WikiLeaks, Influence, and The Age of Honesty

It begins when we are children. As Steve Hein of EQI.org points out, “Children start out emotionally honest. They express their true feelings freely and spontaneously. But the training to be emotionally dishonest begins at an early age. The child is told to smile when actually she is sad. She is told to apologize when she feels no regret. She may be told to kiss people good night when she would never do so voluntarily.” In short, she will slowly be influenced to conform to a social structure that attempts to control what feels true.

But what does emotional honesty have to do with WikiLeaks and Digital Influence, you ask?

It’s simple really. We are still struggling – as individuals and as countries – to break down the walls of ‘protection’ that we have been brought up to believe we must build. We have not yet replaced those walls with the bridges necessary to fully transform society.

We’re secretive. We’re protective. We’re afraid.

The good news is this: with the growing activity and discussion around network and citizen journalism, as Paulo Freire, author of Pedagogy of the Oppressed, says, “Those who have been denied their primordial right to speak their word” are finally finding their voice. For the first time since the Pentagon Papers, a site like WikiLeaks, and the influence it wields when it comes to shaping public opinion and awakening the collective (un)conscious, forces us to come to terms with how much we – personally and collectively – are willing to face truth and introduce transparency into all aspects of our lives. Only then can we truly straighten out the backbone of our troubled world. Furthermore, as the developments around WikiLeaks elicit a conversation among populations, we are compelled to recognize that this is not just about the military’s secrets, but about our own. In search of the elusive idea of safety, the emotional honesty we have been forced to abandon – and forced our children to abandon – has only shown us the high price we pay when we spend our adult lives living in fear and unhappiness or practicing deceit.


Logo used by Wikileaks
revisl by revisl
http://blog.ogilvypr.com/2010/12/wikileaks-influence-honesty/
 

 

We wear a mask that grins and lies
It hides our cheeks and shades our eyes
This debt we pay to human guile
With torn and bleeding hearts we smile

Paul Lawrence Dunbar

It begins when we are children. As Steve Hein of EQI.org points out, “Children start out emotionally honest. They express their true feelings freely and spontaneously. But the training to be emotionally dishonest begins at an early age. The child is told to smile when actually she is sad. She is told to apologize when she feels no regret. She may be told to kiss people good night when she would never do so voluntarily.” In short, she will slowly be influenced to conform to a social structure that attempts to control what feels true.

But what does emotional honesty have to do with WikiLeaks and Digital Influence, you ask?

It’s simple really. We are still struggling – as individuals and as countries – to break down the walls of ‘protection’ that we have been brought up to believe we must build. We have not yet replaced those walls with the bridges necessary to fully transform society.

We’re secretive. We’re protective. We’re afraid. Leer más “WikiLeaks, Influence, and The Age of Honesty”

Why Can’t Big Companies Solve Big Problems?

In fact, it’s that very question: “What is the question?” that seems to be the nub of the problem these days. In an increasingly turbulent and interconnected world, the ambiguity that surrounds us is rising to unprecedented levels. And that’s a serious problem that our current systems can’t handle. Fighting terrorism, fixing healthcare and restarting the economy aren’t just complex problems — they’re highly ambiguous ones.

It turns out that while large companies and organizations are phenomenally good at managing complexity, they’re actually quite bad at tackling ambiguity. A complicated problem is like playing a game of chess, an ambiguous problem is like having your in-laws over to dinner for the first time. In the latter situation, it’s not the number of variables that kills you. It’s what you don’t know that you don’t know.


By Edward Liu
http://www.fastcodesign.com/1662575/what-cant-big-companies-solve-big-problems

I completely agree. As a employee of a large conglomerate, I have fought hard to avoid becoming another cog in the system. The mentality is very conservative – that’s one part of the problem and it’s primarily due to the demographics of the company. At the same time, the great irony of being a large company and unable to fight large problems comes from the very political nature of a large company. Multiple “leaders” within the organization have their own agenda/goals. And when they all want different things, of course, it does not translate exactly into progress.

Utlimately, it’s true that it is the major leaders such as the CEO or Board of Directors which must make the right stand and not only encourage but ensure that hybrid thinking & solutions is implemented. However, going back to the demographics, it seems that unfortunately the inherent difficulties could mean that this may not happen for at least another generation. Let’s hope it is sooner than later. Leer más “Why Can’t Big Companies Solve Big Problems?”

Obama: desgravaciones a la clase media, no ya a los ricos

En tren de coincidencias, la medida se anuncia justo cuando General Electric resuelve cerrar su última fábrica de lámparas incandescentes, una tecnología desarrollada por Thomas Alva Edison en 1870. En cuanto a las desgravaciones tributarias, sus ocho años de vigencia eran, a su vez, resabios del ofertismo que el entonces senador Jack Kemp le vendió a Ronald Reagan en 1981.

Era una forma extrema de monetarismo, consistente en bajarles impuestos a los ricos, confiando en que pasarían sus ahorros al resto de la sociedad vía gastos y demanda laboral. Nunca ocurrió, pero Bush volvió al ofertismo en 2001/02 y eso llevó –junto con los gastos bélicos- a un creciente déficit fiscal.

Por el contrario, Obama instaura o mantiene facilidades a las clases media y media bajas, o sea a familias que ganan US$ 250.000 anuales y menos. Los sectores prósperos, en cambio, son devueltos al esquema de 2000/01. Esto, la reforma financiera y la de asistencia social explican que tantos magnates se vuelquen a una ultraderecha religiosa proclive a excesos como el de Terry Jones, ese pastor de Florida que quiere incinerar coranes.


“El nuevo programa tributario de los republicanos es similar al de George W. Bush: menos impuestos a las clases alta y media alta. Nosotros optamos –señala el primer mandatario- por incentivar la investigación vía pequeñas y medianas empresas”.

Por un lado, la ultraderecha propone quemar ejemplares del Corán y un grupo de magnates, acaudillado por Rupert Murdoch, Glenn Beck y Sarah Palin, cuestiona la presencia de un afronorteamericano en la Casa Blanca. Por el otro, éste anuncia el fin de las desgravaciones impositivas a los estratos sociales más prósperos. Dicho de otro modo, Barack Obama desmonta el legado de Bush. Leer más “Obama: desgravaciones a la clase media, no ya a los ricos”

El techo de cristal, ¿por qué pocas mujeres llegan a puestos gerenciales?

Una investigación publicada en 2005 en Harvard Business Review confirma que, tras años de iniciativas por la diversidad, el techo de cristal sigue existiendo.

El estudio señala que las mujeres en posiciones senior siguen frustrándose por las barreras que les impiden el acceso a puestos gerenciales.

Las encuestadas se lamentaban por la falta de oportunidades y reconocimiento para desarrollar todo su potencial.

Pero, ¿cuáles son específicamente los obstáculos que impiden a las mujeres alcanzar posiciones de responsabilidad?

La consultora Catalyst, especializada en mangement femenino, ha identificado las siguientes barreras:

1) Estereotipos y preconceptos negativos sobre las habilidades de la mujer para los negocios

2) Aversión al riesgo de depositar responsabilidades clave en manos de una mujer

3) Falta de planeamiento de carrera en mujeres ejecutivas

4) La naturaleza de los trabajos típicamente desempeñados por las mujeres en las organizaciones

5) Exclusión de las mujeres de las redes informales de comunicación


Carleton "Carly" Fiorina, CEO Hewlet...
Image by TechShowNetwork via Flickr
Carly Fiorina (ex CEO de HP) e Indra Nooyi (CEO de Pepsi) son algunas de las raras excepciones de mujeres en puestos de altísima responsabilidad en las corporaciones. ¿Por qué llegan tan pocas?
Por Mariana Paludi (Universidad de San Andrés)

Un reciente estudio de la Organización Internacional del Trabajo (OIT) señala que, en la última década, la ocupación femenina en América Latina creció del 42,1 al 47,1 por ciento.

Datos alentadores, sin dudas, acerca de la creciente importancia de la mujer en el mercado laboral.

No obstante, la investigación de la OIT sólo refleja una parte de la realidad. De hecho, además de la cantidad de mujeres que trabajan, es necesario observar la calidad de sus puestos. Y aquí los datos son menos alentadores…
Leer más “El techo de cristal, ¿por qué pocas mujeres llegan a puestos gerenciales?”