Category: Response

Hi Daneen,

I really enjoyed how you presented the arguments and points in your post. You asked the following question: “For those that use previously mentioned self-checkout at big box stores, are you happy that you can just get out of the store faster? Or do you even consider that by using it you are facilitating the advancement of technology and replacing actual people?”

I definitely prefer to checkout by talking to a person; however, if it is busy then I prefer self-checkouts. I thought it was really interesting that you posed the question in this manner because I have never given it much thought that by using self-checkout I am replacing actual people. However, this is the direction that large companies are heading. For example, Amazon has created a high-tech grocery store where people no longer need to go through a checkout (Reuters, 2018). This will likely disrupt and alter the retail business, putting many small grocers out of business that cannot compete with the technological innovation. The Amazon Go stores rely primarily on sensors and cameras to track what consumers pickup and what they put back (Reuters, 2018). Subsequently, customers are billed once they leave the store with the credit card on file (Reuters, 2018). By applying the same logic and choosing to shop at this grocery store, consumers will be prioritizing timesaving measures and thereby supporting technology that is replacing people.

Evidently, Amazon embraces the Possible foresight style of manageable because it value innovation, experimenting, risk-taking, and becoming a first-mover (Smart, 2017). The company embeds technological foresight into its culture to spur innovative ideas on how to add value by becoming more productive and more efficient for consumers. As a result, Amazon is one of the most technologically advanced retail companies in the world.

Thank you for your post, Daneen! I found it interesting to research Amazon and learn how technology is dramatically changing the retail market. In addition, your question also made me think about my choices and how it affects others (i.e. choosing a person or machine at the checkout).

Christina

 

References

Reuters, T. (2018, Jan 22). Amazon’s 1st high-tech grocery store opens to the public. CBC. Retrieved on November 24, 2018, from https://www.cbc.ca/news/technology/amazon-go-grocery-store-1.4497862

Smart, J. M. (2015, April 8). John Smart – Leadership of Tech Change – WFS2013. Retrieved November 2018, from You Tube: https://www.youtube.com/watch?v=QhdWqLNUJns

Organizations are increasingly required to deal with uncertainty in our volatile, uncertain, chaotic, and ambiguous (VUCA) world (Hughes, Dinwoodie, & Beatty, 2014: 2014). It has become evident that innovation and change is the only way that an organization can have enduring long-term performance. Innovation is the introduction of something new or an improved way of doing something that adds value (ex. increased efficiency or productivity) (Henderson, 2017). In order for innovation to be useful to a business, the innovative idea must have the capacity to be replicated without costing the company too much (Henderson, 2017). Looking into the future requires a leader to analyze, interpret, and absorb uncertainties (Öner, Benson, & Göl, 2014: p.185). Foresight has emerged as a tool that leaders can use to facilitate and execute sustainability strategies to lead a desirable evolution of the organization (Öner, 2014: 185). According to John Smart, there are 3 fundamental foresight types including Possible, Probably, and Preferable (Smart, 2016). Technology has become a tool that organizations can utilize to create a competitive edge in their business model (ex. transactions or inventory management), predict future trends, and increase productivity. It is crucial that leaders embody foresight into their management practices.

Wal-Mart is an example of foresight in the Possible category because the company had to be innovative by creating the most effective virtual inventory management system. Wal-Mart focused on cost reduction and obtaining the lowest price for the consumer. Subsequently, Wal-Mart revolutionized the way companies do business. One negative consequence of Wal-Mart’s system is that it put many small businesses out of business simply because they cannot compete. This is exactly what happened in my hometown back in Pembroke; many family-owned businesses that had been around for decades were forced to shutdown because Wal-Mart came in. Wal-Mart is a positive thing for consumers as the company drives prices down; however, it is a negative consequence for small business owners.

In contrast, a company that did not properly harness technology is Canada Post. This company would fall under the Probable type of foresight because it focused on management, risk reduction, protecting and predicting (Smart, 2016). The company did not feel the need to implement technology into its business model. However, digital technologies have largely disrupted Canada Post’s business model. This reactive approach to technology could have been avoided if the company did not resist technology and embodied a foresight approach that encouraged creativity and innovation. In particular, Canada Post should have adopted Preferable foresight, more specifically, technology foresight by creating a foresight attitude amongst management and key decision-makers (Öner, 2014: p.199). By becoming an adaptive organization, Canada Post would not have been lost in the times.

Öner and colleagues (2014) argue that in order for enduring organizational performance, a company needs to strengthen competitive advantages by embedding foresight into the organization’s culture. If a company develops an innovative culture, it will nurture growth and sustainability regardless of increasing competition.

Christina

 

References

Henderson, T. (2017, May 8). Why Innovation Is Crucial To Your Organization’s Long-Term Success. Retrieved on November 24, 2018, from https://www.forbes.com/sites/forbescoachescouncil/2017/05/08/why-innovation-is-crucial-to-your-organizations-long-term-success/#60ff0b563098

Hughes, R. L., Collarelli-Beatty, K., & Dinwoodie, D. L. (2014). Becoming a Strategic Leader. San Francisco, CA: Jossey-Bass.

Öner, M. A., Benson, C., & Göl Beşer, S. (2014). Linking Organizational Change Management and Organizational Foresight. Strategic Change, 23(3–4), 185–203. https://ezproxy.student.twu.ca:2420/10.1002/jsc.1970

Smart, J. M. (2015, April 8). John Smart – Leadership of Tech Change – WFS2013. Retrieved November 2018, from You Tube: https://www.youtube.com/watch?v=QhdWqLNUJns

Living in the present is such a rare and valuable commodity, especially in this day and age with social media. Within the attention economy, our attention is being bought and sold on the market, businesses and people clamouring for attention, likes, and comments. Many of us forget to live in the present moment without being controlled by the past or future. Society rewards the few that are able to remain present; we are drawn to these people because there is something unexplainably magnetic about them that we refer to these unique individuals as having “presence.” Has remaining present become so rare that we have given a word to individuals who are able to embody it? In addition, they are considered society’s crème de la crème. We find ourselves drawn to these individuals because they seem to transcend the physical realm and hold some sort of secret that we wish we could know more. These individuals have the mystical characteristic we call charisma primarily because of their presence.

We often lose ourselves in the mind, distracted by intrusive thoughts and emotions of the past, and fears and concerns of the future. Peace can never be attained until we learn to let go of expectations and fears of the future, and limiting beliefs (P, 2017). Being in a state of presence, means that you are aware of your thoughts and emotions (P, 2017). This is why we are drawn to charismatic people who give us their undivided attention. These rare unicorns make us feel as though we are the most important person in the world.

Osler wants to remind us that we should not let the mistakes of the past paralyze and cripple efforts of today, robbing us from joy and fulfillment (Watson, 1951: p.217). Osler’s simple philosophy inspired many to go on to live happy and fulfilling lives with the advice: “Live neither is the past nor in the future, but let each day’s work absorb all your interest, energy, and enthusiasm. The best preparation for tomorrow is to do today’s work superbly well” (Watson, 2951: p 216). Many people become fearful, anxious, or discouraged because their lives have no turned out the way they expected. They fret about their career, family life, intimate relationship, and financial burdens. In reality, worrying about these robs us of not only the power of the present but also of our happiness and fulfillment. By embodying presence, we enrich our relationships by giving our undivided attention and enjoy a more fulfilling life. Ultimately, Osler eloquently encourages us to live in the present and plan for the future.

Christina

 

References

P, S. (2017, Oct 12). 9 Quotes about Presence That Will Blow Your Mind. Retrieved on November 18, 2018, from https://www.feelingoodfeelingreat.com/2017/10/12/quotes-about-presence/

Watson, L. E. (1951). Light from Many Lamps. New York, NY: Simon and Schuster.

I absolutely loved the quotes that Dawn used regarding Shonda Rhimes’ acceptance speech. Wow, it was such a powerful and eloquent way to frame the glass ceiling effect, yet drawing attention to the fact that it still exists. I really appreciated reading your post and the work that you put into it. Since I am at the beginning of my career, I have not personally experienced the glass ceiling effect in the workplace. However, I have experienced gender biases while reporting criminal activity that was going on in my apartment. I continuously sought out officers to conjure up help to stop what was going on. However, my voice and experience were countlessly discounted and dismissed. It was to the point where I felt powerless to help those in danger simply because the police officers did not value the validity of what I was reporting. Eventually, my papa helped me report the issue and finally the authority took it seriously. It was incredibly frustrating and if the glass ceiling effect in the workplace is anything as subtle yet dismissing as this experience, it definitely erodes personal morale and confidence in the organization.

Gender biases are deeply entrenched in economies, businesses, political and societal intuitions whereby women face discrimination, preventing them from becoming decision-makers or orchestrating substantial change (Hawley, 2016). Many organizations are visibly diverse but they are not inclusive of these diverse groups. Unfortunately, women still feel as though they are not fully integrated into the organization, with a sense of belongingness and uniqueness (Nugent, Pollack, & Travis, 2016: p. 5). They need to feel that they are a valued team member with equal opportunity to move to positions of influence and leadership. Senior management needs to model behaviours of inclusion for employees because their actions can be related to that of a ripple; their behaviours cascade throughout the organization. However, it is not only the responsibility of management as “Leadership from the top is essential but the values of gender equality have to permeate the whole organization” (Hawley, 2016). Changing deeply engrained views means that it will require commitment from both men and women to eliminate the glass ceiling. Thank you for your post, Dawn!

Christina

 

References

 

Hawley, J. (2016, Feb 2). Why women’s empowerment is essential for sustainability development. Retrieved November 17, 2018, from https://www.iied.org/why-womens-empowerment-essential-for-sustainable-development

Nugent, J., Pollack, A. & D. Travis, (2016). The Day to day experiences of workplace inclusion and exclusion. Retrieved from http://www.catalyst.org/system/files/the_day_to_day_experiences_of_workplace_inclusion_and_exclusion.pdf

I thought that the quote that Monica used by Sheryl Sandberg was exceptionally powerful. I have wanted to read Lean In for quite some time now. I have never considered the internal aspect that can be quite disempowering for women, in which we conform to societal norms of how we are supposed to act. Furthermore, if women do succeed and achieve an elite position of leadership, they tend to experience the “imposter syndrome,” which is likely due to years of societal pressure (Grace, 2018). Therefore, if women succeed in a male-dominated role, they may not feel entitled to it. I found the specific quote by Sheryl Sandberg to be powerful, “Young women internalize societal cues about what defines “appropriate behaviour and, in turn, silence themselves” (Grace, 2018). In my personal experience, I often find myself not speaking up because I feel that someone likely has a better answer or solution that I do, so this quote was very empowering for me. Evidently, this is something that I will need to overcome in my leadership journey if I ever want to have influence in an organization or impact in the world.

In response to Monica’s question: “Why do you think is it so hard for women in the workplace to be seen and/or accepted as powerful?” I believe that it is difficult for women to be accepted as powerful because it transcends deeply entrenched beliefs of women’s role in society that are found in cultural, political and social institutions (Hawley, 2016). There are societal norms that have been reinforced for centuries, since they are incredibly subtle and indeterminate, it is difficult to eliminate them because they are embedded in virtually every sphere of influence. Thank you for the post, Monica!

Christina

References

Grace, M. (2018, Nov 17). Activity 1-External and Internal Barriers. Retrieved on November 18, 2018, from https://create.twu.ca/monicagrace/2018/11/17/activity-1-external-and-internal-barriers/

Hawley, J. (2016, Feb 2). Why women’s empowerment is essential for sustainability development. Retrieved November 17, 2018, from https://www.iied.org/why-womens-empowerment-essential-for-sustainable-development

Although I did not directly answer the question that Dawn posed, she did inspire me to develop some interesting thoughts. In her post, Dawn eloquently articulated principles of effective ethical behaviour and how ethics are the strong foundation to authentic transformational leadership. However, if transformational leadership is not grounded in strong morals and values, it may turn into pseudotransformational leadership. This is where the leader is narcissistic, exploitive, and manipulative with a warped code of ethics and moral compass (Northouse, 2017: p. 165).

Pseudotransformational leadership is the complete opposite of authentic leadership because the only goal of this type of leader is personal gain without concern for the collective good (Northouse, 2017: p. 165). It is especially threatening because this type of leadership nonetheless has the alluring and inspiring appeal of transformational leadership; however, the ethics are inherently skewed. These leaders dominate and direct followers according to self-interests (Northouse, 2017: p. 165). They exploit and engage in ruthless capitalism with little regard for the well-being of others.

Pseudotransformational leaders are incredibly persuasive with their message, but it is distorted with dishonesty and exploitative undertones (Kraft, n.d.). Whereas authentic leaders wish to foster trust and engage in coaching and mentoring, pseudotransformational leaders prefer blind obedience (Kraft, n.d.). In addition, these types of leaders do not appreciate individuals that question their authority, preferring ignorance and submission. In contrast, authentic leaders welcome intellectual stimulation and debate to encourage critical thinking (Kraft, n.d.). There are tons of examples in history, such as Hitler and Jeffery Skilling, where transformational leaders had all the effective characteristics except strong ethics, resulting in destruction.

Evidently, ethics are the foundation that a organization is built upon. If it is built on shaky ground, it will not withstand high-stake decisions and moments where a strong moral compass is needed to fall back on. I found that it was extremely interesting to read up on the dark side of transformational leadership and the importance of ethics.

Christina

 

Reference

Kraft, D. (n.d.). Pseudo-transformational Leadership in the Workplace. Retrieved on November 11, 2018, from https://work.chron.com/pseudotransformational-leadership-workplace-30748.html

Northouse, P. G. (2018). Leadership: theory and practice (Eighth ed.). Thousand Oaks, CA: Sage Publications.

I thought it was effective how Monica used the analogy of a water droplet falling into a body of water, creating ripples that gradually increase. She draws connections that this is the same impact that leaders have in the lives of their employees, the organization, and the world at large. A leader sets the tone of an organization, behaviour and decisions following ethical suit (BuildingCapacity, 2013).

This reminds me of Peter Singer’s thought experiment where he asked readers if they would save a drowning child while sacrificing a new business outfit on the way to work (Singer, 1997). Once everyone agreed, he asked if it would be any different if there were distance between readers and the child, such as a country or nation. His main premise was is that for a small sacrifice for Westerners to pay, it saves a child’s life (Singer, 1997). He argues that the costs are incredibly small for the benefits that it may reap. Ultimately, Singer wants to challenge people’s underlying ethics with regards to helping strangers. He relates it to LH Lecky’s analogy of human concern as an expanding circle, in which it begins with one person and gradually expands to affect and transform others’ perspectives (Singer, 1997). The idea is that the circle continuously grows from: the family, to the community, to the nation, to a coalition of nations, and then to all of humanity (Singer, 1997). In essence, substantial change can begin by one person’s ethics and thereby raising the level of consciousness of a large group of people through the ripple effect. It becomes an expanding circle or ripple, creating enormous change in the world.

Ethics within an organization is the same way because it begins with the leader setting the tone with regards to what behaviour is acceptable vs. what is unacceptable. There is no limit to the amount of people that a leader’s ethics can inspire, benefit, or harm: the effect is exponential.

Thank you for the post Monica!

Christina

 

References

BuildingCapacity [Poster]. (2013, March 29). What is ethical leadership? Retrieved November 2018, from You Tube: https://www.youtube.com/watch?v=ks2QGoIq5nA

Singer, P. (1997, April). The Drowning Child and the Expanding Circle. Retrieved on November 11, 2018, from https://www.utilitarian.net/singer/by/199704–.htm

Currently, John holds several leadership position as he is a pastor of a church, a director of church planting initiatives, and a research catalyst for an up and coming graphene company. I spoke to John to discuss his goals and professional development.

When are you at your best? Describe a time when you performed really well?

John believes that he performs his best when he has the ability to exercise his creativity when bringing together solutions from multiple disciplines. While he was the director of church planting, he helped train people for a competency-based program called the “Immerse Program.” John’s seminary is featured as one of the best seminaries in Canada as a result of that program. This was accomplished by bringing together behavioural training and correct goal-setting, combined with evaluating the purpose of the seminary training and developing a system where people are being trained for the exact results that are being evaluated (as opposed to educating that are based on preconceived notions).

What were the circumstances during that time?

Through Immerse, they were given a mandate to plant a certain amount of churches. However, they did not have the resources to recruit people and pay them sufficiently. For example, there was another organization that was able to offer church planter apprentices a salary of $60,000. It was necessary to think differently and creatively as to how to develop their own pool of potential church planters. There strategy was to find people early on with a heart for the ministry and help them discern if becoming a church planter was to be their pathway. The Immerse program was a much earlier buy-in in which training and recruiting was performed all the way through the process. Previously, church-planting systems would wait until people thought that they were qualified and would walk them through that process until they were qualified.

Where do you want to be in five years from now? Describe your idealized future as if it were already happening?

“In the corporate world, I would like to have the firm in a position where it is globally influencing, whereby the company is providing great products and resources for the under privileged. Whether that means providing safe drinking water or having an environmental or economical impact, the freedom to use some of that influence to direct resources to help hose that are less privileged. An integration of a business and global opportunity.”

How can you get there? What are your ideas for realizing this preferred future?

John takes a 2-prong approach with regards to his idealized future. He believes that he is growing a business that requires “priority, energy, clear decision-making, and ensuring we are assessing potential markets that have quicker pay-off, as well as longer term projection that have a greater future. It is all about finding the balance.” Second, John wants to work towards starting a non-profit organization to raise money for Christian schools in Pakistan.

What skills/behaviours are essential for success in your role as a manager (Rockwell, 2017)?

With regards to John’s role as a research catalyst with the graphene company, John spends a significant amount of time assessing partners and coordinating research, which entails finding the right researchers. Since the researchers are partners as opposed to employees, the company does not have as much access to them. This means the company cannot direct them as easily so there is a significant loss of control. Therefore, John must find people that are highly motivated, achievement-oriented, and capture the vision of the company. The researchers also need to be generous and willing to take on a collaborative approach. John describes it as a “together future.”

What’s important about communication in your role as manager (Rockwell, 2017)?

John believes that timeliness is the most important aspect with regards communication in his role at the company. He states, “There are thousands of people that have entrusted and invested in the company with the hopes that the management will bring it to fruition. Therefore, I need to ensure that the research team understands the goals that the company has, and bring together industrial partners to help make those goals a reality. The research team needs to have continual communication with management so that the key decision-makers are aware of both progress that has been made and hurdles as they come that may threaten the company.”

How do you want people to feel about themselves when you’re communicating with them (Rockwell, 2017)?

John wants people in his organization to feel empowered so that they can achieve more and ultimately he states that he wants people to “embrace the truth of who they are.”

Christina

 

Reference

Rockwell, D. (2017, March 5). The Anatomy of Performance Enhancing Coaching Conversations. Retrieved on November 4, 2018, from https://leadershipfreak.blog/2017/03/05/the-anatomy-of-performance-enhancing-coaching-conversations/