with no words or internal monologue. It’s quite difficult to switch off the voice in our heads for more than a few seconds. Pinker researches this connection between language and how our minds work.
To date, Pinker is the author of nine books written for a general audience. He covers a wide range of topics and questions that get at the heart of how we learn languages and what this does to our minds. His book The Stuff of Thought (2007) looks at how language shapes the way we think. He begins by suggesting that when we use language, we are doing two things:
- Conveying a message to someone
- Negotiating the social relationship between ourselves and whoever we are speaking to
For example, when a professor stands at the front of a lecture hall and tells her students “may I have your attention, class is about to begin” the professor is doing two things. First, she is alerting her students that class is starting (the message), and second, she is operating within the professor-student hierarchy (the social relationship) in which students should give their attention.
Taking this framework for language, Pinker works to untangle some of the complicated questions around language, such as “Why do so many swear words involve topics like sex, bodily functions or the divine?” and “Why do some children’s names thrive while others fall out of favour?”
Trends of today: is violence declining?
Pinker’s academic interests and research extends beyond language. In 2011, he published The Better Angels of Our Nature, which makes the claim that violence in human societies has generally decreased steadily over time.
“Historical data from past centuries are far less complete, but the existing estimates of death tolls, when calculated as a proportion of the world’s population at the time, show at least nine atrocities before the 20th century (that we know of) which may have been worse than World War II.”
Violence in this case does not just mean war. Pinker also looks at collapsing empires, the slave trade, the murder of native peoples, treatment of children and religious persecution as acts of violence in the world. While it feels like we see and hear about a lot of violence today, he notes that it’s often because these are ‘newsworthy’ events.
“In the case of violence, you never see a reporter with a microphone and a sound truck in front of a high school announcing that the school has not been shot up today, or in an African capital noting that a civil war has not erupted.”
After establishing the trend of declining violence, he looks at historical factors that work to explain why we live in a less violent world. Some of these trends include increasing respect for women, the rise in technological progress, and more application of knowledge and rationality to human affairs.
Current work
Steven Pinker’s work has received a number of prizes for his books, including the William James Book Prize three times, the Los Angeles Times Science Book Prize, the Eleanor Maccoby Book Prize, the Cundill Recognition of Excellence in History Award, and the Plain English International Award. He has also served as an editor and advisor for a variety of scientific, scholarly, media and humanist organisations.
Steven Pinker still spends his time researching a diverse array of topics in psychology, language, historical and recent trends in violence, and neurobiology. One specific area he is currently researching is the role of common knowledge (i.e., things that we know other people know without having to say what we know) in language and other social phenomena.
Steven Pinker presents Enlightenment or Dark Age? as part of Festival of Dangerous Ideas 2022. Tickets on sale now.
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Read before you think: 10 dangerous books for FODI22
Truth, trust, tech, tattoos and taboos – The Festival of Dangerous Ideas returns live to Sydney 17-18 September with big ideas, dicey topics and critical conversations.
From history and science, to art, politics, and economics, FODI holds issues up to the light – challenging, celebrating and debating some of the most complex questions of our times.
In partnership with Gleebooks, these 10 reads from this year’s line-up of thinkers, artists, experts and disruptors will sharpen your mind, put your mettle to the test and help you stay ahead of the discussion:
Beyond the Gender Binary by Alok Vaid-Menon
Talking from their own experiences as a gender non-conforming artist, Alok Vaid-Menon challenges the world to see gender in full colour.
Alok // Live at FODI22 // Beyond the Gender Binary // Sat 17 Sept // 7:15pm
Lies, Damned Lies by Claire G. Coleman
A deeply personal exploration of Australia’s past, present and future, and the stark reality of the ongoing trauma of Australia’s violent colonisation.
Claire G. Goleman // Live at FODI22 // Words are Weapons // Sun 18 Sept // 11am
See What You Made Me Do by Jess Hill
A confronting and deeply researched account uncovering the ways in which abusers exert control in the darkest, and most intimate, ways imaginable.
Jess Hill // Live at FODI22 // World Without Rape // Sun 18 Sept // 2pm
Enlightenment Now by Steven Pinker
Exploring the formidable challenges we face today – rather than sinking into despair we must treat them as problems we can solve.
Steven Pinker // Live at FODI22 // Enlightenment or a dark age? // Sun 18 Sept // 6pm
Futureproof: 9 rules for humans in the age of automation by Kevin Roose
A hopeful, pragmatic vision for how we can thrive in the age of AI and automation.
Kevin Roose // Live at FODI22 // Caught in a Web // Sat 17 Sept // 3pm
Rebel with a cause by Jacqui Lambie
The Senator’s memoir that is as fascinating, honest, surprising and headline-grabbing as the woman herself.
Jacqui Lambie // Live at FODI22 // On Blowing Things Up // Sat 17 Sept // 11am
The Uncaged Sky by Kylie Moore-Gilbert
The extraordinary true story of Moore-Gilbert’s fight to survive 804 days imprisoned in Iran, exploring resilience, solidarity and what it means to be free.
Kylie Moore-Gibert // Live at FODI22 // Expendable Australians // Sat 17 Sept // 4pm
Quarterly Essay 87: The Ethics and Politics of Public Debate by Waleed Aly & Scott Stephens
In this edition of Quarterly Essay, Aly and Stephens explore why public debate is increasingly polarised – and what we can do about it.
Waleed Aly & Scott Stephens present a special edition of The Minefield live at FODI22 // Contempt is Corroding Democracy // Sun 18 Sept // 3pm
Strongmen by Ruth Ben-Ghiat
A fierce and perceptive history, and a vital step in understanding how to combat the forces which seek to derail democracy and seize our rights.
Ruth Ben-Ghiat // Live at FODI22 // Return of the Strongman // Sat 17 Sept // 5pm
When America Stopped Being Greatby Nick Bryant
The history of Trump’s rise is also a history of America’s fall – not only are we witnessing America’s post-millennial decline, but also the country’s disintegration.
Nick Bryant // Live at FODI22 // American Decadence // Sun 18 Sept // 12pm
These titles, plus more will be available at the FODI Dangerous Books popup – running 10am-8pm across 17-18 September at Carriageworks, Sydney. Check out the full FODI program at festivalofdangerousideas.com
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