Leadership for global systemic change beyond etichs and social responsibility by anne

Leadership for Global Systemic Change Beyond Ethics and Social Responsibility Christopher Anne Robinson-Easley Leadership for Global Systemic Change Christopher Anne Robinson-Easley Leadership for Global Systemic Change Beyond Ethics and Social Responsibility Christopher Anne Robinson-Easley CEO Enlightening Management Consultants, Inc South Holland, Illinois, USA ISBN 978-3-319-38948-6 ISBN 978-3-319-38949-3 DOI 10.1007/978-3-319-38949-3 (eBook) Library of Congress Control Number: 2016956586 © The Editor(s) (if applicable) and The Author(s) 2017 This work is subject to copyright All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed The use of general descriptive names, registered names, trademarks, service marks, etc in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made Cover image © Don Smith / Alamy Stock Photo Printed on acid-free paper This Palgrave Macmillan imprint is published by Springer Nature The registered company is Springer International Publishing AG Switzerland PREFACE This book is written for individuals from all walks of life who want to understand the dynamics of how to drive deep system change in a world that continues to be fragmented; a change that incorporates the fundamental constructs of ethics and social responsibility However, before we begin, please allow me to formally introduce myself and the structure of this book THE INSERTION OF SELF I have had various roles in my career In my last position, I was the VicePresident for Academic and Student Affairs at a community college in Illinois I also reached the academic rank of Full Professor of Management, and I served fifteen years at a state university in both administrative and faculty positions Prior to that time frame, I served five years at a Catholic university; also in administrative and faculty positions In addition to the years I have spent in higher education and the corporate business sector, I continue to consult to organizations in the private and public sectors and internationally teach intercultural management During the twenty-one years I have spent in higher education, I have taught ethics and related topics at undergraduate, graduate and doctoral levels Yet, what largely informs my perspectives in addition to my academic training is that I worked in corporate America in various management and leadership positions for over two decades prior to entering higher education My research, consulting, and training have afforded me the opportunity to travel internationally, although the predominance of my experiences v vi PREFACE has largely been in Europe and the French West Indies But what is most important about my background is the fact that I am a trained organization development professional, with a doctoral degree in organization development, whose lens is focused on how to design and implement deep and holistic change My personal and professional journey thus far has been rich and moderated by other attributes As you read, you will see the evidence of my journey from a very personal perspective My experiences have framed my perspectives as to how we can produce change in our global community; a change that is focused on ameliorating issues that have significantly stretched the social fabric of our world Throughout the years, I have personally experienced and professionally worked to address far too many of the issues I discuss in this book Equally important, as a researcher I have also learned that if we are to bring about change, we have to consider the proposition that our world is not value neutral As a result, this book as well as others I have written is in first and third person You see, the social fabric of our global environment is being torn, not just stretched at the seams We cannot continue to marginalize people, wreak havoc on our environment, and place far too many children at risk daily Our global village has to change Therefore, to understand the complexities of the requisite change, I respectfully posit that our personal lens and experiences when juxtaposed to, or working in concert with views from peer scholars serve as important foundations for understanding how to bring about change that will take us beyond our comfort zones So, mentally, spiritually, and metaphorically walk with me as I urge a collective gathering to begin the change process Across the globe our tenets regarding ethical behaviors and sound social responsibilities have to change, because if they not, the social fabric of our society will continue to be torn to the point that we will not recognize our world—a fear many now have Christopher Anne Robinson-Easley South Holland, IL, USA ACKNOWLEDGEMENTS I continue to be grateful to my Creator as He continues to guide me in my writing And I am grateful to my children for their inspiration and encouragement and to the very special person in my life who has encouraged me to keep growing and speaking my truth I am also thankful for friendship As I have continued to write over these past years, my friend, Mrs Dortha Brown, has continued to be a beacon of light, offering encouragement as well as tirelessly reading my work and providing the constructive feedback I need I am also grateful for my experiences The forty years I have worked in business and higher education have been very enlightening I have witnessed as well as experienced events and situations that I wished I had never encountered Yet, they have been significant opportunities for learning Through it all, the most important lessons I learned were my responsibilities for righting the wrongs I saw Each of us has a purpose in life and a role to play We live in challenging times and as each day passes, the challenges become more intense When I began writing this book in 2014, the global circumstances I addressed were intense However, in between my beginning this book and the final submission of the manuscript to the publisher, our world continues to spiral into even more chaos—a situation that is very similar to what was occurring when I wrote Beyond Diversity and Intercultural Management In between my beginning that manuscript and submitting it to the publisher, our world experienced very chaotic events that centered on issues of a failure to value humanity In the USA we were spiraled into an ugliness that centered on the killing of a young vii viii ACKNOWLEDGEMENTS seventeen-year-old man, Travyon Martin In countries such as Egypt, Turkey and Brazil people were demonstrating about issues that concerned their basic human rights And now, as this book goes to press, in the USA we are in the midst of a Flint Michigan scenario that brings new meaning to the concept of social responsibility, a presidential race that has gone beyond the boundaries of ugly (to the point where other countries are questioning the rhetoric that is emerging out of the USA), along with continuing issues that are said to challenge the basic human rights of people in Turkey, Syria, and other Middle Eastern countries Added into the equation is an organization, known among other names as ‘ISIS’, that is taking international terrorism to a new level Unfortunately, these are just highlights of some of the concerns we face that challenge leaders, our ethics, morality and our tolerance of injustice In many respects, it is overwhelming Yet, if we step back, breathe, and assess each individual’s role and responsibility, we can produce significant global change Everyone has a purpose and a role to play For me, I am a teacher as well as an organization development change agent and for many years I have been a writer I use to write according to the parameters set forth by the Academy That is what we needed to to get tenure Tenured and promoted to the rank of Full Professor, I now write to teach and hopefully inspire a level of cognitive dissonance that will move people to new levels of action For many years, I have been privileged to teach ethics and social responsibility from many vantage points and through many lenses However, the most important vantage point I have taken throughout those years is one that has allowed me to teach my students how to understand the systemic issues we see from a systems perspective and as an outcome … learn how to change the system! I am grateful for the graduate and undergraduate students I taught throughout the years I have been blessed to have students in the classroom who represent our global society Through the questions they asked and the discontent they expressed throughout the years, we critically examined past, current and emerging issues For many, they represented the discontent they felt but may not have found a venue in which they could articulate their feelings Equally important, the way in which I forced their view of the issues concomitantly forced the concept of systems thinking, which resulted in their understanding and learning how to posit change ACKNOWLEDGEMENTS ix from a more sophisticated perspective—lessons which I have incorporated into this book The ongoing ethical violations and challenges to people’s basic rights that we continue to see today call for a higher level of thinking Changing a system is not hard What is hard is helping people come face to face with their own insecurities that can and often make it difficult for them to untie that which holds them back in order to make the change As I wrote this book, I focused on engaging all audiences I want to be clear: changing how we treat people socially and responsibly across the globe is everyone’s responsibility Even those who are victimized should be prepared to challenge themselves and deconstruct why they have accepted their current state Until we learn to stand up for ourselves, people across the globe will continue to be victimized As Frederick Douglas said (a quote I will repeat again in this book): Find out just what any people will quietly submit to and you have found out the exact measure of injustice and wrong which will be imposed upon them, and these will continue till they are resisted with either words or blows, or with both The limits of tyrants are prescribed by the endurance of those whom they oppress.1 I pray that the words I write will stir souls across the globe I pray that I will continue to have the strength and wherewithal to be provocative Most important, I am grateful to all who have always encouraged me to speak my truth Friends and family are truly gifts from our Creator! NOTE http://www.africanamericanquotes.org/frederick-douglass.html, Frederick Douglass, Civil Disobedience Manual CONTENTS Introduction Part I The Issues and Parameters of Plausible Change 15 Our World, Our Lens, Our Choices 17 Through the Lens of Business Ethics 41 The Current Landscape 53 The Friedman Versus Korten Argument: Are These Dichotomies Still Valid in the Twenty-First Century? 87 Part II Through the Lens of Ethics and Social Responsibility: Imagine a World of Change Reclaiming Our World: The United Nations Global Compact in the Midst of a Vision of Change 105 107 xi CHAPTER Living and Sustaining the Ideal Intentionally added to the model discussed in Chapter Eight are arrows that suggest the need to repeat the cycle The reasons for this are simple First and foremost, albeit a cliché, we indeed live in a global environment that is dynamically changing Yet, I believe that this dynamic change is also calling for a dynamic shift in consciousness for everyone that inhabits our globe Not everyone will be able to make that shift in consciousness, which produces a shift in behaviors and subsequent actions and outcomes But I believe when we engage a critical mass of people, change at all levels can and will occur I also respectfully suggest that the people who have been identified as promulgators of the issues discussed in this book are not all intentionally invoking negativity There is a need to teach people to better Consequently, I believe when people make the choice to read about issues from a different prespective and open their eyes, hearts and souls to wanting to better, while everyone does not have to be on board, a critical mass is indeed important In order to ensure that change is sustained within the confines of the dynamics of change within our world, there has to be a mechanism for reviewing the present circumstances and thereby repeating the cycle Again, I suggest that a body such as the UN which has its eyes and ears open to these dynamics is an appropriate one to monitor when it is time to reconvene © The Editor(s) (if applicable) and The Author(s) 2017 C.A Robinson-Easley, Leadership for Global Systemic Change, DOI 10.1007/978-3-319-38949-3_9 177 178 C.A ROBINSON-EASLEY Sustaining the change, however, before engaging in a new cycle is critical, and there are steps that cannot be avoided because if they are, we risk spiraling back into the abyss from which we have emerged SUSTAINING THE CHANGE—UNDERSTANDING THE DYNAMICS OF ACCOUNTABILITY AND A COMMON BASE FOR STRATEGY IMPLEMENTATION Far too often, strategies and tactical steps fail or encounter slow movement because there is a lack of accountability measures put into place to promote specific goals and outcomes, to identify accountable people, and to determine specific objectives and outcomes Equally importantly, communication strategies, such as linking people globally via technology, identifying who will lead the communications and how often will there be communications and to whom, in concert with timelines for appropriate feedback are important elements for staying on task Once the stakeholders that have attended the call to action set forth a vision, specific goals and implementation steps should be set However, a critical component of setting goals is setting ones that can be accomplished within a specific time frame People have been disappointed enough as it is, therefore the setting of lofty goals that cannot be implemented within a designated time period only sends out additional messages that people are not serious regarding the change processes When you have a common strategy and goals, even if their implementation processes may be moderated by country culture, a real common dialogue that evaluates the success of the processes can ensue because there is more commonality Reasonable timetables for implementation should be set according to the reality of achieving those goals and obtaining the requisite resources Goals that require more time and resources can be placed ‘on the docket’ for a later schedule Strategy implementation is also broken into tactical steps that are disseminated to individualized operating units, which would have to be defined as they pertain to the local networks Yet, again local networks will need to be careful not to create operating silos It is important to understand when and where collaboration across countries and contexts can occur Strategic implementation also suggests the need for very tight feedback processes that should be defined from the initial level of reporting/ accountability at the UN level and disseminated throughout all the local networks To ensure that the agreed-to strategies remain on target also LIVING AND SUSTAINING THE IDEAL 179 requires a constant check on goal congruency among all units, in addition to a dialogue that promotes a convergence of ideas People who drive the strategy at all levels need to possess the core competencies and be willing to actively engage in learning This means that a critical part of the conversation at the summit is participants identifying what are in fact those requisite critical core competencies and resources Additionally, performance outcomes along with the enactment of those critical core competencies should be constantly viewed and measured These accountability measures for performance also imply that if needed, corrective action is implemented So, what if it is found that there is a lack of critical core competencies? Clearly, an important tactical step is training and development, which if we are looking to bring forth a change in consciousness can be an important step A critical component of strategic implementation is also scenario planning, which is why there is a loop back to the beginning in the model Very simply, scenario planning implies that people are on the constant look out for the unexpected or for changes in the environment, which can either be abrupt or occur over time Scenario planning requires a careful and ongoing examination of the political, economic, social, cultural, and global contexts which help leaders understand what the possibilities of an immediate shift in our environment could be, and how we would have to incorporate potential change into the strategic-planning processes at the UN level as well as the impact that could occur at the local network levels STRATEGIC PLANNING AT THE PERSONAL LEVEL Strategic planning just does not entail changing our external environment As people in the local networks walk through their critical dialogues, an important part of the outcome of those conversations should also include the development of their individual change strategies Intrapersonal change has to be intentional, which is why intentional dialogues are critical It is suggested that the most sustainable behavioral change can be affected by your will, values and motivations—self directed by what drives you and gives you joy versus what you believe you must endure Stakeholders should learn to feel the possibilities that they can personally accomplish, and allow themselves the job of visioning what they want to be versus where they currently find themselves This may not be a linear process (Boyatzis 2010) 180 C.A ROBINSON-EASLEY Change at the intrapersonal level will challenge people to be authentic about where they want to live in alignment with their core values (Robinson-Easley 2013) This change will also mean people understand and commit to a morality and level of personal ethics and integrity that is rarely if ever compromised It is also suggested that the pieces of one’s life need to fit together to feel coherence and consistency Equally importantly, one needs to maintain the will to continually learn while helping others the same (Friedman 2006) This is why bringing people in from all walks of life in the local communities is important Not only is there a need for holistic change, but there is a widespread need for movement towards a revitalization of people’s personal power and vision for a better life BIBLIOGRAPHY Boyatzis, R (2010) How people change Leadership Excellence, 27(10), 17 Friedman, S (2006) Learning to lead in all domains of life The American Behavioral Scientist, 49(9), 1270–1297 Robinson-Easley, C. A (2013) Preparing for today’s global workforce: From the lens of color New York: Palgrave Macmillan CHAPTER 10 Concluding Comments WHERE DO WE GO FROM HERE? In the beginning of this book, I said our world is in crisis We have issues that have continued to manifest for far too many years and many still remain either unaddressed or insufficiently addressed These issues impede people living productive lives and in many cases, in developing as well as undeveloped countries, they impede the productive lives of our most important resource—our children As I have worked towards finishing this book, our situations, nationally and internationally, worsen We have corporations that are continuing to destroy our environment, creating imbalances in our economies and leaving the varying environments and people scathed by hardships And, equally critically, we have governments and government officials who fail to serve the people who elect them and are viewed by many as supporting agendas that are only serving personal interests We have school systems that are not educating children adequately, and throughout our world we have children who not even have the privilege of having an education We have people living in environments where there is abject poverty, unhealthy living conditions, and lack of the basic necessities of food and clean water The list can go on Yet, in the midst of these tragedies, we have people who care, corporations who have committed to making a difference, and government officials as well as NGOs that are striving to make a difference The needs are great and there has to be a critical mass of change agents © The Editor(s) (if applicable) and The Author(s) 2017 C.A Robinson-Easley, Leadership for Global Systemic Change, DOI 10.1007/978-3-319-38949-3_10 181 182 C.A ROBINSON-EASLEY I also believe that the strategy for change has to be different Twenty-one years ago, I cited two noted organization development strategists, French and Bell, who suggested that change intervention strategies must be multidimensional, multileveled, and qualitative, and should include complete paradigmatic shifts (French and Bell 1995) Twenty-one years later, I still believe that their propositions are true—perhaps even more so today due to the increasing complexities in our world The work that is being done by the UN is to be admired; it is necessary and is on the right path At no point in this book, I want anyone to think I am denouncing what they are doing I do, however, believe that the foundations upon which their work is built as well as some of their resulting strategies can be morphed to a different level in order to deliver quicker and more robust results that embrace far more people than have actively been involved Over the years, I have written books and articles that are intentionally designed to push against the grain This book is no different I don’t purport to have all the answers, but I have a different lens Over the course of the past few years, the books, journal articles and book chapters I have written have intentionally focused on moving past programmatic initiatives My major theme that has streamed through all of my work is simple—help people engage in conversations that promote sharing ideals, dreams, desires and concerns at micro and macro levels; conversations that are designed to remove barriers and bond people at a different level of consciousness (Robinson-Easley 2014) I believe these dialogic engagements will alter the ethical behavior of organizations, force people from all walks to life to look into the eyes of the individuals with whom they are conversing, and understand that there is a common humanity that we should all embrace; a common humanity that also shares a common core of morals and ethical values I have never forgotten my experience with the woman who identified herself as a prostitute, and I hope by sharing that story, you will feel in the deepest recesses of your souls why it is important to look into the eyes of people If we don’t collectively engage in conversations that have the potential to spiral beyond our immediate boundaries, we won’t understand our common ground If we not understand our common ground, we won’t see and understand the changes that are needed in our global village And, if we not engage in conversations, it will be hard to embrace radical change—a change that all by itself will push people past their comfort zones Yet, when you have a collective vision for how our world can CONCLUDING COMMENTS 183 look, it is much easier to embrace the idea of going past your personal zone of comfort So, I ask of each of you who have chosen to read this book, walk with me as we work toward change, pray with me as we continue to ask for strength and most important believe with me that: ‘‘The future has several names For the weak, it is impossible; for the fainthearted, it is unknown; but for the valiant, it is ideal.’’—Victor Hugo, Les Misérables1 I deeply believe each of us has the ability to be valiant as we embrace a new reality that is waiting for us! NOTE http://www.goodreads.com/work/quotes/3208463-les-mis-rables BIBLIOGRAPHY French, W., & Bell, C (1995) Organization Development Englewood Cliffs, NJ: Prentice Hall Robinson-Easley, C. A (2014) Beyond diversity and intercultural management New York: Palgrave Macmillan INDEX A abject poverty, 25, 64, 110, 122, 181 Academy of Management, 68 accountability measures, 178, 179 action inquiry, 139 action research, 164 active actors, 17, 75 actors, 11, 17, 20, 21, 26, 37, 75, 108, 115, 117n1, 118n7, 119n11, 147, 151, 166 Affordable Health Care Act, 64 Africa, 26, 28, 63, 90, 91, 108, 114, 144, 160 Africa Foundation for Development, 90 African American woman, 148 African cosmological perspective AIDS virus, 63 Annan, Kofi, 66, 109, 154 anticipatory principle, 165, 166 Anzaldúa, Gloria, 147–9, 152, 170–2 appreciation, 18, 36, 140, 164 appreciative inquiry, 33, 150, 153, 156, 163–7 appreciative process, 161 articulation of possibility propositions, 164 art of the possible, 164 authoritarian, 45, 46 awakening, 25–9, 65, 76, 77, 134, 138, 155, 166 awakening of consciousness, 155 B Baha’i International Community, 80 belief systems, 9, 81, 121, 122, 138 Bhopal, India, 22–4, 94 Biblical context, 77 Bill Gates, 132 Boesak, Allan Rev., 138 borderland of consciousness, 148 BP See British Petroleum (BP) Brazil, 44, 66 British Petroleum (BP), 94, 95, 96, 152, 156 Browne, Lord John, 156 budget crisis in Illinois, 56 Note: Page numbers followed by “n” denote notes © The Editor(s) (if applicable) and The Author(s) 2017 C.A Robinson-Easley, Leadership for Global Systemic Change, DOI 10.1007/978-3-319-38949-3 185 186 INDEX business case, 19, 22, 67, 69, 74, 98 business ethics, 1, 4, 5, 12, 21, 30, 32, 34, 41–50, 63, 64, 68, 79, 139 business model, 151 critical mass, 47, 49, 75, 115, 117–19, 177, 181 “C” suite, 120 cultural differences, 41, 119 C challenged communities, 81, 108, 153, 163 change agent, 21–6, 62, 79, 115, 117, 127, 139, 145, 149, 151, 153, 165, 181 change model, 3, 11, 34, 35, 156–61, 167–70 Chicago, 60–2, 78, 100, 169 Chief Seattle, 36 child labor, 26, 66, 67, 71, 72, 107, 130, 141, 150, 157, 168 civil society, 18, 21, 66, 110, 114, 115, 118, 121, 146, 153, 154, 160, 161 code of ethics, 34, 41, 67, 68 cognitive dissonance, 10, 171, 172 collaborative action and interaction, 165 Collins, Jim, 136 commitment to old patterns, 134 common agenda, 10, 162 Communication on Progress report, 111 compliance, 26, 28, 30, 31, 91, 115 concept of leadership, 118 conceptual and contextual reality, 11, 19, 41, 46, 61, 81, 92, 117, 131, 145 consensual validation/agreement, 164 Cooperrider, David, 153–6, 164–6 cosmologies, 19, 20, 91 counter stance, 149, 150, 152 country culture, 162, 178 courage, 77, 154, 159 Creator, 75, 83, 121, 122, 137, 139–41, 151 D data collection and discovery, 164 deep systemic change, 21, 29, 34, 98, 100, 101, 116, 145, 159, 168, 171 deficits, 18, 120, 158, 166 desensitized, 65, 79 deteriorated economic conditions, 61 developing countries, 20, 21, 24–6, 58, 64, 71, 73, 82, 97, 98, 110, 150, 153 different reality, 163 disconfirming feedback, 139 discourse, 8–10, 47, 54, 79, 82, 88, 109, 117, 147, 151, 153, 170, 171 discourse analysis, 117, 151, 153, 170, 171 discrimination, 11, 18, 19, 24, 27, 57, 67, 71, 72, 93, 94, 108 discursive, 4, 7, 26 disenfranchisement, 27, 145 dislodge hopelessness, 163 Disney, 94 diversity, 1, 19, 22, 27, 28, 32, 44, 97, 108, 137 dominance, domination, 7, 9, 12, 22, 28, 29, 71, 76–81, 89, 98, 133 domination of powers, 76 duplicities, 72 Dyer, Wayne, 122 E ecumenical movement, 155 education systems, 57, 62 egalitarian, 115, 116, 117n1, 146 INDEX Egypt, 44 Empowerment Zone monies, 70 enforcement, 62, 110 environmental health risks, 59 epistemology, 82 eradication, 107, 108, 141 eradication of poverty, 101, 141 ethical leadership, 42 Eurocentric attitude of superiority, 135 Europe, 2, 35, 44–6, 48, 49, 65, 88, 107, 113, 115, 135 European Union, 2, 44, 88 existential concrete imperative, 74 Exxon Valdez oil spill, 95 F Facebook, 163 fatalism, 34, 74 feedback processes, 178 Flint, Michigan, 59, 60, 94 Florence, Italy, 57 Francis, Pope, 33, 36, 121, 122 fraud, 89, 137 freedom, 2, 4, 12, 44, 46, 66, 72, 80, 88, 98, 101, 122, 149, 151 Freeport-McMoRan, 94 Freire, 4, 34, 59, 74, 77, 151 French and Bell, 182 Friedman, 69, 87–102, 113, 180 See also Friedman, Milton Friedman, Milton, 87–103, 113, 180 See also Friedman fringe members, 153 Fundamental Principles of Rights at Work, 109 G Gandhi, 28, 77 gang violence, 18, 60–2, 70, 155 GE See General Electric (GE) 187 gender equality, 19, 67 General Electric (GE), 162 General Motors, 29 geopolitically, 2, 45, 46 geopolitics, 41, 46, 108 global capitalism, 92 global change, 3, 8, 36, 37, 49, 109, 111, 113–15, 117, 127–9, 157 Global Compact, 3, 28, 29, 66, 67, 72, 75, 92, 107–25, 127, 133, 137, 140, 144–6, 148, 153, 156, 160–2, 165, 167 global integration, 80 global poverty, 4, 110 global sustainability, 113 global village, vi, 31, 36, 41, 53, 115, 124, 127, 182 grandest vision, 141 Guadeloupe, 130, 131 H Haiti, 130, 131 happy talk, 158 hearts and souls, 3, 4, 17, 19, 35, 120, 144, 151, 177 heliotropic evolution, 165 hermeneutic, 35, 82, 159, 160 hermeneutics of the “self,” 82 hidden representations, 171 higher education, v, 27, 49, 56, 57, 65, 66 higher level of consciousness, 78, 135, 150 historical context, 151, 168, 169, 171 historical inquiry, 169 historical trends, 116, 117 Hitler, HIV/AIDS, 92, 108 holistic, vi, 50, 70, 97, 101, 180 hopelessness, 34, 61, 64, 74, 76, 100, 120, 131, 163 Hudson Institute, 19 188 INDEX human development, 119, 120 humanistic, 98, 101, 109 humanitarian leader, 129, 132 humanity, 1, 6, 27, 28, 31, 32, 34, 50, 59, 78, 80, 95, 97, 99, 101, 108, 121–4, 127–30, 132, 133, 136–8, 140, 161, 172, 182 human potential, 164 human rights, 23, 25, 32, 44–7, 66, 71–3, 83, 88, 92, 94, 95, 109–11, 122, 146 humility, 136, 137 hybridity, 148 I ideals, 31, 143–73, 177–80, 182, 183 Illinois, v, 56, 57, 60, 65, 94 Illinois state budget, 57 impoverished communities, 8, 136 individuation, 78 industrialized countries, 32, 57 inferior, 78, 136, 148 inner cities, 20, 28, 57, 61–5, 71 insecurity, 25, 28, 163, 171 intentional change, 74 intentional dialogue, 117, 170, 179 intent of community, 135 interconnectedness, 150 intercultural management, 1, 19, 22, 27, 28, 44, 97, 130, 137, v interior spirits, 120 internal work, 139, 140, 158 international, 2, 18, 19, 21, 26, 44, 46, 49, 55, 65, 67, 72, 73, 80, 91, 98, 109, 111, 112, 120, 121, 132, 136, 163 International Labor Organization, 26 international symbols of corporate greed, 111 intervenors, 147, 150 ISO 26000, 72, 73, 75 J Japan, 30 Japanese, 30, 41 K Kelleher, Herb, 99, 100, 132 King, 77 Korten See Korten, David Korten, David, 22, 25, 29, 33, 54, 82, 87–103, 111, 122, 123, 155 L Lafasto, F., 129–32 language, 8, 9, 47, 71, 109, 117, 145, 146, 164, 167, 168 Larson, C., 129–32 leadership team, 41, 99, 159, 168 lens of ethics, 26, 101 Levi Strauss, 94 liberation, 3, 35, 76, 80, 124, 148, 149, 159 liberation theology, 76, 80, 148 life generating essentials, 167 life giving properties, 155, 164 linchpin, 101, 107, 127–41 linear processes, 128, 129, 179 live in community, 1, 141 local area networks, 115 local networks, 114, 115, 129, 144–7, 150, 161–3, 168, 170, 172, 178, 179 M malleable species, 148 malleable to change, 128, 148 manpower, 161 masses of people, 58 McKinsey study, 113 mechanistic world views, INDEX mediates, mestiza, 147–9, 171 Mestiza culture, 147 metaphors, 165, 168, 169, 171 micro-cultures, 41, 147 Midas curse, 25 Middle East, 46 mindfulness, 11, 134, 135 Mitsubishi Motor, 30 Moltmann, 12, 35, 160, 166 moral initiative, 78 morality, 1, 4, 6, 7, 18, 19, 23, 57, 58, 94, 98, 138, 167, 180 moral point of view, 6, moral principles, 9, 18, 97 moral society, moral systems, 1, moral values, 6–10, 121, 133, 139 multi-billion dollar, 48, 79 multi-dimensional, 7, 76, 182 multi-leveled, 181, 182 multinational, 21, 32 Mussolini, mutuality, N negative shadow, 140 neoliberal policies, 111 new models of leadership, 55, 56 new patterns of language, 117 New York Times, 44, 45, 94 Nike, 94 non-governmental organizations (NGO’s), 31, 43, 53, 72–4, 92, 93, 109, 111, 112, 120, 132, 146, 150, 161, 181 O objectification, 75, 76 Occupy Wall Street, 96 189 Office of the High Commissioner for Human Rights, 109 one pebble, 79 ontology, 82 operating silos, 178 oppression, 28, 71, 81, 97, 149, 152 organizational behavior, 11, 17, 21, 33, 41, 42 organizational culture, 5, 55, 68 organization development, 3, 4, 17, 25, 35, 70, 153, 162, 182 othered, 137, 148 othering, 148 P paradigm, 29, 35, 36, 48, 49, 53, 68, 80, 82, 83, 87, 97, 101, 121–3, 131, 134–6, 138, 149, 150, 155, 158, 169, 182 paradigmatic shift, 35, 53, 182 passive, 55, 69 passive aggressive, 55 passive defensive, 55 Pennsylvania, 56, 65 personal agenda, personal change, 5, 6, 133, 137, 179 personal power, 5, 32, 66, 69, 74–82, 108, 151, 166, 180 personal transformation, 18, 78 personal worthlessness, 74, 75 Peter Reason, 3, 155 Picket, Kate, 131 placebo response, 165 plurality of personality, 148 positive image-positive action dynamic, 165 positive organizational scholarship, 33 positive psychology, 135 190 INDEX poverty, 4, 7, 11, 25, 26, 28, 58, 61, 64, 71, 76, 88, 92, 97, 107, 110, 113, 119, 121–3, 128, 141, 150, 172, 173, 181 poverty and domination, 7, 71 power of dialogue, 11, 31 presidential race, PricewaterhouseCoopers, 113 prisons, 20, 62–4 prison system, 20, 62–4 privatization of the development process, 111 prostitute, 137, 138, 182 provocative, 164 proximity of countries, 1, 2, 7, 9, 19–21, 23–9, 32, 35, 36, 41, 42, 44–6, 48, 49, 57, 58, 60, 63, 64, 71–3, 76, 82, 87, 88, 92, 94, 97, 98, 107, 110, 114, 116, 143, 150, 152, 153, 162, 178, 181 psychic depression, 74 psychic restlessness, 148, 171 psychological blockages, 118, 171 psychological contracts, 41, 99, 100 psychological traumas, 149, 158 public policy dialogues, 162 Pygmalion theory, 165 Q Quinn, Robert E., 6, 18, 132–4, 136, 139 R racism, 7, 24, 27, 76 rage, 172 redemptive violence, 76 reflection, 35, 138, 139, 145, 159, 160 reflection-reflexive actions, 139 refugees, 36, 94, 108 relational interpretations, 169 Rio Declaration on Environment and Development, 109 roadmap, 29–32, 47, 133 Roddick, Anita, 132 Royal Dutch/Shell, 94 S sacred space, 123 safe space, 20, 149–53 scenario planning, 179 sea of poverty, 113, 119 Secretary-General Annan, Kofi, 66, 154 See also Annan, Kofi “self,” 6–8, 35, 76–8, 81, 82, 97, 110, 112, 127, 128, 132–6, 138–41, 145, 147, 153, 155, 158, 160, 165–7, 179 self-aggrandizement, 136, 141 self-assessment, 140 self-esteem, 128, 140, 145 self-healing powers, 166 self-reflection, 138, 139, 159 self-worth, 140 seminary, 4, 19, 20, 35, 76, 135, 136, 147, 148 semiotic interpretations, 92 sense making, 168 sexism, 27, 76 shackles, 140 shadow, 54, 64, 78, 93, 118n9, 138–40, 158 shadow organizations, 54, 93 shadow self, 138 Shakespeare, William, 12 short-term financial results, 120 silo mentalities, 54 slow death, 133, 134 social capital, 127 social construction theory, social contract, 91 social despair, 75 social fabric, 4, 10 INDEX social imagery, 169 socially construct, 8, 92, 143, 169 socially constructed concept, 92 social reform, 10 social trust, 131 societal levels of values, 92 socio-economic, 64, 65, 76, 152 South Asia, 26, 28 Southwest Airlines, 99, 100 spike of prosperity, 113 spirituality, 11, 17, 19, 121, 135, 136 stakeholders, 12, 37, 73–5, 82, 83, 91–3, 98, 113, 118n9, 143, 144, 146, 147, 153, 155, 156, 165–7, 170, 178, 179 strategic implementation, 81, 118n9, 161, 178, 179 strife, 9, 25, 171 structural change, 17, 115, 116, 120, 124, 129, 170 structured mode of inquiry, 155 students, 2, 33, 42, 43, 49, 55–7, 63–5, 69, 79, 87, 99, 100, 107, 140, 159 Sub-Saharan African, 28 suppressed emotions, 172 sustainable development, 73, 112, 143 sustainable wage, 57, 58, 61, 74, 128 sweat shops, 26, 71 symbolic social creation, 165 system, 6, 20, 23–5, 55, 56, 59, 60, 62–5, 76, 78, 81, 89, 107, 121, 122, 139, 143, 145, 151, 154, 163–5, 169 systemic change processes, 26 systems oriented perspective, 54 systems thinking, viii T tactical steps, 115, 118, 129, 144, 178, 179 technology, 65, 101, 114, 124, 144, 163, 167, 178 191 temporary compliance, 115 ten Principles, 66, 71, 108, 109, 111, 114, 115, 122, 145, 146, 148, 156 terrorism, 108 Texaco, 94, 95, 136, 152 theologies, 19, 20, 122, 128 Thrasher, 61, 64 Thrasher, Frederick M., 61, 64 See also Thrasher Thurman, Howard (Rev., Dr.), 81, 124, 135, 152 time constraints, 161 tool box, 139 top down communications strategy, 144 topic choice, 27, 28 transcendental monism, 121 transformational leaders, 132, 133, 138, 139, 141 transformative change, 78 transnational, 21, 29, 115 travesties, 2, 32, 43, 72, 92 truth, 3, 10, 116 Turkey, 2, 44–6, 48, 163 U UN See United Nations (UN) underdeveloped countries, 116 UN Development Program, 109 Union Carbide, 22–5, 94, 136 Corporation, 22, 24 United Nations (UN), 3, 11, 18–19, 25, 28–9, 37, 66–9, 71, 72, 75, 76, 80, 97, 107–25, 131, 144–6, 145, 153–4, 156, 161, 162, 177–9, 182 United Nations Convention against Corruption, 109 United Nations Industrial Development Organization, 109 192 INDEX United Nation’s Office on Drugs and Crime, 109 United Nations’ Women’s Empowerment Principles-Equity Means Business, 67 United States of America (US), 1–3, 9, 18, 19, 21, 22, 24, 25, 28, 30, 36, 56, 63, 65, 88, 113, 131, 171 unity of life, 155 Universal Declaration of Human Rights, 71, 109 Unocal Oil Corporation, 94 unspoken words, 147 uprising, 44 US See United States of America (US) V value proposition, 22, 30, 59, 74, 98, 108, 119, 123, 159, 161 vicious cycle, 64, 116 Vienna World Conference on Human Rights, 71 visioning process, 118, 155 Vogel, David, 69 voice, 9, 10, 20, 47, 69, 71, 124, 145, 160, 161, 163–8, 170, 171 voices of people, 10, 164, 165 W wake up, 58, 75 Wal Mart, 94 well-developed strategy, 11, 75 White feminists, 151 whole systems, 20, 32, 54, 55, 75, 154, 158, 163, 165 whole systems change, 20, 32, 55, 158, 163 whole systems change process, 163 Wilkinson, Richard, 131 Wink, W., 76–8, 83, 120 Women’s Empowerment Principles, 19, 67 work conditions, 26, 27, 64, 93 World Economic Forum, 90, 121 .. .Leadership for Global Systemic Change Christopher Anne Robinson-Easley Leadership for Global Systemic Change Beyond Ethics and Social Responsibility Christopher Anne Robinson-Easley... laws and regulations and therefore free for general use The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate... impacted by ethical issues and believe in the need for focused and intensified social reform—a reform that would examine our lives, issues and underlying assumptions and moral values through multiple