This post contains publicly available content and my responses to exercises from this unit of the course created by Julian Stodd and Sea Salt Learning.
As I started the course, I decided that I would go for 100% completion of all exercises given that there was a leaderboard for completion and learner engagement. On the back of that decision, I decided to do the exercises using “wild mind writing”.
Introduction
In this level, we will explore the relationship between Social Leadership and fairness, and also introduce the framework for fairness, a model which allows us to consider the gap between intention and impact.
Overview
Video
This video explores fairness and the gap between aspiration and reality.
My response:
Everything is fair until we do not get our own way. Like a child stamping their feet saying "it's not fair".
Without the full facts of a situation. no one can say what is fair.
Re statements of intent, we need to call out behaviour and actions that are inconsistent with those statements.
Re re-engineering, teams doing the change often include representative staff. Not every member of staff can be included in all decisions. Re working out loud. 7 German organisations employ 1.7m people, how is fairness applied in that context?
Often fairness cannot be verified. In normalising a team's competencies, subjective judgements will inevitably be made especially on soft skills re eg influencing skills. Organisations are made up of people
* wondering at what point social leaders become formal in the way they operate *
* wondering whether social leaders are inherently fair in all their actions *
1.2. Circling Fairness
How does Fairness fail? List three ways.
My response:
- by stating it as a value but not executing
- by not involving all stakeholders to a decision in that decision making process
- by having a process for decision making and then not following that process
Remembering major tender processes in organisations that I have been involved in where the rationale for major procurement decisions have not been explained ("narrated"). By not so doing, this often undermines commitment to seeing that decision through to implementation.
1.3. Fairness
Reflections on fairness, how to achieve it, and what happens when we don't.
Podcast
Who is responsible for the Fairness of an organisation?
My response:
fair: treating people equally without favouritism or discrimination.
I am.
We are.
I/we need to act fairly every second of every minute of every hour of every day we are on the organisation's business.
1.4. Challenge
This video explores how we can actively take steps to help our organisations be fairer in their actions.
Video
My response:
Identify pressures: time, ignorance of the subject area, there is already a "right" answer, being asked to rubber stamp a decision, "easy" decisions may make us make snap decisions.
Defo pick rubbish up at work regardless of who is watching if anyone. I do sometimes pick up litter in the world but only where there are not huge amounts! I love that Keep Britain Tidy slogan "Don't be a tosser!"
Getting better at being fairer in every area of my life and being more inclusive.
1.5. Our Shared Differences
Globally, we are differentiated in what our view of ‘fairness’ means. Through engagement, we can understand and build shared understanding.
What is your view on global fairness? How can we agree, when our spaces are so different? Use this space for reflection: learn from other ideas, even those you don’t agree with.
My response:
I recommend the Cultural Intelligence for Leadership MOOC from FutureLearn.
As an evangelical Christian, I am connected in a deep spiritual relationship with any other evangelical Christian anywhere in the world regardless of location whenever and wherever I meet them physically or virtually.
Given that this is an organisational course about the Social Age, I would argue that the discussion should solely relate to the activities and markets of the organisations that we work for.
If my personal values are inconsistent at any point with the values of the organisation I work for or how they are asking me to operate anywhere in the world then I should seriously consider my position.
1.6. How fair is your organisation?
Contribute some thoughts on how Fairness relates to you and/or your organisation.
My response:
Interesting for me as an employee of a family-owned business. The owner has employed his son. This is causing some people "problems" in terms of how they view the son. For me, it is none of my business and arguably should not be anyone else's either. However, would I have the same view if that individual was involved in any decision that I viewed as unfair to me or others?
I would say that working for my current organisation is more laid back than other organisations I have worked for but we get through a significant amount of work. We have many clients who UK learners would be familiar with and we are dealing with highly secure systems that are significant in the life of the UK.
I do not detect many examples of unfairness in my current organisation. May be there would be more if there were more employees and more in the same roles and people were e.g. getting passed over for unfair reasons.
1.7. Fragments of Fairness
What causes fairness to fail? Think of three reasons that organisations end up acting unfairly.
- taking shortcuts in processes
- recruiting in their own kind
- rewarding those who have been employees longest but for no other good reason
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