A 4D Exercise

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A 4D Exercise

• If you were to describe yourself, what can you
  leave out and still beyou?

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A 4D Exercise
Friends and Family Members
Talents, skills, resources
Members of Groups and Organizations
Believers in HD
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A 4D Exercise
Friends and Family Members
Talents, skills, resources
Members of Groups and Organizations
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A 4D Exercise
Friends and Family Members
Talents, skills, resources
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A 4D Exercise
Talents, skills, resources
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A 4D Exercise
Talents, skills, resources
Learned from whom? Used for what?
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A 4D Exercise
Without society, we are
Feral Humans, like Genie
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A 4D Exercise
The best societies and organizations allows us to
develop
Talents, skills, resources
Friendships and family
Groups and Organizations
Human Dignity
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Leadership Lessons
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Lesson I

• Psychology and Individuals
• People take SD, RD, GD, HD seriously (Kohlberg
  and Gilligan)
• Your stakeholders (and you) are likely to reason
  in all these ways
• Make and explain your decisions in these terms
• Leadership Hypothesis
• The more Ds you have at your disposal, the better
  leader you will be

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Lesson II

• Psychology and Organizations
• How you design risk-reward systems will affect
  how employees pursue SD, RD, GD, HD (Trevino,
  Gioia)
• This, in turn, will affect productivity and
  reputation
• Leadership Hypothesis
• Designing risk-reward systems that reward all the
  Ds will be more effective than those that reward
  three or fewer.

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Lesson III

• Managers are social engineers leaders understand
  this fact.
• Every decision affects how employees, and you,
  can pursue SD, RD, GD, HD
• Leadership Hypothesis
• Constitutive leaders have a vision of what a
  healthy, integrated set of the 4Ds looks like and
  how it can be implemented

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Summary of Leadership Lessons

• The more Ds you have at your disposal, the better
  leader you will be
• Designing risk-reward systems that reward all the
  Ds will be more effective than those that reward
  three or fewer
• Constitutive leaders have a vision of what a
  healthy, integrated set of the 4Ds looks like and
  how it can be implemented
• Constitutive Leaders know when to be regulative

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Constitutive Leadership and Self-Knowledge

• Constitutive Leaders Understand and are Committed
  to
• Strong and nurturing relationships
• Promoting the good of groups they affect
• A respect for each and every human being
• Integrity and Courage flow from their knowledge
  and commitments

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The 4Ds, Integrity, and Courage

• Most of us develop integrity and courage when we
  fail, and understand why we fail, to support
  friends, groups, human dignity, or our ourselves
  in a stressful stituation.
• That we can see them as failures is a sign of
  ethical health
• Lets stand on our failures to reach our higher
  selves