ICCCA

1. ICCCA The Impact of Values on Organizational Relationships, Civility and Leadership

2. ICCCA • Values, Ethics, Relationships and Civility The Legal Relationship The Moral Relationship Values Affect Relationships Values and the Organization Chart Institutionalizing Values Values and Civility Values and Leadership

3. LegalorMoral

4. Legal • The compact, charter, contract, covenant, convention, and • The warrant, the license • The authority: duty to others • No Choice, Relationship is Governed

5. The Legal Boundaries • Illinois Community College Act • Board policy—contract with public and employees • Contract between the board and the president • Contract between board and employee • Union Contract

6. The Legal Relationship • “To make appointments and fix salaries of a chief administrative officer, who shall be the executive officer of the board….” Community College Act 805/3-26a

7. Legal Relationship The Contract between the board and staff • --Defines what board and staff expect of each other • --Defines compensation, benefits and duties • --Defines obligations board and staff have to each other

8. The Legal Expectation • The Board governs • The Staff lead, administer, counsel and teach

9. But There is More The Moral Relationship

10. Moral • Conscience, character, constitution and grace; • Principles with a sense of right and wrong; • An Attitude, allegiance to morality; • Good citizenship, civility; • A Choice, Not Governed, self control.

11. The Moral Relationship • The relationship between the Board and the CEO, and the CEO and the administration, establishes the style, tone and culture for the entire enterprise. • It is a choice, legal or legal and moral.

12. The Moral Relationship • Key terms—ethics, morals and values. • Why ethics, morals and values in an organization. • Where do values fit in an organization. • Moving from individual values, to group values, to organizational values.

13. The Moral Relationship • Ethics—the study of standards of right and wrong. • Morals—having to do with right and wrong conduct. • Values—that which has intrinsic worth, or a principle, standard, or quality which is worthwhile—moral values.

14. Moral Values Kinds of Values • Quality Values? • Work Values? • Moral Values? • Educational Values?

15. WHY MORAL VALUES • Today’s Technology Leverages Our Decisions and Actions • Something Innocent Can Become a Nightmare • A Bad Moment Can Create Lasting Difficulty

16. Current Financial Crisis No Way, NOT POSSIBLE • in 1970 • in 1980 • in 1990 • in 1995 TECHNOLOGY NOT AVAILABLE

17. Current Financial Crisis • Technology in the Wrong Hands • Technology which: Few understand Few can see

18. Current Financial Crisis • 1968: Fannie Mae, Freddy Chartered • 1971: Richard Nixon Floats the USD • 1972: CME--Currency Futures • 1973: Black/Scholes Options Model • 1977: Community Reinvestment Act • 1981: Reagan/Thatcher Free Market

19. Current Financial Crisis • 1986: Big Bang--London Stock Market • 1990: Fannie, Freddy Guarantee • 1995: 400B Asset Backed Securities • 1997: Credit Default Swap Created • 1998: Long Term Capital Management • 2001: CDS=A Few Billion • 2007 CDS=61 Trillion Worldwide • 2008: Freddy, Fannie, Lehman, AIG

20. Why Moral Values • Moral values provide a framework and structure by which one can evaluate decisions and choices before they are made. • Moral values provide a reference system which assists in predicting the consequences of our decisions and actions—effect on people and environment.

21. Why Moral Values • Using moral values to analyze and evaluate decisions and choices is an activity easily learned. • Deciding which moral values are important and appropriate is simply a matter of choice.

22. Moral Values • Values guide behavior • Values guide our treatment of others • Values guide our hope for others • Values guide our service to others Values are the Quality of our Character

23. Moral Values Create Culture • The Individual • The Group • The Organization • The Nation

24. The Moral RelationshipValues and the Organization • Values—overarching principles guiding behavior and process (how). • Vision—governing destination affecting direction (where and what), and the manner the direction is attained (how). • MissionandPurpose—reason for organization; Its primary purpose and reason for existence. • Goal—marker or achievement which carries out mission and purpose. • Objective—defined accomplishment which helps to achieve a goal. • Activity—actions and events which achieve objectives.

25. Moral Relationships--Why a Values Driven Organization • Great need for moral awareness. • Creating organizational energy. • Creating a good place to work. • Creating a culture of achievement and accomplishment.

26. What Drives Civility Ethics Values

27. What is Civility • The concept of civility appears to have three components, some say two components, but never just one. • Three: Community, Citizen, Conversation

28. Civil • Observing accepted social usages, not rude; civilized, creating an advanced society of cultural and intellectual attainment, good taste. (American Heritage College Dictionary, 3rd Edition; a paraphrase)

29. Community The home, the town, the tribe, the state, the nation, the planet Civilization

30. Citizen The person, the people—their individual and group ethos; “their disposition, character or fundamental values peculiar to the person, culture or movement. Values

31. Conversation Discourse, interaction, dialogue, talk, debate, speech, speak, commune, chat, visit, confer. Citizenship

32. References • Reclaiming Civility in the PublicSquare—10 Rules that Work, Dahnke, Spath and Bowling. ISBN978-1-59594-150-3 • Fostering Civility on Campus, Judy Rookstool, ISBN 978-0-87117-379-9 • Encouraging Civility as a Community College Leader, Paul Elsner and George Boggs, Editors. ISBN 0-87117-362-X

33. Ten Rules that WorkDahnke and Spath with Bowling, 10-68 • Know Yourself—you can’t step outside of yourself to understand another if you know not from where you stepped. • Listen with Your Strength—focused listening may give you a headache that is good for you.

34. Ten Rules that WorkDahnke and Spath with Bowling, 10-68 • Respect: Differences are Enriching—Differences bring news we did not have; it is learning. • Listen with Your Mind—Your ears hear; your mind understands • Help Comes from the Most Unexpected Places—Your Adversary can be an Ally

35. Ten Rules that WorkDahnke and Spath with Bowling, 10-68 • Relationship is Everything—Those who disagree can have sound relationships. • Listen with Your Heart—Ear, mind and heart together are never uncivil. • Trust, Trust, Trust—Trust is a foundation of faith which hurts no one, not even the betrayed.

36. Ten Rules that WorkDahnke and Spath with Bowling, 10-68 • One is Powerful—A person of conviction, courage and calm is never ignored. • Numbers Count—Many persons of conviction, courage, and calm are never ignored.

37. What Now

38. College Values • Easy to discuss • Easy to decide • Easy to define COLLEGE VALUES STATEMENT

39. We are what values; what values are we? • Choose three moral values which you consider to be important. • Let us see what we have in common? • Is what is in common the making of a new ethics and values statement?

40. Civility Statement • In the Office • In the Halls • In the Classroom • On the Grounds • On the Streets • In the Home CIVILITY IS EVERYWHERE

41. Civility Statement • Civility is embedded in the values statement. • Write the civility statement. • Make it a board policy. • Publish it. • Expect civility. • Hold each other accountable.

42. Leadership Which inspires vision and benefits society is founded in and around a MORAL CORE

43. Leadership BECOMING A LEADER IS A JOURNEY INWARD

44. Leadership A LEADER WHO APPRECIATES IS A LEADER WHO IS APPRECIATED

45. Leadership AND SELF-GRATIFICATION ARE INCOMPATIBLE

46. Leadership EVERYONE INVOLVED

47. Leadership CREATES A SECURE ENVIRONMENT

48. Leadership ACTION BIASED LEARNS FROM MISTAKES

49. ICCCA MISSION GIVES AN ORGANIZATION PURPOSE VALUES GIVE IT A HEART