How to spot an ototoxic leader

We all know about toxic leaders. There are plenty of them around. Some are especially skilled with the ability to use their words to grind down anyone they perceive as a threat.

I call these leaders ototoxic – named after the medical description of drugs that cause adverse reactions to the ears’ cochlea or auditory nerves.

Ototoxicity is a distinctive quality of a poor leader, who can leave a trail of damage.

Ototoxic leaders betray themselves by a number of logical fallacies – hallmarks of their communication style. US President Donald Trump has given us plenty of examples during his presidency.

They play the person not the argument

The ototoxic leader will go after a person’s character or pick on a personal trait. They take aim at anything personal, but will avoid addressing the logical merits of the argument. This is known as an ad hominem fallacy.

Donald Trump critiqued fellow Republicans – “Lyin’ Ted” (Cruz), “Lil’ Marco” (Rubio), “Low Energy Jeb” (Bush). There were also repeated references to “Crooked Hillary”. He repeatedly accused opponents of being “too aggressive”, (usually a woman) or “not forceful enough” (usually a man), or in the case of “Lil’ Bob” Corker, of not being “tall” enough to be taken seriously.

They use straw-man arguments

An ototoxic leader will also exaggerate, or blatantly fabricate, an opposing point of view. This allows them to position their perspective as more reasonable and practical. In the third presidential debate before his election, Trump accused Hillary Clinton of advocating an open border policy, misquoting comments she made in relation to free trade. In a climate of widespread national hostility towards immigration, the border wall seemed to many as the more reasonable option.

In the workplace, an ototoxic leader will use overblown rhetoric to belittle someone else’s initiative, exaggerating potential cost overruns or overstating other risks in order to then position their proposal as the more reasonable one.

They appeal to hypocrisy

This defensive strategy turns an initial criticism back on the accuser. Trump used this rhetorical flourish during his presidency after refusing to face criticisms that he didn’t take a position on the violence following the Charlottesville rally. Rebutting the criticisms of neo-Nazis and the Ku Klux Klan, Trump maintained that ‘many others’ had also done bad things, implying they were equally culpable.

In the workplace, an ototoxic leader can often be heard defending their actions using the appeal to hypocrisy. “You think I’m aggressive? What about that meeting last week when you didn’t agree with me? You were just as bad, if not worse!”

They use the firefighter arsonist tactic

Named after the rare syndrome where firefighters light fires intentionally only to later arrive as a hero to put it out, the ototoxic leader will overly dramatise a potential problem, at the same time pointing the finger of blame at others for causing it. Once the situation reaches a critical mass, the ototoxic leader will then step in with a last-minute solution, ‘saving the day’.

Trump is well versed in this tactic. Stoking anti-Muslim sentiment as early as March 2011 with his calls for then President Obama to show his birth certificate and trading on unfounded ‘birther’ claims, Trump proceeded to inflame fears throughout the election campaign. He threatened the mass deportation of Syrian asylum seekers while promising to create a database of all Muslims in the US, along with making false claims of seeing ‘thousands and thousands’ of people in New Jersey celebrating the collapse of the World Trade Centre Towers in 2001. Trump stepped in to solve the ‘problem’ by signing his two travel bans within the first 100 days of his tenure.

More recently, Trump repeatedly covered himself in glory after meeting Kim Jong-un at their historic first summit in June 2018. Mere months after painting Kim as “Little Rocket Man” who, according to Trump posed the greatest threat to Western civilisation and was enabled by his predecessors who “should have been handled a long time ago”, following the summit Trump celebrated the “success” of the meeting. He waxed lyrical about the leaders “tremendous” relationship, including the beautiful “love letters” he received from the North Korean dictator in the lead up to the summit, while going on to extol the virtues of Kim, including his “great personality”, his sense of humour, intelligence and his negotiation abilities. Following the script of the hero who rides in to save the day, Trump tweeted that “everybody can now feel much safer than the day I took office…there is no longer a nuclear threat from North Korea.”

In the workplace, the ototoxic leader will spark a flame of disquiet around a project or strategy then proceed to escalate concerns – often through back channel politics – before presenting a grand ‘solution’ that saves the day.

Passive and aggressive

Ototoxic leaders can be aggressive or passive. The actively toxic communicator, who uses aggressive and intimidating language to subordinate others, can be bombastic, opinionated and openly dismissive of those who have different views. Their default mode of questioning almost exclusively involves closed questions (yes or no). Their inability to be open and listen to other’s views is usually a symptom of their lack of empathy.

The passive ototoxic leader is no less poisonous. In one-on-one settings, they are an impatient listener and will quickly interrupt their interlocutor in order to express their own view, often cutting the other person off in mid-sentence.

This ototoxic leader will tend to become frustrated in meetings if the consensus view is running contrary to theirs, to the point they will actively disengage from what’s going on in the room. They will resist all attempts to re-engage them by looking to shut down the conversation wherever possible.

Energy suckers

The net effect of the ototoxic leader’s tactics and communication style is to de-energise those they come into contact with.

Research shows that these de-energising ties have a disproportionate impact on an organisation’s culture. They are a ‘toxicity multiplier’, reducing the levels of individual performance, employee engagement and general well-being.

A disproportionate level of conflict between teams is generated and trust decreases. Rather than investing the energy to achieve their goals, those who work under an ototoxic leader spend a disproportionate amount of time analysing the relationship and devising strategies to palliate the person.


Save the date: FODI returns in 2020!

Festival of Dangerous Ideas (FODI), Australia’s original provocative ideas festival, returns in 2020 for its 10th festival. April 3 to 5 will be a milestone weekend of provocation, contemplation, critical thinking and preparation for the battles of the next decade.

Presented by The Ethics Centre, FODI 2020 will once again feature leading thinkers from Australia and around the world to interrogate the issues of today and prepare for the major shifts of tomorrow.

FODI Festival Director, Danielle Harvey said: “Over the past decade the number of avenues for people to talk and share their opinions has steadily increased, we are more connected than ever with like-minded people, but the cost has been significant. We are losing the ability to listen.

“Without the tools to listen to other opinions and contemplate new ideas, society risks fracturing like never before.”

“Without the tools to listen to other opinions and contemplate new ideas, society risks fracturing like never before. The Festival of Dangerous Ideas has always been an opportunity for deep thinking, carving out precious space for disagreement, difference of opinion and critical thinking.

“As we brace for 2020, FODI will celebrate its 10th anniversary by looking again to the future and presenting a cohort of FODI alumni, representing the world’s best thinkers, journalists, creators and specialists, giving Sydneysiders an opportunity to listen to what will be shaping the world tomorrow.”

The Ethics Centre Executive Director, Dr Simon Longstaff said:

“The Ethics Centre is thrilled to once again be presenting the Festival of Dangerous Ideas. One of The Ethics Centre’s strategic priorities is to build and sustain the ‘ethical infrastructure’ that underpins a free, dynamic and democratic society.

“Fragile societies break apart when challenged. The resilient cohere around a common desire to face the truth – even if it is hard to bear.”

“Fragile societies break apart when challenged. The resilient cohere around a common desire to face the truth – even if it is hard to bear. FODI tests the truth of the claim that we are a ‘civil’ society – and proves that even in moments of profound disagreement – we have the strength to live an ‘examined life’.”

Last year’s sell-out festival featured Stephen Fry, Rukmini Callimachi, Niall Ferguson, Megan Phelps-Roper, Chuck Klosterman and Toby Walsh.

More information, including the full program and festival venue, will be announced in the coming months. Visit festivalofdangerousideas.com to subscribe to be the first to hear our news.


Drawing a line on corruption: Operation eclipse submission

The Ethics Centre (TEC) has made a submission to the NSW Independent Commission Against Corruption (ICAC) regarding its discussion paper, The Regulation of Lobbying, Access and Influence in NSW: A Chance To Have Your Say.

Released in April 2019 as part of Operation Eclipse, it’s public review into how lobbying activities in NSW should be regulated.

As a result of the submission TEC Executive Director, Dr Simon Longstaff has been invited to bear witness at the inquiry, which will also consider the need to rebuild public trust in government institutions and parliamentarians.

Our submission acknowledged the decline in trust in government as part of a broader crisis experienced across our institutional landscape – including the private sector, the media and the NGO sector. It is TEC’s view that the time has come to take deliberate and comprehensive action to restore the ethical infrastructure of society.

We support the principles being applied to the regulation of lobbying: transparency, integrity, fairness and freedom.

Key points within The Ethics Centres submission include:

    • There is a difference between making representations to government on one’s own behalf and the practice of paying another person or party with informal government connections to advocate to government. TEC views the latter to be ‘lobbying’
    • Lobbying has the potential to allow the government to be influenced more by wealthier parties, and interfere with the duty of officials and parliamentarians to act in the public interest
    • No amount of compliance requirements can compensate for a poor decision making culture or an inability of officials, at any level, to make ethical decisions. While an awareness and understanding of an official’s obligations is necessary, it is not sufficient. There is a need to build their capacity to make ethical decisions and support an ethical decision making culture.

You can read the full submission here.

Update

Dr Simon Longstaff, Executive Director at The Ethics Centre, presented as a witness to the Commission on Monday 5 August. You can read the public transcript on the ICAC website here.


Should you be afraid of apps like FaceApp?

Until last week, you would have been forgiven for thinking a meme couldn’t trigger fears about international security.

But since the widespread concerns over FaceApp last week, many are asking renewed questions about privacy, data ownership and transparency in the tech sector. But most of the reportage hasn’t gotten to the biggest ethical risk the FaceApp case reveals.

What is FaceApp?

In case you weren’t in the know, FaceApp is a ‘neural transformation filter’.

Basically, it uses AI to take a photo of your face and make it look different. The recent controversy centred on its ability to age people, pretty realistically, in just a short photo. Use of the app was widespread, creating a viral trend – there were clicks and engagements to be made out of the app, so everyone started to hop on board.

Where does your data go?

With the increasing popularity comes increasing scrutiny. A number of people soon noticed that FaceApp’s terms of use seemed to give them a huge range of rights to access and use the photos they’d collected. There were fears the app could access all the photos in your photo stream, not just the one you chose to upload.

There were questions about how you could delete your data from the service. And worst of all for many, the makers of the app, Wireless Labs, are based in Russia. US Minority Leader Chuck Schumer even asked the FBI to investigate the app.

The media commentary has been pretty widespread, suggesting that the app sends data back to Russia, lacks transparency about how it will or won’t be used and has no accessible data ethics principles. At least two of those are true. There isn’t much in FaceApp’s disclosure that would give a user any sense of confidence in the app’s security or respect for privacy.

Unsurprisingly, this hasn’t amounted to much. Giving away our data in irresponsible ways has become a bit like comfort eating. You know it’s bad, but you’re still going to do it.

The reasons are likely similar to the reasons we indulge other petty vices: the benefits are obvious and immediate; the harms are distant and abstract. And whilst we’d all like to think we’ve got more self-control than the kids in those delayed gratification psychology experiments, more often than not our desire for fun or curiosity trumps any concern we have over how our data is used.

Should you be worried?

Is this a problem? To the extent that this data – easily accessed – can be used for a range of goals we likely don’t support, yes. It also gives rise to a range of complex ethical questions concerning our responsibility.

Let’s say I willingly give my data to FaceApp. This data is then aggregated and on-sold in a data marketplace. A dataset comprising of millions of facial photos is then used to train facial recognition AI, which is used to track down political dissidents in Russia. To what extent should I consider myself responsible for political oppression on the other side of the world?

In climate change ethics, there is a school of thought that suggests even if our actions can’t change an outcome – for instance, by making a meaningful reduction to emissions – we still have a moral obligation not to make the problem worse.

It might be true that a dataset would still be on sold without our input, but that alone doesn’t seem to justify adding our information or throwing up our arms and giving up. In this hypothetical, giving up – or not caring – means abandoning my (admittedly small) role in human rights violations and political injustice.

A troubling peek into the future

In reality, it’s really unlikely that’s what FaceApp is actually using your data to do. It’s far more likely, according to the MIT Technology Review, that your face might be used to train FaceApp to get even better at what it does.

It might use your face to help improve software that analyses faces to determine age and gender. Or it might be used – perhaps most scarily – to train AI to create deepfakes or faces of people who don’t exist. All of this is a far cry from the nightmare scenario sketched out above.

But even if my horror story was accurate, would it matter? It seems unlikely.

By the time tech journalists were talking about the potential data issues with FaceApp, millions had already uploaded their photos into the app. The ship had sailed, and it set off with barely a question asked of it. It’s also likely that plenty of people read about the data issues and then installed the app just to see what all the fuss is about.

Who is responsible?

I’m pulled in two directions when I wonder who we should hold responsible here. Of course, designers are clever and intentionally design their apps in ways that make them smooth and easy to use. They eliminate the friction points that facilitate serious thinking and reflection.

But that speed and efficiency is partly there because we want it to be there. We don’t want to actually read the terms of use agreement, and the company willingly give us a quick way to avoid doing so (whilst lying, and saying we have).

This is a Faustian pact – we let tech companies sell us stuff that’s potentially bad for us, so long as it’s fun.

 

 

The important reflection around FaceApp isn’t that the Russians are coming for us – a view that, as Kaitlyn Tiffany noted for Vox, smacks slightly of racism and xenophobia. The reflection is how easily we give up our principled commitments to ethics, privacy and wokeful use of technology as soon as someone flashes some viral content at us.

In Ethical by Design: Principles for Good Technology, Simon Longstaff and I made the point that technology isn’t just a thing we build and use. It’s a world view. When we see the world technologically, our central values are things like efficiency, effectiveness and control. That is, we’re more interesting in how we do things than what we’re doing.

Two sides of the story

For me, that’s the FaceApp story. The question wasn’t ‘is this app safe to use?’ (probably no less so than most other photo apps), but ‘how much fun will I have?’ It’s a worldview where we’re happy to pay any price for our kicks, so long as that price is hidden from us. FaceApp might not have used this impulse for maniacal ends, but it has demonstrated a pretty clear vulnerability.

Is this how the world ends, not with a bang, but with a chuckle and a hashtag?


big-thinker-jeremy-bentham-1

Big Thinker: Jeremy Bentham

big-thinker-jeremy-bentham-1

The consequences of our actions are important and we should weigh these up when we consider what we should do.

Some philosophers have taken this idea even further, claiming that outcomes are the only criteria by which the moral worth of an action should be judged.

Jeremy Bentham (1748—1832) was the father of utilitarianism, a moral theory that argues that actions should be judged right or wrong to the extent they increase or decrease human well-being or ‘utility’.

He advocated that if the consequences of an action are good, then the act is moral and if the consequences are bad, the act is immoral.

Central to his argument was a belief that it is human nature to desire that which is pleasurable, and to avoid that which is painful. As a self-proclaimed atheist, he wanted to place morality on a firm, secular foundation. At the beginning of his Introduction to the Principles of Morals and Legislation, Bentham wrote:

“Nature has placed mankind under the governance of two sovereign masters, pain and pleasure. It is for them alone to point out what we ought to do, as well as to determine what we shall do.”

It is because of this emphasis on pleasure that his theory is known as hedonic utilitarianism. But this doesn’t mean we can do whatever we like. Importantly, for Bentham, it is not just one’s own happiness or pleasure that matters.

He notes, “Ethics at large may be defined, the art of directing men’s actions to the production of the greatest possible quantity of happiness.” The moral agent will perform the action that maximises happiness or pleasure for everyone involved.

 

 

Can we measure happiness?

Bentham defended an objective form of morality that could be measured in a scientific way. As an empiricist, he came up with a way to ‘weigh’ or quantify pleasures and pains as the consequences of an action.

He called this set of metaphorical scales the ‘hedonic’ or ‘felicific calculus’, allowing a rational moral agent to think through, and then act on, the right – moral– thing to do.

The ‘hedonic calculus’ is used to measure how much pain or pleasure an action will cause. It takes into consideration how near or far away the consequence will be, how intense it will be and how long it will last, if it will lead on to further pleasures or pains, and how certain we are that this consequence will result from the action under consideration.

The moral decision maker is meant to act as an ‘impartial observer’ or ‘disinterested bystander’, to be as objective as they can be and choose the action that will produce the greatest amount of good.

Do the ends justify the means?

There are some practical applications of utilitarianism. For instance, if you’re a politician in charge of making decisions that effects a large group of people, you should act in a way that maximises happiness and minimises pain and suffering. In this way, the hedonic calculus supports a welfare system that reduces unfair outcomes by redistributing wealth and resources.

Yet there are tricky aspects to the theory that must also be considered. Contemplate the saying “the ends justify the means” – what immoral action may be justified by (predicted) good consequences?

This is where ethicists start to ask tricky questions like, ‘would you kill Hitler?’. And if you answer ‘um, sure, because that will prevent a LOT of deaths’, then they will ask, ‘would you kill baby Hitler?’. You can see how it starts to get complicated.

Bentham’s theory relies on accurately predicting outcomes, and as such holds the moral agent accountable for moral luck. One might intend to do a good deed, but if an unpredictable result occurs, leading to a negative outcome, then they are still to be held morally responsible.

Visit Bentham in London

His theories were popular at University College London (UCL), where Behtham’s followers called themselves ‘Benthamites’. Among these were James Mill and his son, John Stuart Mill. J. S. Mill (1806 –1873) worried that Bentham’s theory was too hedonistic as it did not prioritise the ‘higher’ pleasures of the intellect. He added the criteria of ‘quality’ to Bentham’s calculus in order to create ‘higher’ and ‘lower’ quality pleasures.

A final, fun fact: Bentham willed his body to be preserved and displayed at UCL after his death. A visit to the philosophy department will see him in a busy hallway, merrily seated in a glass fronted mahogany case.


the role of the ethical leader in an accelerating world

The role of the ethical leader in an accelerating world

the role of the ethical leader in an accelerating world

Dr Simon Longstaff, Executive Director of The Ethics Centre, opened the recent AGSM Professional Forum: Ethical Leadership in an Accelerating World by acknowledging today’s leaders are confronted with a pace of change that is increasingly rapid, complex and deep in its implications.

They are grappling with multiple dynamic forces as they make strategic business decisions, uncover new market opportunities, and maintain their sense of purpose.

And, as we move into the Age of Purpose, they must measure up to the moral expectations of their employees, stakeholders and the public – while building trust in an increasingly sceptical environment.

As one of Australia’s leading ethicists and philosophers, Dr Longstaff said he believes ethics need to be intrinsic within leaders, especially in a time where civilisation is going through enormous change. And this starts with leaders in the boardroom. “I’d like to reframe leadership itself as an ethical practice. You can’t just add ethics into leadership. If that’s what you’re doing, you’ve misunderstood what leadership is,” he said.

Strengthening the decision-making muscle

Historically, decision-making in organisations has been heavily regulated – and Dr Longstaff says that makes it due for an overhaul. Only then can more robust ethical practices flourish throughout organisations.

“For 30 years or more, leaders have been trying to manage the rate, complexity and depth of change through the exercise of control,” said Dr Longstaff. “In this country the most prolific regulators are not in parliaments or at APRA. They’re in the boardrooms of Australia.”

He says the system has been so finely meshed that no one can choose to do anything wrong. And as a result we’ve begun to create new forms of systemic risk.

“Inside corporations, there are measures designed to make it safe. But if you create a world in which no one can choose to do anything wrong, it also means no one can choose to do anything right,” said Dr Longstaff. “If you don’t choose – you comply. And like any skill, if this muscle isn’t used and flexed, it withers away.”

This systemic impact was most clearly demonstrated in the findings of the recent Royal Commission into Misconduct in the Banking, Superannuation and Financial Services Industry. The findings uncovered the implications of inaction and the way leadership behaviour can detrimentally impact stakeholder sentiment and damage trust in an organisation.

“In many cases of a compliant culture, when asked why a certain decision has been made, the answer is ‘that’s the way things have always been done’,” said Dr Longstaff. “But the fact we can do something doesn’t mean we should do it. To do so is a sign of a cultural failure, where ethical restraint should have been exercised.”

This is what Dr Longstaff calls ‘unintended negative strategic effect’: Something that can only be rectified by progressive and collaborative leaders.

“People are inherently good,” he said. “Leaders don’t wake up thinking ‘today I’m going to see how much hypocrisy I can engage in’. They are susceptible to the greater threat of unthinking custom and practice. And this must change,” he said.

Leading with moral courage and strategic vision

To create more ethical practices, Dr Longstaff suggests leaders guide their organisations through a process of ‘constructive subversion’ – to break the cycle of ‘going with the flow’ and embedding reflective practice within its culture.

“To subvert unthinking custom and practice, decision-making processes need to come back to the notion of purpose, values and principles,” says Dr Longstaff.

An organisation must have the right intent if it is to achieve its goals. To manage this, Dr Longstaff says leaders need these three key qualities:

  1. Moral courage – “Leaders need to have courage at the right time in the right way to offer the practice and skills to subvert unthinking.”
  2. Imagination – “Great leaders can imagine what it’s like to be somebody else, whether friend or foe, and understand how they see the world.”
  3. Strategic vision – “Leaders need the capacity to invent or discover inflection points – knowing when it’s time to action significant change.”

If leaders can set an organisation’s intention to realise its purpose-led potential, then their people can exercise their own discretion once they adopt this belief. This breaks the cycle of unthinking practice that leads to distrust from stakeholders and shareholders.

“Trust is not hard to build or sustain – there’s no real mystery about it. It’s created when individuals or organisations can declare publicly ‘this is who we are and this is what we stand for’ and act in a manner that is consistent with that’,” said Dr Longstaff.

In his keynote’s conclusion, Dr Longstaff came back to purpose and the existing structures that are in need of an overhaul.

“What is the purpose of a bank? A corporation? A market? Limited liability? All of them have purposes – and almost all of these have been forgotten,” said Dr Longstaff.

“As a society of citizens and colleagues, when we think about ethical leadership, we have to ask ourselves what we want and what will we settle for? A world of control, compliance and surveillance? Even if that was to work, would it diminish who we are as human beings?”

This article was originally published by UNSW, republished with permission.


Shadow values: What really lies beneath?

Respect, integrity, communication, and excellence. They’re admirable and worthy corporate values – ones you’d proudly make official and put on the wall.

Unfortunately, those same values belonged to Enron. Only 12 months before declaring bankruptcy in 2001, the largest in US history at the time, Enron received plaudits for its 64 page Code of Ethics. It was named “America’s Most Innovative Company” by Fortune magazine and received numerous awards for corporate citizenship and environmental policies.

Enron’s failings have been well documented as the prototypical case study of what can happen when an organisation decouples its official values, principles and purpose – what we call an Ethics Framework – from its everyday behaviours.

It’s a perennial challenge for all organisations. Ensuring behaviour, policies, systems and processes are aligned with that ethical framework is no easy feat.  If the managers of an organisation say one thing but consistently do something else entirely, it breeds cynicism and disconnection that permeates the entire workforce. Customers and other stakeholders eventually figure it out as well.

Hidden from view

Many organisations have a second set of values lurking beneath the surface. These unofficial values – no less powerful than the official ones – are called ‘shadow values’.

Uncovering shadow values can reveal deeper facets of an organisation’s actual operating culture. By proactively identifying and monitoring its shadow values, an organisation is better placed to see any early drift in the alignment of its culture from its values and principles.

Consider the fraudulent behaviour of Volkswagen engineers who deliberately programmed 500,000 diesel-powered vehicles to provide false readings during emissions testing. Despite the company’s explicit corporate values of excellence, professionalism and a commitment to integrity, it became clear through the accounts of investigators and employees, that a number of unofficial shadow values were dominating the organisation’s culture.

Volkswagen’s official and shadow values

In psychology, the dark side of human nature is often described as the alter ego. While Freud referred to the Id, Jung identified it as the shadow, referring to the sum total of all those unpleasant qualities we prefer to hide. The shadow gains its power through being habitually repressed. And it manifests in a multitude of symptoms and psychological disturbances.

Similarly, an organisation’s shadow values gain their power from being kept below the surface. At their worst, they are destructive mutations of the official values which pose an existential threat to the integrity of an organisation’s ethical culture.

Despite the official values of ‘teamwork’ and ‘respect for individuals’, Volkswagen’s implicit leadership model was widely recognised as one that valued ‘autocracy’ and delivering ‘success’ at any cost.

A focus on fear

A culture of ‘fear’ was common, with intimidation used as a primary motivator for achieving sales targets. Fear provided a bulwark against any dissenting voice being raised to challenge decisions. These voices were kept silent by a culture that fostered ‘internal competition’ and ‘secrecy’.

Shadow values can also throw into relief sanctioned organisational values, revealing subtle nuances in the way they are understood and practiced day to day. For Volkswagen, its stated value of ‘excellence’ was subsequently revealed to be a very specific type of value – ‘technical excellence’.

The value of technical excellence has been evident throughout the company’s history. Volkswagon turned to it in that 2015 scandal, just as it did in the 1970s when it was found guilty of similar manipulative practices to avoid emissions regulations.

These shadow values had their genesis in the shift in VW’s purpose. Following the appointment of Martin Winterkorn as CEO in 2007, Volkswagen set itself a goal: “To become the world’s largest automaker by 2018”. Winterkorn’s strategy was premised on developing a competitive advantage in ‘clean’ diesel rather than hybrids and other alternatives.

A shift in purpose

With tighter regulatory controls in the US, intense pressure was focussed on engineers to develop a technical solution, which they duly delivered, under the authority of the shadow values. In secretly modifying existing software capabilities that overrode pollution controls, Volkswagen went on to sell over 12 million illegal vehicles and met the target of becoming the “world’s largest automaker”, three years ahead of schedule.

This shift in purpose was not recognised formally in the company’s ethical framework. Allowing shadow values to proliferate unmoored the company from its purpose, values and principles. Indeed many of those shadow values were officially discouraged by VW’s ethical framework.

After his appointment in June 2017, new CEO Matthias Müller noted, “Our management culture needs to improve… openness, the courage to make innovations and speak one’s mind, as well as true willingness to cooperate are all essential elements… We need a solid system of values as a compass for our daily work.”

One hopes this “solid system of values” will be more attuned to the ones that might be still operating in the shadows.

At their worst, shadow values are in complete opposition to official values. At their best, they provide a nuanced expression of what an organisation really cares about. Either way, they are very revealing of an organisation’s true, operating culture.

The Ethics Centre is a world leader in assessing cultural health and building the leadership capability to make good ethical decisions in complexity. To arrange a confidential conversation contact the team at consulting@ethics.org.au. Visit our consulting page to learn more.


Do those who condemn homosexual persons, ultimately, betray Jesus?

If you condemn homosexuals, are you betraying Jesus?

Do those who condemn homosexual persons, ultimately, betray Jesus?

The controversy surrounding Israel Folau’s Instagram posts has tended to focus on questions of free speech, religious freedom and employers’ rights. But I want to ask a deeper question: is Folau’s position consistent with the teachings and example of Christianity’s founder, Jesus of Nazareth?

In thinking about how one might answer this question, I make the following assumptions:

  • that, as the incarnation of the divine, Jesus was incapable of error;
  • that Jesus’s life and teachings are the ultimate source of authority for Christians;
  • that the words and deeds of Jesus, as recorded in the four canonical Gospels, take precedence over those of any other theologian or interpreter (including Paul the Apostle); and
  • that the New Testament has priority over the Old Testament ― to the extent that there is any disagreement.

So, what is the essence of Jesus’s life and teaching as revealed in the Gospels? Traditionally, the focus has been on Jesus’s offer of unconditional love and the associated blessing of healing ― both physical and spiritual (the latter through forgiveness of sins).

Jesus does not present himself as breaking with Judaism. He says explicitly that he has not come to overturn the Mosaic Law of his Jewish forebears, but to bring it to its fulfilment, to reveal its essence. On two occasions ― during the Sermon on the Mount and at the Last Supper ― Jesus speaks directly of the core principles on which the Torah is founded. On the earlier occasion, Jesus explicitly states that all of the law is expressed in the two “greatest” commandments: to love God with all one’s heart; to love one’s neighbour as oneself.

However, in the Gospel of John, Jesus goes one step further. John writes that, at the Last Supper, Jesus presents to his immediate disciples a final encapsulation of all his teaching. Affirming his direct connection with the Father, telling them that he is to ascend to heaven but will send a guide in the form of the Holy Spirit, Jesus issues his disciples with a new commandment. This is what John (13:33-35) reports Jesus to have said:

Whither I go, ye cannot come; so now I say to you. A new commandment I give unto you, That ye love one another; as I have loved you, that ye also love one another. By this shall all men know that ye are my disciples, if ye have love one to another.

Unlike the great commandment, with its appeal to the self-love of each person, the new standard for agape (the non-erotic love one bears for another) is to be Jesus’s love for his disciples ― his friends ― and, presumably, for humanity at large.

If the claims of Christians are to be accepted, then Jesus’s new commandment is not a mere act of prophecy, no matter how inspired. It is not an interpretation of a revelatory experience. If you accept the Gospel of John (as I think Christians do), then Jesus has uttered a direct commandment from God; inscribed not on stone but in the hearts and minds of those present. Jesus’s new law is to “love one another as I have loved you.” How then does Jesus love others?

First, each of the Gospels present Jesus as loving unconditionally. Not once does he set a threshold to be crossed before he bestows his love. He heals people without requiring them to become his disciples. He forgives without first requiring a renunciation of sin. He may counsel a better life, but does not make that a precondition of his love. Indeed, he specifically cautions “the righteous” to avoid judging others ― to refrain from casting the first stone.

This is not to say that Jesus is indifferent to sin. In common with the Jewish tradition, Jesus recognises sin as a form of ‘moral servitude’, a loss of freedom. However, there is nothing in the Nazarene’s ministry that condemns homosexuals to eternal damnation ― nor anyone else. Jesus even prays for the forgiveness of those who have ordered and undertaken his torture at Calvary.

Most importantly, Jesus does not merely tolerate those whom others hold in contempt ― he cosies up to them. He touches them. He shares meals with them. He defies the rituals and customs of ‘purity’, even those prescribed in the Old Testament. In doing so, Jesus offends the prevailing piety and invites the censure of those who withdraw from all that is deemed to be ‘unclean’.

How, then, does Christianity in our time become a religion so quick to judge and condemn, and so reluctant to love others without qualification? How do Christians, like Israel Folau, come to invoke contempt for others, to believe it acceptable to cast the first stone ― from the safe distance of a social media account? Would not a Christian follow Jesus’s example and offer hospitality to those who others treat with disgust ― share a meal, feel their humanity, offer companionship, without any strings attached?

Why, in other words, are many Christians ignoring Jesus? Perhaps interpreters and theologians, like the Apostle Paul, were more eloquent. Perhaps preachers have come to enjoy a measure of success by playing to the underlying prejudices of their audience. Perhaps human beings find it too hard to embrace Jesus’s message of radical love and forgiveness. As Dostoevsky’s Grand Inquisitor explains ― somewhat apologetically ― in The Brothers Karamazov, if Jesus was to walk the earth today, he would have to be destroyed all over again. The world ― including his church – finds Jesus just too difficult to cope with.

Or, perhaps the truth is something darker. Has a deep and ingrained sense of disgust ― about sex in general, and homosexuality in particular ― bound some Christians in chains even stronger than sin?

While I understand that there is no monolithic “Christian” point of view about homosexuality, I am genuinely confused by the notion that any Christian can see matters as Israel Folau does. This is not to doubt the sincerity of Folau and his Christian supporters. But sincerity does not excuse fundamental error.

Surely modern Christians can grasp that a person’s sexual orientation is not something simply chosen. We are born “hard wired” with our preferences. To say that a homosexual person is destined for hell is to claim that each such person is born an abomination in the sight of God. That is an obscene suggestion ― not only in the eyes of a secular society, but, if the Gospels are to be believed, in the eyes of the founder of Christianity itself. Not once does Jesus indicate contempt for any person.

So, again I ask, how is it that a church founded on the commitment to unconditional love has become home to the demons of righteous indignation? In whose name has that been done? Don’t tell me it is Jesus. If unconditional love, free from any condemnation, is offered to the man who nails you to a cross, then how can it be withheld from someone whose only sin is to have not been born a heterosexual?

In the same spirit, perhaps it’s time to call a truce in the proxy war over free speech and religious freedom. It’s time for his detractors to practice what Jesus preached and reach out to Israel Folau; to extend to him friendship and understanding; to share a meal with him and offer him unconditional forgiveness ― for he knows not what he does.

This article was originally published by ABC , republished with permission. 


Injecting artificial intelligence with human empathy

Injecting artificial intelligence with human empathy

Injecting artificial intelligence with human empathy

The great promise of artificial intelligence is efficiency. The finely tuned mechanics of AI will free up societies to explore new, softer skills while industries thrive on automation.

However, if we’ve learned anything from the great promise of the Internet – which was supposed to bring equality by leveling the playing field – it’s clear new technologies can be rife with complications unwittingly introduced by the humans who created them.

The rise of artificial intelligence is exciting, but the drive toward efficiency must not happen without a corresponding push for strong ethics to guide the process. Otherwise, the advancements of AI will be undercut by human fallibility and biases. This is as true for AI’s application in the pursuit of social justice as it is in basic business practices like customer service.

Empathy

The ethical questions surrounding AI have long been the subject of science fiction, but today they are quickly becoming real-world concerns. Human intelligence has a direct relationship to human empathy. If this sensitivity doesn’t translate into artificial intelligence the consequences could be dire. We must examine how humans learn in order to build an ethical education process for AI.

AI is not merely programmed – it is trained like a human. If AI doesn’t learn the right lessons, ethical problems will inevitably arise. We’ve already seen examples, such as the tendency of facial recognition software to misidentify people of colour as criminals.

 

 

Biased AI

In the United States, a piece of software called Correctional Offender Management Profiling for Alternative Sanctions (Compas) was used to assess the risk of defendants reoffending and had an impact on their sentencing. Compas was found to be twice as likely to misclassify non-white defendants as higher risk offenders, while white defendants were misclassified as lower risk much more often than non-white defendants. This is a training issue. If AI is predominantly trained in Caucasian faces, it will disadvantage minorities.

This example might seem far removed from us here in Australia but consider the consequences if it were in place here. What if a similar technology was being used at airports for customs checks, or part of a pre-screening process used by recruiters and employment agencies?

“Human intelligence has a direct relationship to human empathy.”

If racism and other forms of discrimination are unintentionally programmed into AI, not only will it mirror many of the failings of analog society, but it could magnify them.

While heightened instances of injustice are obviously unacceptable outcomes for AI, there are additional possibilities that don’t serve our best interests and should be avoided. The foremost example of this is in customer service.

AI vs human customer service

Every business wants the most efficient and productive processes possible but sometimes better is actually worse. Eventually, an AI solution will do a better job at making appointments, answering questions, and handling phone calls. When that time comes, AI might not always be the right solution.

Particularly with more complex matters, humans want to talk to other humans. Not only do they want their problem resolved, but they want to feel like they’ve been heard. They want empathy. This is something AI cannot do.

AI is inevitable. In fact, you’re probably already using it without being aware of it. There is no doubt that the proper application of AI will make us more efficient as a society, but the temptation to rely blindly on AI is unadvisable.

We must be aware of our biases when creating new technologies and do everything in our power to ensure they aren’t baked into algorithms. As more functions are handed over to AI, we must also remember that sometimes there’s no substitute for human-to-human interaction.

After all, we’re only human.

Allan Waddell is founder and Co-CEO of Kablamo, an Australian cloud based tech software company.


Parenting philosophy: why we damn dads with great praise

Parenting philosophy: Stop praising mediocrity

Parenting philosophy: why we damn dads with great praise

I spent this weekend hearing from all corners what a wonderful Dad I am. It was quite lovely, and I’d very much like for it to happen more often.

This weekend I was effectively a sole parent as my wife was rendered bedridden by illness. For two days, I was in charge of a seven-week-old baby and almost three-year-old toddler.

Miracle of miracles – they didn’t die. In fact, I managed to feed and bath them, plus made sure they slept. I even packed them both up in the car and took them to a birthday party and back again.

An uneven playing field?

This is the Herculean labour that earned me torrents of praise. In fact, it didn’t just earn me praise – people messaged my bed-ridden wife not only with well-wishes, but to tell her how lucky she was. Oh, to have a co-parent like him!

I can’t imagine how frustrating these messages are for her to receive. I spend four days a week at work, which means she has the kids solo for those four days. In that time, she takes them to doctors appointments, libraries, playgrounds, feeds them, does an enormous amount of housework and manages, somehow, to keep herself alive.

What I did this weekend amounts to about 50% of what she does week in, week out. Guess how many people have texted me to say how lucky I am?

Less effort but more praise?

The double-standards here are staggering. They’re also incredibly unfair. To see someone receive more praise for less effort is profoundly invalidating – something about which women have been increasingly outspoken. It also makes social progress difficult – the more we see men’s modest contributions as incredibly generous and praiseworthy, the harder it is for women to ask more (even though what they’re asking for is entirely reasonable – lest we forget the last census, which reports that one in four men do zero housework).

What’s been less widely addressed is just how bad this double-standard is for men. I, and I would imagine most dads, want to be a great parent and partner. But that’s not helped by receiving praise for every little thing I do – it gives a false impression of exactly where I am on the spectrum: am I doing a great job, a terrible one, or just a mediocre one? It’s hard to tell through all the well-intended, generous praise.

Praise can be a double-edged sword

Praise is a powerful tool for behavioural change and moral growth. It can be used to help encourage people to do the right thing, remind them when they’ve slipped up and point out whose behaviour is a good example to follow. But that only works if the people offering praise have a clear idea of what’s actually worth praising – the praise in itself means nothing if it’s not properly calibrated.

And this is why the kind of praise I received is a problem. Taking care of your children is not exceptional, parenting-wise. It’s just what you’re supposed to do. Ditto, doing the laundry, cooking for the family, organising tradesmen to come and fix the house, planning birthday parties and all the other domestic activities that women do thanklessly and men do heroically. Or, at least, some men – again, one in four do no chores.

The sheer mass of men not pulling their weight makes it so easy for mediocrity to look amazing. The comedian Hannah Gadsby talks about how there is a line in the sand between ‘good men’ and ‘bad men’, but how it tends to be men who determine where that line is drawn. Similarly, as a dad I can always find a dad who isn’t doing quite as much as me and use that to determine how much I’m contributing. And, good news, I’m likely to have my self-image reinforced by praise and gratitude at every turn.

What’s more, there’s a social message embedded in that praise. Just as the text message said, women are told they should be grateful to have a partner who is not one of those who does no housework. Maybe he doesn’t do much – but it’s not nothing, so lucky you. Obviously, these narratives are very bad for equality.

They’re also, as I said, very bad for men who want to be great partners, parents and people. The school of ethical thought that most focusses on the kinds of questions I’m asking here is known as ‘virtue ethics’. Virtue ethics focusses on the kinds of character traits that are most likely to make people good and the kinds of activities that are likely to develop and model those characteristics.

Thinking in this way, we might be inclined to say that being a good parent requires the development of a bunch of different character traits – like compassion – and then practising those character traits by, say, holding a child gently while they have an emotional meltdown.

However, one the key ways we learn the virtues is by emulating role models. That means who we single out as role models is really important and – as we’ve said – what counts as ‘exemplary’ parenting can, for dads, be a pretty low bar. Not only does this leave a lot of cleaning up for the co-parents of men who have been sold this story, it undermines their ability to become who they really want to be: great dads.

What do we do about this? Well, for one thing, we should stop giving blokes a cookie just because they showed up. Reserve our praise for when it’s really deserved – and then hand it out equally. Great parenting is great parenting – just because it’s more common to see women in that role doesn’t mean they’re unworthy of praise.

Second, I think men have got to be critical about the kinds of feedback they receive. Before letting it stoke our egos, we need to consider whether or not it’s warranted. In an age of allyship and leaning in, social brownie points are pretty easy to come by for men. But we need to hold ourselves to a higher standard. As the philosopher Kwame Anthony Appiah writes, “a person of honour cares first of all not about being respected but about being worthy of respect.”

Matt Beard is a tired, okay dad.