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Creating ethical cultures in business: Brooke Deterline at TEDxPresidio - YouTube
Channel: TEDx Talks
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Translator: Ilze Garda
Reviewer: Maricene Crus
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So I got an e-mail last week
from the conference organizer;
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it said, "Good news!
You're going after Van Jones."
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(Laughter)
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I thought, "In whose alternate universe
is it a good thing to follow Van?"
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(Laughter)
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And then I remembered
I'm here to talk about courage:
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our ability to act from our hearts
in the face of fear.
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And courage as a skill
that we can build with practice,
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so thank you for this tremendous
opportunity to practice.
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(Laughter)
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First, let's take a look at
what does life look like without courage.
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(Video) The Enron fraud is the story
of synergistic corruption.
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There are supposed to be checks
and balances in the system.
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The lawyers are supposed to say no,
the accountants are supposed to say no,
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the bankers are supposed to say no,
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but no one who was supposed
to say no said no.
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(On stage) So, has anything changed
in the last 10 years?
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And, please, raise your hands
when you've had enough.
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(Laughter)
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Yeah, me too.
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And it doesn't have to be this way.
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What if the people in these circumstances
had the courage and the skills
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to act on their values
in the face of fear?
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I met a man who did in exactly
one of those types of circumstances.
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We'll call him Ted.
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He found an illegal trading ring
in his department,
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and he didn't know what to do,
so he did nothing.
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As the days passed and the stress built,
he decided he would have to quit.
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He confided in his friend
in another department,
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and his friend said to him,
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"If you went into the system,
could you find the program?"
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And Ted said, "Yes."
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His friend said,
"Then you have no choice."
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What Ted says is he was reminded
of who he was, of his values,
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in that moment, reflected by his friend.
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So he came forward, and justice prevailed.
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I had my own subtle experience
with powerful situations.
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I was working for a company,
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and I found out the CEO was doing
something unethical and illegal.
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So I called a meeting with my boss,
the CFO, and his other direct reports
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in a scenario that looked
shockingly like this Stock photo.
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(Laughter)
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I went to deliver the news,
and I knew he would struggle.
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Although a very ethically driven man,
the CEO is also a good friend of his.
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So I delivered the news,
and he looked at me and said,
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"I think we should do some more
research and give it a little time."
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I was so dumbstruck by the answer
that everything went into slow motion
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like it did when I was a kid
playing soccer.
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I looked around, and everyone
has their head down or is slowly nodding.
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I was so perplexed!
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I know these people, they're good people,
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and the last thing you want to do
is to put more time
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between when you know and when you say
in a circumstance like this.
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So I was confused,
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but the humbling part of the story for me
is then my thought process goes to,
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"Maybe we don't have to do anything.
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Maybe it isn't such a big deal.
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I don't even have to say anything."
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And then I was given a gift:
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the CFO was called
out of the room for a minute,
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and in that moment, I remembered,
"This is one of those moments.
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This man hired me
because he believed in me;
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he believed I would do my job
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and act on our shared values
when it was hard."
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So he came back into the room,
I stepped back into time, and I said,
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"We should go to the Board."
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He paused, and he looked at me,
and he nodded.
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And we did.
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But what I will never forget
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is that I am and we all are vulnerable
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to situational influence all the time;
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it's just natural human wiring.
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This is from our founder
Dr. Phil Zimbardo.
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He found this out in 1971
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when he conducted the famous
Stanford Prison Experiment
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that showed that even the most ethical
and compassionate among us
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can easily betray our values
in the face of a challenging situation.
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I won't make you
raise your hands for this one,
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but think back over the last six months.
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How many of you have been in a situation
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where you thought, "Someone should do
something, or I should say something."
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And think of the subtle ones
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because those are often
the ones that get us,
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and you and no one else did anything.
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It's natural,
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it's a natural human tendency
to be a bystander,
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to follow a leader or a group
that we know is doing something wrong
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for sense of acceptance
or sense of security.
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The good news is we get to choose.
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But first, it's even harder for us
in business to do the right thing.
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The research out of Harvard
on ethical fading
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shows that when we're focused
on operational objectives
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and you throw pressure on top -
sounds familiar? -
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the ethical implications of our acts
will fade from our minds.
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Pay attention when people say,
"This is business";
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find out what they mean
when they say that.
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So now the good news is we get to choose.
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Between stimulus and response,
there is a space,
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and our work is about using that space
to get us to reconnect to our values,
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to our hearts, to our natural wisdom
to act courageously.
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The kids in our program
call it the magic pause button.
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The way we do that is we do something
called Social Fitness Training.
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It was developed over 25 years
by Dr. Lynne Henderson.
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The great news about it
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is that with practice
we can actually retrain our brains
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to override our natural fear response,
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to act consistently from our own values
in the face of fear.
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Start to think the key aspects
of her work to remember,
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start to recognize your patterns:
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where do you stand up easily
and where do you not?
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Once you know your patterns,
practice the situations that scare you.
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We call them social flight simulations.
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And just like with pilots,
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if you practice with some level of fear,
it creates the muscle memory
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so that when the actual moment arises,
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you can act in the way
that you've practiced.
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You start to use that shot
of fear or adrenaline
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as your cue for mindful action
versus avoidance.
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In neuroscience,
they call it "priming the brain."
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So how do we foster these ethically
courageous corporate cultures?
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Become a pattern interrupter:
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start to interrupt your own patterns,
create your own pause button,
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create it for your teams
and organizations.
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I think we can all agree
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if we look at the challenges
facing our economic system,
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our political system,
and the world at large,
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we're going to need a bigger pause button.
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What I also know by our work
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is that we are all born
with the innate capacity for courage.
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It's a choice -
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one I hope we'll all make, and it matters.
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Thank you.
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(Applause)
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