Keeping Your Company Out of the Culture Wars, Keep it Free to Pursue its Business Purpose

Jonathan Haidt and Greg Lukianoff wrote an article that offers real-world advice to corporations. They are addressing businesses that want to simply do business while avoiding moral dependency of the up and coming generation that includes many childlike adults who have been coddled all the way through life, including at their elite universities. Here are the first three suggestions list in How To Keep Your Corporation Out of the Culture War: Eight steps business leaders can take to prevent ideological pressure and political conformity in the workplace.

1. Expand your definition of diversity. While racial diversity and gender expression often dominate what people mean by diversity on campus, for a company trying to serve a diverse market in a fast-changing economic environment, having diversity of opinion, diversity of experience, and diversity of social class and geographic background can be even more important. In fact, the kind of diversity most often found to confer advantages on teams is not demographic diversity but rather diversity of perspectives on topics closely related to the task at hand. This includes both functional diversity (e.g., what roles people play in the company) and political diversity (at least when trying to find truth about politically controversial topics).

2. Reconsider what colleges you hire from. While elite colleges offer the promise of bright and hard-working employees, the problems we covered in our book are generally more severe at elite private colleges. You might want to consider hiring from large state schools, and ones from regions of the country other than the West Coast or Northeast. This will increase your diversity by social class and region, and it may help your organization avoid the elite college groupthink that seems to be damaging some organizations, potentially giving your organization a competitive advantage.

You might want to go still further and consider hiring people who have not attended college at all, if you can put in place standards that still guarantee hard-working employees with relevant skills. We believe that the numbers of bright, hard-working, and talented people choosing to skip college or to learn through a less traditional alternative will increase in the coming years, while the ability of elite college graduates to work well with those who do not share their beliefs will continue to decline.

3. Orientation: Be direct with candidates and new hires. If you decide that you want your organization to be politically neutral or self-consciously politically heterogeneous it’s a good idea to say so in job postings, and to introduce that idea to employees from their very first day. For example, you could state: “Our company’s culture is oriented toward success in our mission, which is [lay out business mission here]. We therefore do not take public stands on issues that are not central to our business mission. If you're not willing to work for such a company, or with people who disagree with you on some of your deepest beliefs, this might not be the right organization for you.”

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How to Be a Human Animal, Chapter 27: The Exaggerated Benefits of Moral Rules

This is Chapter 27 of my advice to a hypothetical baby. I'm using this website to act out my time-travel fantasy of going back give myself pointers on how to avoid some of Life’s potholes. If I only knew what I now know . . . All of these chapters (soon to be 100) can be found here.

Today I’m here to warn you to watch out for those who cast about moral rules when they try to get you to obey them. Our most popular moral rules include these:

  • The Golden Rule
  • Utilitarianism
  • The Categorical Imperative

These rules do a very bad job of telling you what to do with your life. They don't even do a good job of telling you what to do next.

Let’s assume that you are Hitler trying tact in accordance with any of these rules. Imagine Hitler hearing about the Golden Rule of “Do Unto Others” at the peak of his tyrannical reign. Sure, he would think. “If I were any other intelligent person, then I would want me to run Germany exactly how I am running Germany!” If you think that Hitler would be applying the rule incorrectly, he would disagree. Further, there are no rules on how to apply the Golden Rule.

Utilitarianism has the same problem. It rule requires you to maximize well being by doing the thing that is the greatest good for the greatest number. Hitler would say: “I’m doing everything I can to bring the greatest good to the greatest number! You won’t believe how good this empire will be when I’m finished building it.” Again, you might disagree with Hitler here, but the way you apply utilitarianism depends on how you define “good,” and even reasonable people disagree intensely about what is “good.” Even massively dysfunctional and dangerous people like Hitler think they know what it means to be "good."

Kant’s Categorical Imperative demands that we take the maxim by which we propose to act and ask ourselves whether we could make that maxim a universally applicable maxim. Hitler would say that he was doing great things for Germany so, absolutely yes, everyone should act in accordance Hitler’s personal maxims of conduct. BTW, Kant famously declared that a proper maxim is to refrain from lying. He concluded that if a madman with a weapon asked you to tell him where your friend was (so he could kill him), you should not lie.

I'm not done kicking around our simplistic moral rules. People cavalierly state that we need to properly “apply” our moral rules as though “applying is a simple action akin to "applying" a band aid to a paper cut. It's clearly not that simple. There are many ways for people to consciously (and unconsciously) interpret our simple moral rules. They must:

• Decide what particular words of rule means.

• Distinguish the connotation from the denotation.

• Decide whether to read the rule narrowly or broadly.

• Decide whether the rule is persuasive and thus applicable in this particular case.

The bottom line is that our moral rules are hopelessly vague. They would never pass Constitutional muster. “Your Honor, we have alleged that the Defendant failed to act in such a way to result in the greatest good for the greatest number.” Although such a rule would tell us that we shouldn't set a forest on fire because we are bored and cold, we already knew that without the rule. [More . . . ]

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How to Be a Human Animal, Chapter 26: The Magic of Tuna Acceleration and Workspaces

This is Chapter 26 of my advice to a hypothetical baby. And yes, what I'm really doing is acting out the time-travel fantasy of going back give myself some pointers on how to navigate life. If I only knew what I now know . . .  All of these chapters (soon to be 100) can be found here.

You are only 26 days old, but you will someday escape your crib and your room with the same aplomb with which you escaped your mother's womb. And at some point in your adventures as a bipedal ape, you might be lucky enough to see some fish. One thing that I always found amazing is how fast a fish can go from zero to some absurdly fast speed. It turns out that this was explained in Andy Clark's excellent book, Being There: Putting Brain, Body, and World Together Again (1998). I had the opportunity to take four graduate seminars with Andy at Washington University and he excelled at filled our heads with non-stop counter-intuitive observations and explaining them in clear English. Here's how fish can take off like rockets:

The swimming capacities of many fishes, such as dolphins and bluefin tuna, are staggering. These aquatic beings far outperform anything that nautical science has so far produced. Such fish are both mavericks of maneuverability and, it seems, paradoxes of propulsion. It is estimated that the dolphin for example, is simply not strong enough l to propel itself at the speeds it is observed to reach. In attempting to unravel this mystery, two experts in fluid dynamics, the brothers Michael and George Triantafyllou, have been led ro an interesting hypothesis: that the extraordinary swimming efficiency of certain fishes is due to an evolved capacity to exploit and create additional sources of kinetic energy in the watery environment. Such fishes, it seems, exploit aquatic swirls, eddies, and vortices to " rurbocharge" propulsion and aid maneuverability. Such fluid phenomena sometimes occur naturally (e.g., where flowing water hits a rock). But the fish's exploitation of such external aids does not stop there. Instead, the fish actively creates a variety of vortices and pressure gradients (e.g. by flapping its tail) and then uses these to support subsequent speedy, agile behavior. By thus controlling and exploiting local environmental structure, the fish is able to produce fast starts and turns that make our ocean-going vessels look clumsy, ponderous, and laggardly. " Aided by a continuous parade of such vortices," Triantafyllou and Triantafyllou (1995, p. 69) point out," it is even possible for a fish's swimming efficiency to exceed 100 percent." Ships and submarines reap no such benefits: they treat the aquatic environment as an obstacle to be negotiated and do not seek to subvert it to their own ends by monitoring and massaging the fluid dynamics surrounding the hull.

The tale of the tuna reminds us that biological systems profit profoundly from local environmental structure. The environment is not best conceived solely as a problem domain to be negotiated. It is equally, and crucially, a resource to be factored into the solutions. This simple observation has, as we have seen, some far-reaching consequences. First and foremost, we must recognize the brain for what it is. Ours are not the brains of disembodied spirits conveniently glued into ambulant, corporeal shells of flesh and blood. Rather, they are essentially the brains of embodied agents capable of creating and exploiting structure in the world.

This passage brings me to today's advice: Don't just "Do," as Yoda suggests. Prepare your workspace and then "Do" with apparent super powers! Tuna prepare the nearby water by setting up their own currents before tapping into them. Ka-Bang!  Reminds me of the acceleration technique of the cartoon Roadrunner, but tuna acceleration is not fiction.

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How to Be a Human Animal, Chapter 25: Five Things Everybody Wants

Here is another chapter in this series of how to be a human animal. This is Chapter 25, which is a nice time to stop and invite a guest, so to speak. I want to feature musician Daryl Davis, who is one of my heroes. You'll find a more detailed version of his story here.  A few days ago, Daryl appeared on Joe Rogan's show. Here is an excerpt from the conversation, where Daryl lists five things every human being seeks, no matter who they are and no matter what they look like:

Joe Rogan:

You're a brilliant musician. And you have personally converted a number -- more than 200 -- Ku Klux Klan members, Neo Nazis. I mean, we talked about these guys giving you their their clan outfits and retiring because they met you. And just because you had reasonable conversations and made them realize how stupid these ideologies are that they had somehow or another been captivated by,

Daryl Davis:

I mean, at the end of the day, you know, a missed opportunity for dialogue is a missed opportunity for conflict resolution. It's as simple as that. But it's not just having a dialogue or a conversation or debate. It's the way that we communicate that makes it effective. For example, I've been to 61 countries on six continents I've played in all 50 states. All that is to say that I've been exposed to a multitude of skin colors, ethnicities, religions, cultures, ideologies, etc. And all of that has shaped who I've become.

Now, all that travel does not make me a better human being than somebody else. It just gives me a better perspective of the mass of humanity. And what I've learned is that no matter how far I've gone from our own country, right next door to Canada or Mexico, or halfway around the globe, no matter how different the people I encounter may be--they don't look like me, they don't speak my language, they don't worship as I do, or whatever. I always conclude, at the end of the day, that we all are human beings. And as such, we all want the same five core values in our lives. Everybody wants to be loved. Everybody wants to be respected. Everybody wants to be heard. We all want to be treated fairly. And we all basically want the same things for our family as anybody else wants for their family.

And if we learn to apply those five core values, when we find ourselves in an adversarial situation, or a culture or society in which we're unfamiliar, I can guarantee you that the navigation will be a lot more smoother.

Daryl Davis is now a member of the board of the Foundation Against Tolerance and Racism.

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