Showing posts with label moral courage. Show all posts
Showing posts with label moral courage. Show all posts

Friday, March 8, 2013

Political Moral Persuasion and Social Selection


As a human species we develop our political views with those around us who help shape our experiences, motives and attitudes through approval, information, and advice (Levitan  & Visser, 2009). Openness to persuasion depends on those who are immediately around us. The majority of people use others to evaluate and define their own beliefs and opinions.

When issues of morality come to the forefront of conscious people become more convinced of the rightness of their assumptions. Such people are less tolerant of those who disagree with them (Skitka et al, 2005) and become further beyond the influence of others outside their social networks. They double down on their convictions and begin to avoid those who disagree.

This avoidance further puts them on a particular stream of consciousness that seeks out confirming information while ignoring dis confirming information. The more alienated a person becomes from those who disagree the more they lack critical thinking skills to counter their perspectives. There is a natural push to confirm one’s morality through creating identifiable networks with similar beliefs.

Morality is open to general debate about its origin and make up. Some believe that morality arises from pure emotion that is independent of reason (Hume, 1739). Morality can also be seen as pure reason without including emotion (Kant, 1785). Evidence has supported the concept that morality is a dual process conceptualization where both emotion and cognitive assessments create moral judgments (Ben-Nun Bloom, 2009).

In all cases morality is a conclusion. It is a conclusion about how things should be and for what reason they exist. Using critical thinking and seeing multiple perspectives in any moral question brings out the ability to use both emotion and cognition to determine the “rightness” or “wrongness” of one’s conclusions. Those that are able to evaluate themselves and those within their networks can avoid the perils of group think and limited perspective.

A study conducted by Bloom and Levitan (2011) used 145 undergraduates from Stony Brook University which exposed students to two politically divisive issues. The study explored moral versus non-moral decision making as well as the heterogeneity of a person’s social network. In the study the students were first asked about their moral presumptions and their social networks. Once cued with messages they were asked to re-evaluate to see if there were any differences. 

Results: 

-Association of social network heterogeneity and morality condition.

-Three-way interaction between religiosity, network heterogeneity, and morality condition.

-Network composition and morality is valid across ideologies and different levels of moral conviction.

-When primed to think about morality issues disagreeing members were viewed less warmly when compared to when morality questions were not invoked. 

-Moral issues create a belief system that one is closer to their network. 

Analysis:

Morality is a social affair. When issues are not morally divisive people are willing to accept alternative explanations. However, when issues become more morally associated levels of alternative explanations are selected out. Those who hold varying points of view are seen as more different while those who hold the same beliefs are seen as more alike. People use their social networks to validate their beliefs and gravitate to those social networks that support their beliefs. Encampment is created as people separate themselves out into their particular social networks to validate their experiences and beliefs. 



Ben-Nun Bloom, P. (2009b). The moral public: Disgust, harm, and moral judgment. Paper presented at the meeting of the International Society of Political Psychology, Dublin, Ireland.

Bloom, P. & Levitan, L. (2011). We’re closer than I thought: social network heterogeneity, morality, and political persuasion. Political Psychology, 32 (4). 

Hume, D. (1978). A treatise of human nature. Oxford: Oxford University Press. (Original work published in 1739).

Kant, I. (2002). The groundwork of the metaphysics of morals. Oxford: Oxford University Press. (Original work published in 1785).

Levitan, L. C., & Visser, P. S. (2008). The impact of the social context on resistance to persuasion: Effortful versus effortless responses to counter-attitudinal information. Journal of Experimental Social Psychology, 44, 640–649.

Skitka, L. Bauman, C., & Sargis, E. (2005). Moral conviction: Another contributor to attitude strength or something more? Journal of Personality and Social Psychology, 88, 895–917.
Political Moral Persuasion and Social Selection

Wednesday, January 30, 2013

Ethics and Moral Courage in Leadership Positions



Organizations seek to develop stronger levels of ethical business practices in order to limit negative employee behaviors that can damage public image, lessen investor confidence, and improve upon contractual relationships with stakeholders. The first step in developing an ethical organization is to hire an ethical leader. Through proper leadership modeling in moral courage and ethical behaviors employees develop standards that apply to their own behaviors. 

Developing ethical organizations, and meeting the needs of people, requires strength of character (Hunter, 2003). It is difficult for leaders to deal with the multiple issues that often face them from competing interests. When leaders use an ethical value system they have an anchored value point that allows them to judge the validity of these competing interests. 

Strong leaders should have an impetus to act with moral purpose.  Such conation requires moral courage, moral efficacy and psychological ownership over one’s behavior (Hannah, Avolio, & May, 2011). Positive behaviors require an ownership over one’s life and responsibilities toward others. Such concepts need to be embedded in the way leaders view themselves and their purpose in leading.

Moral courage is “the ability to use inner principles to do what is good for others, regardless of threat to self, as a matter of practice” (Sekerka and Bagozzi, 2007, pp. 135).  It is a willingness to do what is in the best interest of others and the group even if one were to lose something of value. It can be further understood as, “a commitment to moral principles, an awareness of the danger involved in supporting those principles, and a willing endurance of that danger” (Kidder, 2005, pp. 7). 

Ethics and moral courage are associated but not exactly the same concept. Ethics is a minimal standard of behavior that avoids engaging in immoral actions (Treviño et al., 2006). It is more defined by compliance with the law, telling basic truths, and conducting business within standard societal constraints. It is a much lower level of investment in one’s decisions than moral courage. 

Ethical behavior also has a pro-social component. Moral courage is associated with the desire to use inner standards that encourage actions that help others (Sekerka & Bagozzi, 2007). It is this wider understanding of the needs of the group that creates a higher standards of existence. Through this moral courage one acts with effort to help others live happy and free lives based upon underlining principles of inherent value. 

Leadership has a huge impact on the moral and ethical actions of their organizations. Leaders impose significant influence on followers’ thoughts and behaviors related to ethical and moral expectations (Lester et. Al., 2010). It is through watching leaders that employees come to understand appropriate actions. 

Ethical and moral leadership is not easy when competing interests are pushing for certain results. However, such leadership can improve upon the overall financial and public image of the organization overtime. Furthermore, it creates workplace expectations and guiding behaviors that impact the  habits employees use to solve their own issues. Such ethical approaches require the focus on others beyond their own needs and the courage to follow through on guiding principles to make it happen despite the competing interests.

Hannah, S. T., Avolio, B. J., & May, D. R. 2011. Moral maturation and moral conation: A
capacity approach to explaining moral thought and action. Academy of Management
Review, 36.

Hunter, J. D. 2003. The death of character. New York: Basic Books.

Lester, P., Vogelgesang, G., Hannah, S., & Kimmey, T. (2010). Developing courage in followers: Theoretical and applied perspectives. In C. Pury & S. Lopez (Eds.), The psychology of courage: Modern research on an ancient virtue: 210-45. Washington, DC: American Psychological Association.

Sekerka, L. E., & Bagozzi, R. P. 2007. Moral courage in the workplace: Moving to and
from the desire and decision to act. Business Ethics: A European Review, 16,
pp. 132.

Treviño, L. K., Weaver, G. R., & Reynolds, S. J. 2006. Behavioral ethics in organizations:
A review. Journal of Management, 32, pp. 951-90.