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Title: Dimensions of Values-Based Decision Making: Context, Engagement, Leadership, Process and Sustenance


1
Dimensions of Values-Based Decision
MakingContext, Engagement, Leadership, Process
and Sustenance
  • March 21, 2007 Joe Holt

2
Session Topics
  • Recalling the Larger Mission Context of Decision
    Making and the Role of the Laity in It
  • Establishing the Organizational Context of
    Decision Making Vision, Mission and Values
  • Engaging Employees Values A Prerequisite to
    Successful Fulfillment of the Mission and
    Implementation of Values-Based Decision
  • The Role of the Leader in Values-Based
    Organizations
  • The Role of the Leader in the Values-Based
    Decision-Making Process
  • Parting Thoughts On Remaining Aglow But Not
    Burning Out

3
Session Objectives
  • Underline the importance of the mission of the
    Church as the horizon of values-based decision
    making within Catholic Charities agencies
  • Emphasize the distinction between ministry and
    mission and the growing importance of laity in
    carrying out both the ministry and mission of the
    Church
  • Outline the three-fold leadership task of
    envisioning, embedding and sustaining in the
    formation of the organizational context for
    values-based decision making
  • Clarify the role of vision, mission and values
    statements in the values-based organization

4
Session Objectives
  • Indicate the need to go beyond a statement of
    core values to reinforce those values in concrete
    and specific ways through policies, practices,
    etc.
  • Illustrate the importance of distinguishing
    unchangeable purpose and values from
    ever-changing strategies, policies, and practices
  • Emphasize the importance of aligning mission and
    employee values as a necessary precondition to
    successful implementation of values-based
    decisions and accomplishment of mission
  • Articulate the distinction between the objective
    and subjective dimensions of work and the need to
    foster excellence with respect to each

5
Session Objectives
  • Suggest a conception of leadership in
    values-based nonprofit organizations that
    involves legislative rather than executive skills
    and requires humility and will
  • Outline a general approach to values-based
    decision making that is consistent with the
    legislative style of leadership
  • Briefly emphasize the importance of regularly
    finding quiet moments apart from the flurry of
    workplace obligations to keep Gods larger
    purposes in mind and heart

6
Recalling the Larger Mission Context of Decision
Making and the Role of the Laity in It
7
Preliminary Notes
  • Thoughts on the relationship between ministry and
    mission in the life of the Church
  • Ministry a role of service in the Church
  • Mission The expression lay apostolate or
    mission refers to what lay people do in the
    settings and circumstances of the secular world
    with the aim of carrying out their duties and
    performing their roles in the service of God and
    neighbor. (Catholic Laity in the Mission of the
    Church, Russell Shaw, 117)
  • Ministry is, in a sense, for the sake of mission

8
The Importance of the Lay Mission
  • The lay apostolateis a participation in the
    saving mission of the Church itself. Through
    their baptism and confirmation, all are
    commissioned to that apostolate by the Lord
    Himself. Now, the laity are called in a special
    way to make the Church present and operative in
    those places and circumstances where only through
    them can she become the salt of the earth. Thus
    every layman, by virtue of the very gifts
    bestowed on him, is at the same time a witness
    and a living instrument of the mission of the
    Church herself, according to the measure of
    Christs bestowal (Eph. 47). Lumen Gentium,
    33

9
Deus Caritas Est on the Lay Mission
  • The direct duty to work for a just ordering of
    society, on the other hand, is proper to the lay
    faithful. The mission of the lay faithful is
    therefore to configure social life correctly,
    respecting its legitimate autonomy and
    cooperating with other citizens according to
    their respective competences and fulfilling their
    own responsibility. (4)

10
The Dignity of the Lay State
  • Men and women who find that the meaning of their
    lives is to join Christ in bringing about the
    reign of God, choose from among those approved by
    the Church a way of life that will help them in
    the service of God 177. They choose to be lay
    men or lay women. Being lay ought not to be a
    state of life that results from not making a
    choice rather, it is a concrete possibility that
    one chooses in order to realize the will of God
    and to commit oneself to Gods reign.
  • (Peter Kolvenbach, S.J., General Superior of the
    Society of Jesus, from Laymen and Laywomen in
    the Church of the Millenium, in The Road From La
    Storta, pp. 281-282)

11
The Importance of the Host Mission
  • If you were offered a donation that would double
    your agencys annual budget for years to come,
    but only if you agreed to become and remain
    completely secularized, with no lingering traces
    of your Catholic past save the services offered
    themselves, would you accept the donation?
  • Why or why not?

12
  • Establishing the Organizational Context of
    Decision Making
  • Vision, Mission and Values

13
The Three-fold Task of Values-Based Leadership
  • To create and maintain a values-based
    organization, leaders must engage in
  • envisioning (conceiving and articulating the
    vision, mission and values of the organization)
  • embedding (integrating the vision, mission and
    core values into the culture, strategy, policies
    and practices of the organization) and
  • sustaining (taking measures such as grooming
    values-based successors to ensure that the
    organization remains solidly grounded)

14
The Respective Roles of Mission and Vision
Statements
  • Mission statement what you do
  • Vision statement your raison d'être, why its
    important you do what you do, your loftiest
    future aspirations for your organization
  • Why is a mission statement important?
  • Why is a vision statement important?

15
Effective Mission Statements
  • Effective mission statements should be
  • Concise enough to be easily remembered
  • Narrow and substantive enough to provide guidance
    in strategic decision making, etc.
  • Broad enough to allow the degree of flexibility
    necessary to carry out the organizations
    overriding purpose(s)

16
Mission, Vision or Hybrid Statement?
  • Catholic Charities USA is the membership
    association of one of the nation's largest social
    service networks. Catholic Charities agencies and
    institutions nationwide provide vital social
    services to people in need, regardless of their
    religious, social, or economic backgrounds.
    Catholic Charities USA supports and enhances the
    work of its membership by providing networking
    opportunities, national advocacy and media
    efforts, program development, training and
    technical assistance, and financial support.

17
Mission, Vision or Hybrid Statement?
  • Mission is the purpose for which an organization
    exists it is the reason why and how services are
    given. The origin of mission for Catholic
    Charities agencies is found in the
    Judeo-Christian tradition of sacred Scripture,
    Catholic social teaching, and the tradition of
    the Catholic Church itself.
  • To participate in the mission of a Catholic
    Charities agency is to act with compassionate
    love and engage in the ongoing work of bringing
    to completion the kingdom of God in our midst.
  • The mission of Catholic Charities is to provide
    services to people in need, to advocate for
    justice in social structures, and to call the
    entire church and other people of good will to do
    the same.

18
Mission, Vision or Hybrid Statement?
  • Catholic Charities fulfills the Churchs role in
    the mission of charity to anyone in need by
    providing compassionate, competent and
    professional services that strengthen and support
    individuals, families and communities based on
    the value and dignity of human life.
  • Chicago

19
Mission, Vision or Hybrid Statement?
  • Catholic Social Services of _____ is a non-profit
    social service agency serving ____, _________,
    and _________ counties with a continuum of
    services for children, teens, adults, families
    and seniors.
  • THE Miami Valley

20
Mission, Vision or Hybrid Statement?
  • Respecting the dignity and potential of each
    human person, Catholic Charities of
    ___________________ collaborates with the wider
    community to serve those in need. Impelled by the
    love and teaching of Jesus Christ, we offer
    life-giving programs, advocate for the voiceless,
    and empower the poor and vulnerable to foster a
    more just society.
  • New Orleans

21
Mission, Vision or Hybrid Statement?
  • Catholic Charities of ________ is a non-profit
    organization that makes available a broad base of
    services to all _______ County residents
    regardless of religious, ethnic, racial, and
    social backgrounds.  Catholic Charities works
    with individuals to define, design, and implement
    family-friendly programs that promote economic
    opportunity, educational achievement, family
    enrichment, community health, and neighborhood
    reinvestment.
  • MISSION
  • Our mission is rooted in the Gospel to feed the
    hungry, clothe the naked, care for the ill, visit
    the imprisoned, shelter the homeless, and welcome
    the stranger in our midst
  • Orange County

22
Mission, Vision or Hybrid Statement?
  • Baton Rouge

23
Three Themes A Vision Should Cover
  • Raison d'être the organization's purpose, or
    reason for being
  • Strategyhow that raison d'être will be achieved
  • Valuesthe key assumptions, attitudes, and
    beliefs embodied by the organization and
    represented in the daily flow of activities
    necessary for moving it closer to the raison
    d'être and for supporting the strategy
  • From Guiding Growth How Visions Keep Companies
    on Course, an interview with Mark Lipton, HBS
    Working Knowledge, available online at
    http//hbswk.hbs.edu/archive/3342.html

24
Checklist for the Vision Articulation Process
  • Will it motivate you to join this organization
    and continue to motivate you once you are there?
  • Does it provide a beacon for guiding the kinds of
    adaptation and change required for continual
    growth?
  • Does it describe a future that is more attractive
    than the present?
  • Will it challenge you?
  • Can it serve as the basis to formulate strategy
    that can be acted on?
  • Will it serve as a framework to keep decision
    making in context?
  • From Lipton

25
Statement of Raison d'être or Mission?
  • I use a simple test to keep executives honest in
    determining whether they have really defined
    their raison dêtre or whether they have merely
    engaged in a writing exercise that states a
    mission. They must continually ask Is this what
    our organization or division does, or is it
    clarifying why we are in business? What tends
    to be about mission. Why is the vision.
    Lipton, emphasis in original

26
Beyond Articulation Embedding
  • Beyond the vision framework, though, getting
    people to "hold" the same vision requires some
    straightforward strategies. First and foremost is
    communication. I no longer believe in vision
    "statements," since management gets too dependent
    on a piece or two of paper hung up on conference
    room walls. Far more important is the way all
    managers talk to people about the vision, in
    their own way, using their own language.
    Lipton, emphasis added

27
Embedding in Policies, Practices and Procedures
  • An elegant statement of vision, mission and
    values will have no effect unless integrated into
    the core operations of an organization
  • Ask Are our mission, vision and values
    statements truly the basis on which key decisions
    are made (or an after-thought at best)?

28
Embedding in Policies, Practices and Procedures
  • In which policies, etc. is it especially
    important to integrate guiding principles?
  • Hiring
  • Firing
  • Performance appraisals
  • Promotions and compensation decisions
  • Strategy decisions
  • Deciding what work to accept
  • Deciding who to partner with
  • Etc.

29
Embedding Stories
  • We found that stories are profoundly powerful
    stories of the firm's history as it illustrates
    part of the vision stories of organizational
    heroes who exemplify values embedded in the
    vision and vivid stories about what the future
    can look like. I believe in preaching to the
    convertedpreachers do it all the time!
    Strengthening commitment, intellectual
    performance and morale of those already on your
    side is essential.
  • What stories exemplify values embedded in the
    vision of your work at Catholic Charities?

30
Vision Must Be Grounded to Last
  • "If you have built castles in the air, your work
    need not be lost that is where they should be.
    Now put the foundations under them.."
  • Henry David Thoreau

31
Strategies for Sustaining
  • Weve addressed articulating and embedding, but
    what is necessary to sustain a values-based
    organization once formed?
  • Clear, credible, consistent support of leadership
    at all levels
  • Selection and training of leaders who are
    committed to the professed vision and values
  • Avoidance of policies, practices and actions
    contrary to the professed values vision
  • Other measures?

32
The Function of Core Values
  • The values the organization embraces
  • Are the basis on which we interact with one
    another and conduct our work with and for others
  • Help carry out its mission and achieve its vision
  • Solidify its organizational culture
  • Attract and retain high quality employees
  • Inspire and guide its employees
  • Distinguish the organization from its competitors

33
Values Differences Among Organizations
  • What values are chosen in the first place?
  • E.g., mandatory or voluntary given the nature of
    the work, the industry, societal expectations,
    etc.?
  • What is the degree of commitment to the professed
    values?
  • Minimal or full?
  • The extent to which the professed values are
    realized or aspirational (put another way, the
    degree of difference between the professed and
    lived values of the organization)

34
Aligning Action and Values, Collins
  • How much time do leaders spend drafting vision
    and mission statements as compared to aligning
    their organizations with the values and visions
    already in place?
  • How much time should they spend on these
    respective tasks?
  • Why?
  • Re. Aligning Action and Values, Jim Collins,
    Leader to Leader. No. 1, Summer 1996

35
Collins Suggested Time Allotment
36
The Importance of Identifying and Correcting
Misalignment
  • Helpful to ask employees in a safe environment
  • Where are we doing a good job in living out our
    core values/guiding principles?
  • Where could we be doing even better?

37
The Importance of Reinforcement Mechanisms
  • Reinforcement mechanisms bring values to life
    and so create alignment by encouraging in
    concrete and specific ways the desired
    values-based behavior

38
An Example of a Reinforcement Mechanism
  • We ought to do more training of new people when
    they come in the door so they'll learn our value
    system. But that's not creating alignment.
    Alignment would be to enact a process in which
    "Within their first 48 hours on the job all new
    employees will go through an eight-hour
    orientation process to learn what this
    organization is about. They'll study its history
    and philosophy. They'll meet with a senior
    executive." That's concrete and specific-two
    requirements of an effective alignment mechanism.
    It also has teeth.
  • Collins

39
Conceiving A Reinforcement Mechanism for CC
  • What reinforcement mechanism could you think of
    to reinforce the value of dignity at CC or the
    following guiding principle (East Bay)
  • Collaboration
  • We work in partnership with our community.
  • We are committed to developing and maintaining
    collaborative relationships with the community
    and other organizations within the community.
  • We invite and encourage client and stakeholder
    participation.

40
Core Values are Discovered Rather Than Declared
  • First, you cannot "set" organizational values,
    you can only discover them. Nor can you "install"
    new core values into people. Core values are not
    something people "buy in" to. People must be
    predisposed to holding them. Executives often ask
    me, "How do we get people to share our core
    values?" You don't. Instead, the task is to find
    people who are already predisposed to sharing
    your core values. You must attract and then
    retain these people and let those who aren't
    predisposed to sharing your core values go
    elsewhere.
  • Query Is Collins totally correct that core
    values are not something people buy in to?

41
Your Mars Group
  • Imagine you've been asked to recreate the very
    best attributes of your organization on another
    planet, but you only have seats on the rocketship
    for five to seven people. Who would you send?
    They are the people who probably have a gut-level
    understanding of your core values, have the
    highest level of credibility with their peers,
    and demonstrate the highest levels of
    competence.

42
The Unchanging Core and the Ever-Changing
Strategies, Practices, Etc.
  • Your core values and purpose, if properly
    conceived, remain fixed. Everything else-your
    practices, strategies, structures, systems,
    policies, and procedures-should be open for
    change.
  • Collins

43
Has Habitat Confused What Should Never Change and
What Should?
  • The Facts In the two years following the 2004
    tsunami in the Indian Ocean, Habitat for Humanity
    International, the nondenominational Christian
    ministry, built or repaired 8,500 houses in
    Indonesia, Thailand, India and Sri
    Lanka.Habitat for Humanity seemed poised to do
    the same thing along the Gulf Coast after
    Hurricane Katrina hit in 2005. But almost 18
    months after storms destroyed more than 250,000
    homes, Habitat for Humanity says it has built
    just 10 houses for poor hurricane victims here,
    36 in New Orleans, and a total of 416 along the
    entire coast, from Alabama to Texas. More are
    under construction, for a total of 702.From
    Charity Group Lags in Efforts On Gulf Homes,
    NYT, 2/22/07, Leslie Eaton and Stephanie Strom

44
Has Habitat Confused What Should Never Change and
What Should?
  • The Criticisms Critics have questioned
    Habitat's continued emphasis on building new
    homes rather than on rehabilitation. They note
    that other groups have done more with this
    approach volunteers from Southern Baptist
    churches mucked out 12,000 houses in Mississippi
    alone, and have rebuilt or repaired 3,000, while
    volunteers from Mennonite congregations have
    repaired hundreds of houses and built 31 new ones
    last year. Even the small Southern Mutual Help
    Association, a nonprofit that reported revenues
    of 3.3 million in 2005, has helped rehabilitate
    or rebuild more than 500.From Charity Group
    Lags in Efforts On Gulf Homes, NYT, 2/22/07,
    Leslie Eaton and Stephanie Strom

45
The Mission of New Orleans Habitat
  • To build houses in partnership with volunteers,
    sponsors, communities and homeowner families,
    whereby families are empowered to transform their
    own lives.
  • To eliminate poverty housing in the New Orleans
    area while serving as a catalyst to make decent
    shelter a matter of conscience and action.
  • Is there potential tension between these two
    statements?

46
  • Engaging Employees Values A Prerequisite to
    Successful Fulfillment of the Mission and
    Implementation of Values-Based Decision

47
The Background Concept of Positive Freedom
  • Negative Freedom is freedom from
  • Positive Freedom is freedom for
  • The problem of positive freedom for individuals?
  • Finding a relationship, belief, value or ideal
    worthy of your commitment
  • The problem of positive freedom for leaders in an
    organization?
  • Engaging the positive freedom of employees,
    providing a vision that inspires and an
    organization that supports employees highest
    values and beliefs

48
Gallup on A Connection With the Mission of the
Company
  • Why is a felt connection with the mission of an
    organization important to employees?
  • Workers thirst for something noble in which to
    believe and invest themselves. (113)
  • The employee searches for meaning in her
    vocation. For reasons that transcend the
    physical needs fulfilled by earning a living, she
    looks for her contribution to a higher purpose.
    Something within her looks for something in which
    to believe. (112)
  • From 12 The Elements of Great Managing, by Rodd
    Wagner and James K. Harter

49
Maslows Hierarchy of Needs
  • Gallups emphasis on the importance of mission is
    consistent with Maslows hierarchy
  • Self-Actualization (justice, wisdom, meaning,
    etc.)
  • Esteem Needs (self-respect, achievement, etc.)
  • Social Needs (friendship, belonging, etc.)
  • Safety Needs (physical safety, job security,
    etc.)
  • Physiological Needs (air, water, food, sleep)

50
Job, Career or Calling/Vocation?
  • What distinguishes those employees who see their
    work as a job from those who see their work as a
    career or calling?
  • Simply a job least engaged, a necessary
    inconvenience and a way of earning money with
    which they can accomplish personal goals and
    enjoy themselves outside of work
  • Work as a career Enjoy increased pay,
    prestige, and status that come as they work their
    way up the corporate ladder
  • Work as a calling the work is an end in itself,
    and is usually associated with the belief that
    the work contributes to the greater good and
    makes the world a better place. (all on p. 117)
  • From 12 The Elements of Great Managing, by Rodd
    Wagner and James K. Harter

51
Economic Justice for All on the Meaning of
Vocation in Business
  • Persons in management face many hard choices
    each day, choices on which the well-being of many
    others depends. Commitment to the public good and
    not simply the private good of their firms is at
    the heart of what it means to call their work a
    vocation and not simply a career or a job. (111)

52
Drucker on the Minimum Necessary Degree of Moral
Compatibility
  • To be effective in an organization, a persons
    values must be compatible with the organizations
    values. They do not need to be the same, but
    they must be close enough to coexist. Otherwise,
    the person will not only be frustrated, but also
    will not produce results.
  • From Managing Oneself, by Peter Drucker, in
    Harvard Business Review on Managing Yourself, pp.
    151ff

53
CST and the Moral Significance of Work
  • All work has a threefold moral significance.
    First, it is a principle way that people exercise
    the distinctive human capacity for
    self-expression and self-realization. Second, it
    is the ordinary way for human beings to fulfill
    their material needs. Finally, work enables
    people to contribute to the well-being of the
    larger community. Work is not only for one's
    self. It is for one's family, for the nation, and
    indeed for the benefit of the entire human
    family.
  • Economic Justice for All, 97

54
Meaning In the Objective/Subjective Dimensions of
Work and Excellence
  • The objective and subjective dimensions of work
  • Objective what you do
  • Subjective why you do it, the meaning you find
    in it
  • Excellence in the objective and subjective
    dimensions
  • Objective Meeting highest standards of craft in
    the industry
  • Subjective Meeting your highest values

55
Deus Caritas Est on the Need for Excellence in
the Objective Dimension
  • Individuals who care for those in need must
    first be professionally competent they should be
    properly trained in what to do and how to do it,
    and committed to continuing care. (31)

56
Deus Caritas Est on the Need for Excellence in
the Subjective Dimension
  • We are dealing with human beings, and human
    beings always need something more than
    technically proper care. They need humanity. They
    need heartfelt concern. Those who work for the
    Church's charitable organizations must be
    distinguished by the fact that they do not merely
    meet the needs of the moment, but they dedicate
    themselves to others with heartfelt concern,
    enabling them to experience the richness of their
    humanity. (31)

57
Economic Justice for All On What is Required in
the Subjective Dimension
  • Human personhood must be respected with a
    reverence that is religious. When we deal with
    each other, we should do so with the sense of awe
    that arises in the presence of something holy and
    sacred. For that is what human beings are we are
    created in the image of God (Gn 127). (28)

58
Economic Justice for All On The Shaping Influence
of Economic Life
  • Like family life, economic life is one of the
    chief areas where we live out our faith, love our
    neighbor, confront temptation, fulfill God's
    creative design, and achieve holiness. Our
    economic activity in factory, field, office, or
    shop feeds our families -- or feeds our
    anxieties. It exercises our talents -- or wastes
    them. It raises our hopes -- or crushes them. It
    brings us into cooperation with others -- or sets
    us at odds. (6)

59
Pollards Description of Shirley
  • Shirley sees her job as extending to the welfare
    of the patient and as an integral part of a team
    that helps sick people get well. She has a cause
    that involves the health and welfare of others.
    When Shirley first started, no doubt she was
    merely looking for just a job. But she brought to
    her work an unlocked potential and a desire to
    accomplish something significant.
  • Mission as an Organizing Principle, William
    Pollard, Leader to Leader, No. 16, Spring 2000

60
Pollards Description of Olga
  • Olga had been given a T-frame for a mop, a
    filthy rag, and a bucket of dirty water. She
    really wasn't cleaning the floor she was just
    moving dirt from place to place. The reality of
    Olga's task was to do the least amount of motions
    in the greatest amount of time until the day was
    over. Olga was not proud of what she was doing.
    She had no dignity in her work. She was a long
    way from owning the result.
  • Mission as an Organizing Principle, William
    Pollard, Leader to Leader, No. 16, Spring 2000

61
The Leadership Challenge
  • To create a work experience more like Shirelys
    than Olgas, leaders must
  • Provide a larger sense of purpose in the work
  • Provide a dignified workplace environment
  • Provide the resources necessary to accomplish the
    work effectively

62
Maslow Management as Revolutionary Technique
  • Proper management of the work lives of human
    beings, of the way in which they earn their
    living, can improve them and improve the world
    and in this sense be a utopian or revolutionary
    technique.
  • From Maslow on Management, Abraham H. Maslow, p. 1

63
Mission Statements as a Principle for
Self-Correction
  • Our beliefs do not mean that everything in the
    business will be done right. We experience our
    share of mistakes. But because of a stated
    standard and our reasons for that standard, we
    cannot hide our mistakes. They are brought into
    the open for correction and, in some cases, for
    forgiveness. (Pollard)

64
Pollard on the Need for Hospitality
  • It is a leaders responsibility to set the tone,
    to learn to accept the differences of people, and
    to foster and environment where different people
    can contribute as part of the whole and achieve
    unity in diversity.

65
Further Thoughts on The Leader As Practitioner of
Hospitality
  • Scripture affirms the obligation to welcome
    strangers and the precious gifts strangers bear
  • Abrahams reception of 3 strangers (Gen.181-15)
  • Disciples reception of the stranger (Lk.
    2413-35)
  • Henri Nouwen stresses that the term hospitality
    should be seen as a fundamental attitude toward
    fellow human beings and not only as literally
    welcoming strangers into our homes

66
Hospitality (contd)
  • Hospitality is not to change people but to offer
    them space where change can take place.It is not
    a method of making our God and our way into the
    criteria of happiness but the opening of an
    opportunity to others to find their God and their
    way.
  • From Reaching Out, by Henri Nouwen

67
Hospitality (contd)
  • The paradox of hospitality is that it wants to
    create emptiness, not a fearful emptiness, but a
    friendly emptiness where strangers can enter and
    discover themselves as created free free to sing
    their own songs, speak their own languages, dance
    their own dances. Hospitality is not a subtle
    invitation to adopt the lifestyle of the host,
    but the gift of a chance for guests to find their
    own.
  • From Reaching Out, by Henri Nouwen

68
The Need For Both Openness and Confrontation
  • Nouwen points out that the host must both
  • welcome the guests as they are (openness to their
    values, beliefs, etc.) and
  • be present to the guests as he or she is
    (confronting or presenting them with his or her
    substantive values, beliefs, etc.)
  • Real dialogue requires substantive identities,
    views, etc.
  • I suggest substantive presence rather than
    confrontation

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Creating Minestrone Soup Rather Than a Spiritual
Puree
  • The challenge facing spiritual leaders within
    Catholic Charities agencies is to create a
    working environment within a Catholic
    organization in which persons of diverse
    spiritual views feel spiritually welcomed, valued
    and engaged
  • The challenge of being both Catholic and catholic
  • The task is more like creating the spiritual
    equivalent of minestrone soup rather than a puree
    in which distinctive spiritual identities are
    ground finely and lost
  • The goal communion in diversity and in
    commitment to a shared mission and effort

70
A. Camus in Favor of Minestrone (from The
Unbeliever and Christians)
  • What I feel like telling you today is that the
    world needs real dialogue, that falsehood is just
    as much the opposite of dialogue as is silence,
    and that the only possible dialogue is the kind
    between people who remain what they are and speak
    their minds. This is tantamount to saying that
    the world of today needs Christians who remain
    Christians.

71
  • The Role of the Leader in Values-Based
    Organizations

72
Collins Two Types of Leadership Skill
  • Executive
  • In executive leadership, the individual leader
    has enough concentrated power to simply make the
    right decisions.
  • Legislative
  • In legislative leadership, no individual
    leaderno individual leader has enough structural
    power to make the most important decisions by
    himself or herself. Legislative leadership
    relies more upon persuasion, political currency,
    and shared interests to create the conditions for
    the right decision to happen.
  • Good to Great and the Social Sectors, Jim
    Collins, 11

73
Finding Legislative Power
  • Oh, you have the power, if you just know where
    to find it. There is the power of inclusion, and
    the power of language, and the power of shared
    interests, and the power of coalition. Power is
    all around you to draw upon, but it is rarely
    raw, rarely visible.
  • Collins quoting Frances Hesselbein

74
  • The Level 5 Hierarchy
  • Level 5 Executive
  • Builds enduring greatness through a paradoxical
    combination of personal humility plus
    professional will.
  • Level 4 Effective Leader
  • Catalyzes commitment to and vigorous pursuit of a
    clear and compelling vision stimulates the group
    to high performance standards.
  • Level 3 Competent Manager
  • Organizes people and resources toward the
    effective and efficient pursuit of predetermined
    objectives.
  • Level 2 Contributing Team Member
  • Contributes to the achievement of group
    objectives works effectively with others in a
    group setting.
  • Level 1 Highly Capable Individual
  • Makes productive contributions through talent,
    knowledge, skills, and good work habits.
  • From Level 5 Leadership, Jim Collins, Harvard
    Business Review, January 2001

75
The Paradox of Level 5 Leaders
  • Collins explains that Level 5 leaders are
    characterized by two traits
  • Personal humility (they are ambitious first and
    foremost for the cause, the movement, the
    mission, the work not themselves, and
  • Intense Professional Will (they have the will to
    do whatever it takes)
  • What is it like to work for a leader who lacks
    either personal humility or will?

76
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77
  • The Role of the Leader in the Values-Based
    Decision-Making Process (A Role Fitting
    Legislative Leadership)

78
Two Approaches to Decision Making
Advocacy Inquiry
Concept of Decision Making A contest Collaborative problem solving
Purpose of Discussion Persuasion and lobbying Testing and evaluation
Participants role Spokespeople Critical thinkers
Content on Following Slide From What You Dont Know About Making Decisions, David Garvin and Michael Roberto, Harvard Business Review, September 2001 Content on Following Slide From What You Dont Know About Making Decisions, David Garvin and Michael Roberto, Harvard Business Review, September 2001 Content on Following Slide From What You Dont Know About Making Decisions, David Garvin and Michael Roberto, Harvard Business Review, September 2001
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Contd Advocacy Inquiry
Patterns of Behavior Strive to persuade others Present balanced arguments
Defend your position Remain open to alternatives
Downplay weaknesses Accept constructive criticism
Minority views Discouraged or dismissed Cultivated and valued
Outcome Winners and losers Collective ownership
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The Three Cs
  • Adaptation of the inquiry approach to decision
    making requires attention to 3 factors
  • Conflict
  • Consideration
  • Closure

81
Constructive Conflict
  • Conflict may be
  • Cognitive (difference over ideas, assumptions,
    etc.)
  • Affective (personal, emotional, personality
    clashes, diminished willingness to listen,
    cooperate, etc.)
  • The challenge for leaders is to increase
    cognitive conflict while keeping affective
    conflict low -- no mean feat.

82
Consideration
  • What determines whether those whose views did not
    prevail resist the outcome of the decision making
    process?
  • The reality is that the leader will make the
    ultimate decision, but the people participating
    in the process must believe that their views were
    considered and that they had a genuine
    opportunity to influence the final decision.
    Researchers have found that if participants
    believe the process was fair, they are far more
    willing to commit themselves to the resulting
    decision even if their views did not prevail.

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Voice ? Consideration
  • Many managers equate fairness with voice -- with
    giving everyone a chance to express his or her
    own view. However, voice is not nearly as
    important as consideration -- people's belief
    that the leader actively listened to them during
    the discussions and weighed their views carefully
    before reaching a decision.

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Closure
  • The challenge in effective decision making in the
    organizational context is to resist tendencies to
    decide either too early or too late
  • Leaders need the wisdom to know when to bring
    conversations to a close

85
Deciding Too Early
  • Sometimes people's desire to be considered team
    players overrides their willingness to engage in
    critical thinking and thoughtful analysis, so the
    group readily accepts the first remotely
    plausible option. Popularly known as
    "groupthink," this mind-set is prevalent in the
    presence of strong advocates.
  • Danger Suppresses full range of options and
    makes it likely unstated objections will surface
    when implementation requires cooperation

86
Deciding Too Late
  • Two forms
  • Gridlock when competing factions wont yield and
    theres no way to break the gridlock (so the
    argument goes on and on and on)
  • Excessive concern to hear every opinion, resolve
    every conceivable question, and assemble
    unassailable data to provide certainty that the
    decision is right
  • Leading to endless discussion and causing some to
    tune out

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Traits Associated With Effective Decision Making
Processes
  • Multiple Alternatives When groups consider many
    alternatives, they engage in more thoughtful
    analysis and usually avoid settling too quickly
    on the easy, obvious answer.
  • Assumption Testing Awareness of facts that are
    merely asserted and assumed and a willingness to
    challenge them

88
Traits Associated With Effective Decision Making
Processes
  • Well-Defined Criteria Clear goals are specified
    at the outset that dont favor any particular
    participants desired outcome
  • Dissent and Debate
  • Questions that open up discussion rather than
    bring it to and end, and
  • Active listening rather than waiting silently for
    ones turn to speak
  • Perceived Fairness Reflected in a steady level
    of participation rather than protest by withdrawal

89
  • Parting Thoughts On Remaining Aglow But Not
    Burning Out

90
Working for God or Doing Gods Work?
  • Thomas Green suggests that in the story of Martha
    and Mary, Luke 1038-42, Martha is working for
    God while Mary is doing Gods work
  • Working for God we choose what we want to offer
    to God, what we think God would or should like
  • Doing Gods Work we endeavor to discern what God
    wants and to do it, thy will rather than my
    will be done
  • See Working for God vs. Doing Gods Work,
    Chapter 2 of Darkness in the Marketplace, by
    Thomas Green

91
What Doing Gods Work Consistently Requires
  • Humility an accurate awareness of our strengths
    and limitations as decision makers and generally
  • Sabbath wisdom.
  • The Sabbath commands us to refrain from working
    on the Sabbath but also to keep it holy (Dt.
    512)
  • The Hebrew term for holy, kadosh, derives from
    the root meaning to cut off or separate

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What Doing Gods Work Consistently Requires
  • That which is holy, then, is that which is cut
    off or separated for Gods purposes from that
    which is not holy (the temple, the nation, etc.)
  • There is wisdom in keeping the Sabbath day itself
    holy (i.e. separated from the other days for
    Gods purposes, to be re-created in God with
    others)
  • And in keeping Sabbath moments during other days,
    moments separated from the busyness of it all to
    recall Gods larger designs and purposes

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  • Prayerful best wishes as you return to the holy
    ground on which you do Gods work!
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