HUMANE LEADERSHIP Paul R. Lawrence Harvard Business School Cumnock 300 Soldiers Field Road Boston,...
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Transcript of HUMANE LEADERSHIP Paul R. Lawrence Harvard Business School Cumnock 300 Soldiers Field Road Boston,...
HUMANE LEADERSHIPPaul R. Lawrence
Harvard Business SchoolCumnock 300
Soldiers Field RoadBoston, MA 02163
DILBERT
Emotional Drive to Bondin long-term relationshipsof mutual caring dB dA
Emotional Drive to Acquirescarce resources that areessential for survival andprocreation
dDEmotional Drive to Defendagainst all threats toessential scarce resources
Emotional Drive to Comprehendourselves and our environment dC
Four Drives: Our Ultimate Innate Motives
Schematic of How The Brain WorksAs a Decision Making Apparatus
Impulses with Checks and Balances
Skill Sets Arrayed on a Four-Drive Quadrangle
Darwin on Morality: “The following proposition seems to me in a high degree probable—namely, that any animal whatever, endowed with well-marked social instincts… would inevitably acquire a moral sense of conscience, as soon as its intellectual powers had become as well, or nearly as well developed, as in man.”
Darwin on Morality: “I fully subscribe to the judgment of those writers who maintain that of all the differences between man and the lower animals, the moral sense of conscience is by far the most important.”
The “Golden Rule” It is not a big step from the drive to bond to the practical rule that the key is to treat the other person, most of the time, as one’s self would desire to be treated in terms of the four innate drives.
Moral Rules Deduced from the Golden Rule and Four Drives
dA In support of the other’s drive to acquire: -- Help enhance rather than steal or destroy, the other’s property. -- Facilitate, not frustrate, the other’s pleasurable experiences.
dB In support of the other’s drive to bond: -- Keep, rather than break, one’s promises. -- Seek fair, not cheating, exchanges. -- Return a favor with a favor.
dC In support of the other’s drive to comprehend: -- Tell truths, not falsehoods. -- Share, not withhold, useful information. -- Respect, not ridicule, the other’s beliefs, even in disagreement. dD In support of the other’s drive to defend: -- Help protect, not harm nor abandon, the other.
• Help others rather than harm them.
• Tell truths, not lies—except for white lies.
• Keep promises.
• Seek fair exchanges that reflect merit differences.
• Detect and punish cheaters.
Hauser’s Universal Moral Rules
Customers
Employees
Managers
Relevant Public
Stockholders
Suppliers
Human Leadershipby the CEO &Governing Coalition
Building cooperativerelationships by addressingall four drives in abalanced and sustainable manner
Humane Leadership and Stakeholder Relationships
Humane Leadership Addressing the Four Drives
FINDINGS FROM NOHRIA, GROYSBERG, AND LEE ARTICLE
• “An organization’s ability to meet the four fundamental drives explains, on average, about 60% of employee variance on motivational indictors [previous models have explained about 30%].”
• “A company can best improve overall motivational scores by satisfying all four drives in concert. The whole is more than the sum of its parts. A poor showing on one drive substantially diminishes the impact of the other three drives.”
Power Sharing in the Corporate Hierarchy
Distribution of Added Value in the Corporate Hierarchy
TOWARD ULTIMATE HUMAN VALUES FOR ALL
TOWARDS ULTIMATE HUMAN VALUES FOR ALL
TOWARDS ULTIMATE HUMAN VALUES FOR ALL
dCDeep Understanding
dDReasonable Security
dCPeaceful
Cooperation
dASustainable Prosperity
HUMANE LEADERSHIP
Impulse Checking and Balancing
WISE AND JUST