Traditionally, enacting systemic change has been slow and painful. Proponents of change aren’t just up against the obvious and well-defended interests of power and tradition, they’re also battling system justification, the non-conscious tendency to defend, bolster and justify aspects of the societal status quo.
In response to these seemingly insurmountable problems, and in an effort to effect change at a rate faster than the current glacial pace, many grass-roots movements have emerged, from Occupy Wallstreet in 2011 to the Black Lives Matter movement and Extinction Rebellion. These movements offer a way for individuals without the power to effect change on their own to come together as a powerful force to challenge the entrenched status quo. Unlike protest movements of the past, these have embraced a non-hierarchical approach to organisation and leadership. Sometimes described as leaderless movements, it would perhaps be more accurate to describe them as having coordinated decentralised leadership, or horizontal leadership.
September 2020See More
Powerful as it is, the supply chain metaphor draws our attention away from the larger forces that shape the problems we should be tackling. These include the sustainability of current consumption patterns; the absence of economic alternatives; weak regulatory oversight; scant protection for whistleblowers and journalists; the ease with which corporate ownership can be hidden and disguised; and the commercial pressures and incentives that likely drive those profiting from abuses or taking shortcuts. Our efforts to build stronger and more resilient supply chains will get us only so far. The thing we’re trying to perfect is only an image, and a partial one at that. Alternative visions can help us return these broader issues to the debate, while reminding us, for example, of the importance of engaging everyone affected by global supply chains in the discussion of how they should be organised.
via Aeon Media, 11 September 2020See More
Ethical business leadership has become more important than ever in an era of social media and consumers that are willing to vote with their wallets.
Whether an issue of discrimination, sexual harassment, environmental damage or financial misconduct, allegations of unethical behaviour within a business can destroy years – even decades – of built-up community trust.
Now, the COVID-19 pandemic is creating new ethical dilemmas for business leaders and managers.
Cranlana Centre for Ethical Leadership CEO Vanessa Pigrum and Steven Ronson, Fair Work Ombudsman Executive Director for Enforcement and alumnus of the Executive Colloquium program, highlight the importance of ethical decision-making for leadership teams and boards.
via Adelaide Advertiser, 15 September 2020See More
Leadership groups with people from mixed backgrounds, ethnicity and gender do better because “they challenge more, and they have more discussion and debate and that leads to better decision-making,” says Vanda Murray OBE.
New research has revealed that London-listed companies where women make up more than one in three executive roles have a profit margin more than 10 times greater than those without.
via BBC, 27 July 2020See More
There are risks to shutting down opinions we disagree with.
Hugh Breakey, President, Australian Association for Professional & Applied Ethics, says “Seeing mistaken views as intolerable speech carries genuine ethical costs.”
In the wake of an open letter signed by 150 high-profile authors, commentators and scholars claiming that “open debate and toleration of differences” are under attack, Breakey considers the ethical concerns around derailing of debates and silencing of opinions.
via The Conversation, 10 July 2020See More