After spending some time reflecting on this course, there are three lessons that I have been able to take away. These three lessons have stuck out at me for one reason or another and I believe they provide great value for my future. These three lessons include the ideas of making management a profession, poor actions/decisions are likely to be habitual, and finally the idea of egoism.
Doctors, lawyers, and military members all take an oath before starting their respective profession; managers do not. Perhaps it is time for managers to take an oath. It is said that “professionalizing management would greatly curb misconduct, because moral behavior is an integral part of professionals’ identity—a self-image most want strongly to preserve” (Khurana & Nohria, 2008). While I may not be in any position to professionalize management, it is something that I can implement within my own organization. The United States Air Force already does this by having all noncommissioned officers take an oath prior to putting on the rank. Organizations that make such an oath a big deal helps guide the leaders it creates into making the right moral decisions.
The next lesson that I learned was that a lot of the ways people behave is purely habitual. It is said that “habits – including our traits, abilities, and character – carry the marks of our environment. That is the sense in which our habits are social. They also embody our previous choices, including our choices to strengthen or alter our habits” (LaFollette, 2007). In other words, a racist may not be racist because they choose to be evil, they may be racist because of how they were raised or the environments to which they’ve encountered.
Finally, the last lesson I learned was the idea of egoism. It is said that “the psychological egoist claims it shows that everyone always seeks to promote her own interested” (LaFollette, 2007). In other words, Mother Theresa helped people because it promoted her own interests. Had she been running a multi-billion dollar company she probably would have been miserable; whereas helping the poor and sick made her feel good inside. This for me has me rethink why I do what I do and I’ve been able to come to the conclusion that I’m an incredibly selfish person! I’m intrinsically motivated to help people and helping people makes me feel good inside; if it didn’t make me feel good, I probably wouldn’t be doing it!
This week I’ve discussed the idea of making management a profession, that poor decisions made are often times habitual, and finally that even the kindest of actions can be generated out of personal self-satisfaction. The first lesson opened up the possibility of implementing my own oath that members of the organization take, the second lesson allows me to see people with a fresh set of eyes and become more empathetic, and finally the last lesson changes how I view things and what motivates people. This has been an interesting course and while valuable lessons have been learned, I’m glad that it’s finally done!
References
Khurana, R., & Nohria, N. (2008). It’s Time to Make Management a True Profession. Retrieved from Harvard Business Review: https://hbr.org/2008/10/its-time-to-make-management-a-true-profession/ar/1
LaFollette, H. (2007). The practice of ethics. Malden, MA: Wiley-Blackwell.