see moar Lolcats
I’m lucky enough to be attending the Women, Management and Work Conference in Sydney today. There is a great turnout, with many familiar names and faces from around Australia.
So far there has been an impressive line-up of speakers. Yet these impressive speakers each talked about the issues around gender pay equity (which does not exist here in Australia yet). They also touched on the changing nature of work and patterns of work – since many of us no longer work in the same field from beginning to end of our careers.
Paid parental leave was also touched upon – Heather Ridout noted how important she sees this issue for business. I agree, this is one area that is critical to driving productivity growth for Australia.
Mark Lennon also made a plea for people to realise that trade unions are still relevant. Not sure he made his case strongly enough to maintain relevance?
I look at the landscape for women in the workplace (especially in management) and remain disheartened that we have made so little progress during my working career. We seem to be having many of the same conversations about equal pay, equal opportunity in the workplace, discrimination, sexual harassment and parental leave as happened twenty years ago.
The strident complaints (or the hidden seething resentment) of men when women are appointed to positions ahead of them remain. Access to board roles remains distressingly low, although the Australian Institute of Company Directors is working hard on this at the moment. You can check out Tony Abbott having a bit of a gripe about gender here.
Yet I look at the landscape in Australia and am encouraged to see women in power at various levels. It is especially encouraging to see women as: Governor General, Prime Minister, Deputy Leader of the Opposition, State Governors, State Premiers, Mayors, local Councillors and other business leaders. But this is a very rare alignment of the constellations, rare enough that it is commented upon.
We have not yet reached a stage where having a woman in a position of power and authority is so completely normal that it is not even worth commenting upon.
CBS Interactive’s Cupcake Camp 2009 picture gallery
The video from last year is up on YouTube to inspire you.
Follow us on Twitter: @cccsyd
See what’s happening at #cccsyd
When: TBD but we’re looking at either Friday 20th or 27th August 2010 (5.30 pm – 7.30 pm)
Where: CBS Interactive Sydney
In the past we used to be able to separate the public from the private and business from the personal quite easily. But this was an aberration.
Privacy was a tiny blip in the long history of human existence. Going back only as far as our great grandparent’s generation privacy was relatively rare. And in the generations before that privacy was considered almost absurd, even for the very rich.
Most people lived in small cramped houses and shared their space with many others. In those days even conjugal relations were not private for most people.
Most people lived in villages too, where just about everyone knew each other’s business. But for a very short period, during the mid to late twentieth century, privacy was possible in the western world due to a new standard of housing.
It was the post World War 2 housing – where each nuclear family had its own house – that made privacy possible. Finally Mum and Dad had personal space and sometimes even the kids had their own rooms. For a brief period in the twentieth century privacy became the norm.
But with the Digital Revolution in the early twenty first century we have made a return to the village. And this time the village is virtual.
As we adopt the various social computing platforms in our personal lives – such as Facebook, Digg, Slideshare, YouTube, or Twitter – we blur the boundaries between public and private by our own making. Then, as companies and other organisations adopt the same technologies for business purposes and ask us to drive them, we begin the blur the boundaries between business and personal.
As a result we are turning into:
“ambient broadcasters who disclose a great deal of personal information in order to stay connected and take advantage of social, economic, and political opportunities.”
Source: Mike Sachoff webpronews.com
And, by means of this broadcasting of our information, we are paying the social media platform providers through our data. These providers are not making their platforms available to us for free. They are doing it because our data is the goldmine of the twenty first century. We are paying them by giving away data about our lives, which are increasingly exposed online in the virtual village.
This view of data as critical to the new internet (often called Web 2.0) was explained by Tim O’Reilly back in 2005 and is summarised nicely in this diagram by Ajit Jaokar.
And this new interactive and easier to use web is compelling to many of us. It enables us to do many things including:
But let’s put all of this aside for a moment to consider human nature. And to start let’s consider an old saying:
“What has been will be again, what has been done will be done again; there is nothing new under the sun. ”
Source: Ecclesiastes 1:9-14
Thus one thing we need to keep in mind about this digital village we’re living in now is that no human behaviour happens online that does not already happen offline. What is different, however, is the the amplification effects of the web and the way that the medium facilitates amplified responses.
We’ve all seen the poor secretary somewhere who writes an email only have it go global almost overnight and then lose their job. That’s the amplification effect of the web. In the past that conversation might have got out to a small group of people via word of mouth. But now it truly can go global in a matter of hours.
And, while this digital village gives rise to an enormous number of benefits and opportunities, it also gives rise to some risks.
The three key risks I see are:
This leads into the question of how we can mitigate these risks.
The main thing is to:
Accept the changed landscape and plan accordingly
The human race has survived the advent of many revolutionary technologies – including the printing press, the telegraph, telephone, radio and television. Each was predicted to cause disaster to our kind and, miraculously, we appear to have survived. But, rather than the doom predicted, each of these technologies has opened up remarkable vistas of opportunity, wealth and social good for humankind.
I predict that we will adapt to the digital revolution and be as unable to imagine life without it as we can imagine life without the telephone.
The common thread between these items is the importance of communication. And it is the communication by leaders and managers within organisations that signifies to people what standards of thinking and behaviour are acceptable.
This communication takes the form of spoken words, behaviours, gestures and also of absence, silence and looking away. Thus leaders communicate the way that it is acceptable to be within that organisation.
Ethics are hard to define – often they are easier to detect by their absence rather than by their manifestation in the daily life of an organisation.
When I used to work in government we talked about ethical behaviour as doing the right thing even when nobody was watching.
Interestingly, in that government context we discussed (and sometimes vigorously debated) things like probity quite a lot. Perhaps one of the features of an ethical organisation is that an ongoing discourse exists about what ethics means at a practical level for people within that organisation?
Another thing that supports an ethical organisation is a refutation of incompetence. Where incompetence is tolerated, accepted or covered up within an organisation it can override ethical considerations and breed bad outcomes.
At best, toleration of incompetence can lead to dispirited staff and unhappy customers. At worst incompetence can segue into breaches of statutory and regulatory requirements unless leaders and managers take vigorous steps to prevent it.
Incompetence tolerated also breeds passivity. If incompetence is accepted, and people are unable to stop it, then they cease to care. That giving up caring about quality means that the organisation is starting down a slippery slope that can lead to poor delivery initially and, ultimately, to ethical issues.
It is a pretty safe bet that an organisation that tolerates incompetence is not simultaneously facilitating discussions about ethical behaviour or probity. It is not likely to be focused on high quality outcomes for stakeholders such as shareholders, customers or staff.
The next step beyond this is conspiracy. This situation is neatly outlined by Michael Krigsman in his recent article, Dell lawsuit: Pattern of deceit.
As Michael summarised it:
Dell shipped approximately 12 million computers containing faulty components and then tried to hide the problems from buyers.
For Dell this appears to have played out, with staff members actively conspiring to do the wrong thing by customers, as a failure of ethics.
This kind of situation makes me wonder just what communication (taking the form of spoken words, behaviours, gestures and also of absence, silence and looking away) that the Dell leaders and managers were demonstrating to their people?
I wonder too, how many other organisations suffer in similar ways? And, if you are a leader or manager, what signals are you sending to your people about acceptable ways of being in your organisation?