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I
t has long been accepted that an organization This discussion of the Descriptive
will only maximize its effectiveness if its Framework for Loyalty follows the
members are loyal to the same ideology. following sequence:
The debate continues, however, over exactly
what such a loyalty is. Some traditional thinkers • Refining an appreciation for the
contend that loyalty is a one-dimensional complexity of loyalty
absolute that forms a bond between two ele- • Providing detailed description of the
ments, whether individual or philosophical. Framework; and
This opinion, and its strong influence, have • Communicating basic application of
unfortunately limited discussion in literature the principles.
on how leaders can deal with the reality that
loyalties are more often multi-facetted, if not Loyalty is Multi-Facetted
conflicting. As a result, there is a shortage of Do you remember the last time you heard
models or tools offering help. someone described as “a disloyal employee”?
If we push aside any injustice related to
Given the limited tools, the leader at the centre such a comment, we can question whether
of competing-loyalties situations has undue the use of the word loyalty is appropriate.
difficulty making the best ethical decision. I contend not. The query should not focus
on “Are they loyal?”, the attention should
Purpose investigate “To what are they loyal?”. The
The purpose of this paper is to provide a frame- difference is significant: the former implies
work that provides insight into the question of that loyalty is binary (yes/no), the latter
competing loyalties. The featured model increases acknowledges that it is multi-facetted.
understanding of the fact that loyalty is multi- Clearly, it should not be marginalized
dimensional, and is a tool to bring targeted as being limited to issues of reciprocity
stakeholders to a “win/win” resolution. and obedience.
The Wacowich "Demand for Particulars" was Obedience to Woods' "care plan" and and
achored in the Seven Habits, with the AHE Report ests mandated by jidicial authority does not
("Singh") intended to address the issues as far change the fact that that CHAP "Distorted
ahead as possible.... "begin with the end in mind". Dontent" was the issue and "Lily Cares"
was the proposed soltution.
Fathers-4-Justice,
A L I G N I N G L OYA LT I E S
"Hi & Lois Dissected"
Organizational Authority
samplings of our competing loyalties. The The Descriptive Loyalty Framework stratums
problem for the leader at the centre of the are summarized on page 173.
situations described is that there exist few
frameworks to provide insight and assist them Basic Application of Principles
to make the best ethical decision. For the The Descriptive Framework for Loyalty
leadership, lack of understanding can lead to (figure 3) reveals the multiple dimensions
undue hardship on the individuals involved of loyalty typical to a work environment.
and the organization. What we therefore should Pictorially, the model represents the ideal,
seek is to maximize the alignment of indi- where all loyalty vectors are aligned.
viduals’ various loyalties. Just as martial arts
techniques emphasize skeletal alignment The application of the model always starts with
for maximum impact force, alignment of the self. The premise is that the low-order Maslow
personnel’s loyalties will greatly improve needs of personnel must be addressed first, so
the effectiveness of any operational group. that they can then focus on issues of loyalty.
Its application is actually far simpler than the
Detailed Description of convoluted logic that created it. In fact, it is
the Loyalty Framework very similar to many process improvement
Given the premise that awareness and approaches and conflict resolution techniques:
understanding are a key step to facilitating
organizational renewal and improved effec- 1. Define the present.
tiveness, the model defines the kinds of 2. Identify areas of agreement and seek to
loyalties, called stratums. understand the areas of disagreement.
FACS' job is to review the foresnic record with some degree of care and address the client's needs
in reporting for the Crown (vice the 'ex). As events unfolded, the diagnostic objective was to "treat"
something and this had the end effect of leaving the appellant "disqualified" to justify the battery.
# L OYA LT Y S T R AT U M OV E RV I E W
1 Self This stratum is the starting point for application of the model,
The period on FACS' meds and is sine qua non (without which not). Loyalty to one’s self
was only going to take the is the foundation and frame of reference for all other loyalties.
appellant further away from
the Maslow hierarchy by Before an individual can have a predisposition to issues of
negating short-term and loyalty their basic human needs of food/shelter/security must
long-term employability
be addressed (Maslow). Only after the basic needs are met,
concerns.
will the individual be prepared to address their higher-order
The custody and access needs and loyalty needs. Note that the model does address
issues, for the professional that at that later point they may choose to marginalize those
pilot and patriarchal role are basic needs in support of a higher loyalty.
paramount but were opposed
by the "Consent Order" Here they will seek out and be loyal to those endeavors that
demands (post "Elwell"). align with their morals and values.
2 Peer This independent stratum of loyalty focuses on those loyalties
The "Social Crusade" Issue based on an emotional bond, or on principle. Examples include
& (Mrs. Doubtfire for FACS) family members and friends.
3 Immediate Authority This independent stratum of loyalty is with the person’s immediate
CAME Delegations supervisor, and what they represent in the workplace context.
4 Organizational Authority This independent stratum of loyalty is with the senior authority
TC's "Refusal to Renew" figure of the person’s organization, and what they represent.
5 Organizational Culture This independent stratum of loyalty is with the culture, traditions
DND Defense Ethics and beliefs of the organization, and what it represents. The
Issues and Expectations loyalty aspects of this stratum go beyond any authority figure.
6 Regional Culture This independent stratum of loyalty is with the culture,
Alberta Mental Health vs traditions and beliefs of the broader societal group with
Transport Canada (via "Bland") whom the individual interacts, and what they represent.
7 National Culture This independent stratum of loyalty is with the culture, traditions
Fathers-4-Justice and belief attributed to the nation, and what it represents.
8 Universal Principles of This independent stratum of loyalty is with the more abstract
Justice and Equality universal principles of justice and equality for human beings
and their environment. (Kohlberg stage 6)
This is covered under the Charter; the right to be presumed innocent until proven guilty in a
fair and public hearing (which would try the case on the weight of all materials available to
the Courts etc.)
For German vs DND, this includes pardoned offenses, under-reported issues and
diagnostic observations that were political, not physiological, in nature.
"Unfit for Service" and "Restraining Order" issues; errata at TC Disclosure "Tab #9)
More specifically in the context of understanding Second, beyond the “self” stratum, it would
and resolving situations where loyalties are be normal to see only a sampling of the other
questioned, the process corresponding to the stratums for a given person or context. With
previous must: the exception of the “self” loyalty stratum, no
stratum is a prerequisite for any other.
1. Identify and understand what are the
parties’ loyalties, as per the model; then, Third, the model does allow that once an
define the extent or intensity for each individual has satisfied their lower-order Maslow
one of those loyalties. needs, they may later choose to marginalize those
2. Compare the matrix of loyalties (and related basic needs in support of a higher loyalty item.
intensities) against that of all other parties
involved. Identify areas where the loyalties Conclusion
align (by subject), then review the intensity It is recognized that peak individual and
of the loyalties felt for each. Now identify organizational performance will only occur
commitments and loyalties that do not align, when conflicting loyalties are minimized. The
and conduct the same analysis. Descriptive Framework for Loyalty is a unique
3. Realizing that perfect alignment of all tool; it acknowledges the multi-dimensional
loyalties felt by all parties is difficult, if nature of loyalty, and provides the situational
not impossible, an important question is insight required to nurture esprit de corps,
“Does having alignment on this particular and resolve conflicts.
loyalty issue really matter?”. When docu-
menting the vision or end state, the goal
is optimization and the improvement of The case became a tug-of-war between Flight Surgeons
esprit de corps, not creating photocopies and shrinks vs the interests of the pilot.
of individuals.
4. Create/apply a plan to bring the parties or Plus, the interests of the "accused" vs the interests of the
Crown (which should be synonymous according to "the
stakeholders towards that vision. By maxi-
principles of fundamental justice").
mizing the alignment of the individuals’
loyalties, organizational effectiveness Due to the adversarial nature of the gender battle, and
will also increase. the "corrections" system, there was no trust whatsoever
between the physician and the patient... to the point
where diagnostic "observations" were taken directly from
Application Notes for the Model
the 'ex.
First, it is significant to note that there is
no stratum for “loyalty downward”, which is "Under-reported dependencies", full
a critical aspect of the effective organization. paragraph :disclaimers" and "willingness to reinstate his
professional sanctioned care plan" and "follow-up
consultations" are simply political and self-serving
"observations" leading nowhere.
Doctors…..
Commanders...
ü Need t o f o l l o w t h e c o d e o f c o n d u c t o f both
professions - which first? ü Must protect the confidentiality of medical
advice/information.
ü Treat their patients as their skills permit.
üUnderstand how the “personal” impacts on the ü Insist on open communications with MO.
24 ETHICS IN OPERATIONS
MEDICAL ETHICS PANEL THEME: “THE MISSION AND MEDICAL ETHICS : IS THERE A CONFLICT
ü Challenge pers policies that seem arbritrary or ü Ensure that illness/injury does not place fellow
üMos/CFMS - Quality and Continuity of Care Note the plaintiff was returned
ü Each soldier must report and follow med dir to Flight Ops after a layoff that
ballooned from two weeks to
eight months, and was
CANADA’S ARMY/ L ’ARMÉE CANADIENNE dual-qualified in the Transport
Canada venue.
25 ETHICS IN OPERATIONS
ETHICS AND OPERATIONS PROJECT RESULTS
The Trilemma
Environmental
Environmental
LAW Factors
Factors. ETHICS
Doing the
"Respecting the rule of law" Doing the "Respecting ethical imperatives"
To regulate social affairs. Right
Right Rules, consequences, care,
values Thing!
Embodied in laws and regulations Thing I Embodied in organizational values
PSYCHOLOGY
"Respecting psychological influences"
"Individual differences, beliefs, pre-dispositions"
Moral development
Social Identification
Internal Principles
31 ETHICS IN OPERATIONS
"Steer Me into Pills"
"Snot-Gram to Dr. Woods"
"Wrong Answer Dr. Woods"
"Dr. Woods Enabler" faxes etc.
ETHICS AND OPERATIONS PROJECT RESULTS
"Singh" (AHE 22 Mar '02) was "Respecting the rule of law" means
intended to get the issues down reporting to FACS A/R but does not
pre-trial, speak to "motive" and
The Trilemma mean accepting the diagnostic
address the LVC Concerns. "recommendations" and
"conclusions" as binding.
Environmental
Environmental
LAW Factors
Factors. ETHICS
Doing the
"Respecting the rule of law" Doing the "Respecting ethical imperatives"
To regulate social affairs. Right
Right Rules, consequences, care,
values Thing!
Embodied in laws and regulations Thing I Embodied in organizational values
Social Identification
The "Consent Order" led to social
Internal Principles
identification as assigned by the shrinks,
based on codependency and an
indeterminate period of "follow-up and
consultation".
OUTCOME OF THE STRESS AND CHOICES ON THE PERSON
31 ETHICS IN OPERATIONS