Antiabortion groups, pro-choice groups, shareholders, and France’s government (part owner of the company) were all fomenting international controversy over the drug. In deciding whether to market RU-486, the “French abortion pill,” Roussel Uclaf CEO Eduoard Sakiz faced a defining moment. Have I done all I can to secure my position and the strength and stability of my organization? Example: They must choose actions that protect all stakeholders’ interests. Who Is the Company? Defining Moments for ExecutivesĮxecutives running companies face even more complex defining moments that test them, their work groups, and their entire firm. But Walters preempted him and filled the vacuum his inaction had created. Instead of waiting for the work/family issue to catch him and his group by surprise, Adario could have anticipated the problem and defined an organizational culture that valued both family and work. What can I do to help my interpretation win? This question enables you to plan for the resolution of defining moments before they arise. Those without family demands resented working longer hours to compensate. During these fast-paced, demanding times, employees with children struggled to keep up. What point of view is most likely to win the contest of interpretations and influence others? Based on company culture and goals, group norms, and political jockeying, whose point of view would prevail in your organization? Example:īy asking this question, Adario might have seen the McNeil issue within a larger work/family context. If Adario had realized earlier that he and Walters saw McNeil’s situation through different lenses, he might have prevented the firing. But before he could act, Walters went over his head to fire McNeil. The situation pitted Adario’s belief in work/family balance against his duty to the department’s bottom line. Her supervisor, Lisa Walters (who reported to Adario), complained. But as a single mother, she was also struggling to keep up with her work. Peter Adario’s new account manager, Kathryn McNeil, was highly qualified and competent. What other strong, persuasive interpretations of the situation’s ethics exist, besides mine? This question prevents you from imposing your understanding of what is right. In addition to their own beliefs, managers must consider their work group’s values. Who Are We? Defining Moments for Work GroupsĪs managers advance in an organization, their defining moments grow more complex. His ethically informed decision also advanced his career. Lewis decided to attend the presentation-but as a participant rather than a “showpiece.” He successfully delivered part of the presentation, demonstrating he was a team player and would not be treated as a token. How will I implement my personal understanding of what is right? Example: He decided his race was a more vital part of his moral identity than his professional role. Remembering his parents’ dignified, effective response to prejudice, Lewis felt deeply moved. Which conflicting values mean the most to me? Example: When Steve Lewis, an African-American, realized his boss wanted him to attend a company presentation as “a token black,” two of his values clashed: He wanted to earn his professional advancement but also wanted to “be a team player.” What feelings and intuitions are conflicting? Example: This type of defining moment asks us to clarify our personal identity while grappling with two equally valid perspectives. Who Am I? Defining Moments for Individuals For each type, probing questions can clarify core values, helping us decide what to do. The workplace presents three increasingly complex types of defining moments-for individuals, managers, and executives. Managers who brave the process renew their sense of purpose-and transform their values into shrewd, politically astute action. These skills enable us to craft an authentic identity based on our own, rather than others’, understanding of what’s right. Resolving defining moments requires skills not listed on most job descriptions-probing self-inquiry, in particular. They determine whether we’ll uphold our values-or merely pay them lip service. They force us to balance our idealism with the messy reality of our jobs. Unlike other ethical decisions, where the options are clearly right and wrong, defining moments ask us to choose between two ideals. Or, a new MBA must choose between playing the role of a token minority or earning a coveted spot on a consulting team.ĭuring these defining moments, we must choose between right and-right. We’ve all experienced times when our professional responsibilities conflict with our values: A budget crisis forces us to dismiss a valued employee, for example.
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