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ANAGERS and boards are often pushed by investors, fund managers and analysts to focus on a single measure of success, such as shareholder value or profit, and then they do everything they can to maximize it. Ass a result, they tend to overlook other important measures— for instance, customer satisfaction, employee motivation and supplier support—and their narrow view of the organization can do long-term damage. Companies should be managed much more holistically. Certainly, some enlightened CEOs and boards understand this. When Paul Polman became the CEO of Unilever, for example, he stopped giving analysts earnings guidance, dispensed with quarterly profit reports and said there’d be no special treatment for hedge funds. Instead, he focused his metrics on the long-term needs of a full range of stakeholders.
Initially, the market took a dim view of this shift, punishing the stock price. But it rebounded months later, after analysts accepted Polman’s wider lens. Think of it this way: Organizations are a lot like individuals. To live a full, satisfying life, you probably wouldn’t focus exclusively on wealth, sacrificing every bit of joy so you can have a large bank balance on your deathbed. Nor, most likely, would you concentrate only on your
health, wrapping yourself in cotton wool to take zero risks with your well-being. Maximizing one thing would mean giving up too much in other areas. Most of us have found that it’s better to work on a combination of things—to look after the whole self’s best interests. Similarly, business leaders and governance teams must look after the whole company. Their mandate is to improve the probability of their organizations’ long-term survival and growth. To gauge their success, they need a composite scorecard with both objective and subjective targets for key stakeholders. For instance, they may want to gauge employees’ productivity, innovation and contentment, and customers’ profitable revenue and satisfaction. And so it goes, stakeholder by stakeholder. But even if a metric is classed as objective, someone ultimately has to apply the “good enough” test, which is subjective. This requires continual judgment and adjustment—it’s much messier than using a single metric—but it’s what executives and boards get paid for.
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HOULD you act dominantly or deferentially when you negotiate? Some past studies have shown that when negotiators act dominantly by raising their voices, expanding their body postures to appear larger and moving themselves to physical positions associated with power, they can often claim more of the value available in a negotiation. But there are instances when negotiators should act deferentially—maintain a constrictive body posture, adopt a softer tone of voice, and ta ke other steps to ensure that their negotiation partner feels respected and unthreatened. In especially complex negotiations, negotiators need to find a conversational dynamic that allows them to exchange information effectively, unravel areas of dispute and ensure that all the nuances of a potential deal are fully explored. This is best achieved
when two parties attain “dominance complementarity,” wherein one person in an interaction behaves relatively deferentially and the other behaves relatively dominantly. In a set of two experiments, colleagues and I had people participate in simulated complex negotiations over either a job offer or the merger of two companies. We gave participants payoff grids indicating, through a point system, how valuable each issue was to them. We instructed some participants to act dominantly by using expansive body posture and taking charge of the conversation, and some to act deferentially by using constrictive posture and making sure that the other person felt respected. The control group wasn’t instructed one way or the other. We found that pairs consisting of one negotiator behaving dominantly and the other behaving deferentially reached better deals than pairs consisting of two dominant negotiators, pairs consisting of two deferential
Graham Kenny is the managing director of Strategic Factors, a consultancy based in Sydney, Australia. He is the author of Crack Strategy’s Code and Strategic Performance Measurement.
negotiators, or pairs in which neither negotiator received behavioral instructions. We judged the success of each deal by calculating the number of points negotiators accumulated from the payoff grid. They reached these superior deals because they more successfully exchanged information about their preferences and the priorities they placed on different issues. In short, they communicated more effectively—with the dominant negotiators stating preferences and the deferential negotiator asking questions. It’s important to note that the study participants who performed well by behaving deferentially did not sacrifice their own preferences or ignore their own desires. Instead, they used a subtler, more respectful conversational approach to satisfy those desires and achieve their goals. Scott Wiltermuth is an associate professor of management and organization at the University of Southern California’s Marshall School of Business.
IS DESIGN THINKING STILL A COMPETITIVE ADVANTAGE?
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OW that design thinking is everywhere, it’s tempting to simply declare it dead—to ordain something new in its place. It’s a methodology always in pursuit of unforeseen innovation, so reinventing itself might seem like the smart way forward. But in practice, design thinking is a set of tools that can grow old with us. And in order to create sustained competitive advantage, businesses must be not just practitioners, but masters of the art. The future of design thinking is here; it just isn’t evenly distributed. Some complex and large-scale systems are adopting the practice in holistic ways. The Innova School System, for example, with 23 schools thus far, is applying design thinking across its platform, from how the classrooms are built to the curriculum.
But I can count such examples on one hand, and that unevenness in distribution is due to a lack of creative mastery. For organizations that haven’t invested in a sustained way, the end results can be incremental and short-lived. Customer satisfaction and sales might see a bump, but incremental ideas are easy to copy. True competitive advantage requires nonobvious solutions executed in elegant ways. One company that’s going for creative mastery is Umpqua. When the bank acquired Sterling Financial Corp. over a year ago, doubling its size and creating the West Coast’s largest community bank overnight, CEO Ray Davis seized the moment to reinvest in design thinking across the organization. Umpqua created and set up an exhibition at its headquarters in Portland, Oregon, focused on designing human-centered experiences,
products and technological tools. Teams large and small, from executives to associates, walked through the exhibit, and Davis invited them to sign their names at the end only if they sincerely believed in the approach. Company evangelists handed out Moleskines with tips on “how to be better-makers,” and an internal tool helps teams master design thinking through open-platform challenges. Design thinking even shows up in the questions asked during reviews, when employees are evaluated on how successfully they’re building its principles into everyday work.Getting to that kind of mastery is our challenge for the next decade. How might organizations build deep design thinking skills and creative leadership at all levels?
How to handle a stress episode B M V
feeling one’s mouth go dry, and so on—provides us with an opportunity to forestall the escalation of stress. Instead of trying to ignore these symptoms, the counterintuitive yet highly effective approach is to pay attention to them. The acronym RAIN is a simple yet powerful tool for handling a stress episode. It allows us to shift our perspective of the stressor from threat to manageable challenge, and to activate our own resources to meet the challenge with equanimity. Recognition: Consciously take notice of what is occurring in your body and mind. For example, “My mouth feels dry and there is a pit in my stomach. I feel like an idiot.” Acceptance: Acknowledge that the stress response is present and allow it to be here. This doesn’t mean that you’re happy about it, but giving up the effort to resist it is, paradoxically, the quickest way to help it subside.
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VERYONE encounters challenging conditions that can induce stress. But how well we continue to function has a great deal to do with how we assess the situation and how we respond. When we view the conditions as a challenge for which we have the resources needed to respond, stress can actually give us an edge in performance, as when a well-trained athlete gets butterflies in her stomach right before a competition. When we view the stressful conditions as a threat, something for which we are not equipped, our performance is likely to deteriorate. Recognizing what’s happening in the body when we’re stressed is the first step to shifting what’s happening in the mind. Any one of the classic physiological stress responses—breathing hard, feeling one’s heart race, perspiring,
Investigation: Ask yourself calmly what thoughts and emotions are present. A person feeling stressed before a job interview might answer: “I can’t believe I sound so lame. I’m afraid that I will lose this opportunity and will feel like a failure.” Nonidentification: Having recognized, accepted and explored the implications of your stress symptoms, the final step is to realize that although you are experiencing them, they do not define you. “I am having the thought that I may feel like a failure” is very different from and much more manageable than “I am a failure.” Using this tool helps you regain your strength and sense of control, and proceed in a calm, rational manner.
MONDAY MORNING Tim Brown is the CEO and president of the international design consulting firm IDEO and the author of Change by Design.
“The agriculture sector will be under great competitive pressure. We need to execute better on production, because it’s hard to compete in food manufacturing and processing if we don’t have a production base. Otherwise, we have to import everything,” he said.
Monique Valcour is an executive coach, keynote speaker and professor of management at EDHEC Business School.
© 2013 Harvard Business School Publishing Corp. (Distributed by The New York Times Syndicate)
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Have faith and be thankful
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EAR God, we are fully aware that You are working out things even we don’t feel it sometimes. You keep reminding us to have faith and be thankful because we believe that with faith, hope and love, miracles grow and bloom. Being anchored with You in all matters of any circumstances, we know by heart You will never let us down. Amen. FB, INSPIRATIONS, YETTA CRUZ AND LOUIE M. LACSON Word&Life Publications • teacherlouie1965@yahoo.com
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HERITAGE ALWAYS A TARGET IN WAR Perspective BusinessMirror
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HERITAGE ALWAYS A TARGET
IN this August 24, 2005, file photo, villagers gather to watch a theater play in front of the empty seat of the Buddha that was destroyed by the Taliban in Bamyan, central Afghanistan. AP/TOMAS MUNITA
B L K | The Associated Press
his looting of marbles from Greece’s Parthenon—it took 3,500 troops three days to burn down and tear apart the palace.
AIRO—A nearly 2,000-year-old temple in the Syrian city of Palmyra was the latest victim in the Islamic State group’s campaign of destruction of historic sites across the territory it controls in Iraq and Syria. The group has destroyed ancient buildings and artifacts, as well as shrines to Shiite and Sunni Muslim saints—looting some sites for profit—all in the name of purging what it considers symbols of idolatry to create a society dedicated solely to its extreme and violent interpretation of Islam. The IS campaign has horrified many around the world with a scope of destruction that hasn’t been seen for decades. Still, it isn’t unprecedented. Throughout the centuries, invaders, religious fanatics and colonizers have targeted works of art, houses of worship and other pieces of heritage. The goal is often to uproot, eliminate, replace or impose control over the culture and heritage of their opponents. Nearly every ethnic or religious conflict across history has seen at least some cultural destruction, along with genocides like the Nazi Holocaust against the Jews. Below is a look at some examples:
Wahhabism
THE Islamic State group’s rabid ideology against shrines and historical sites is rooted in Wahhabism, the ultraconservative Sunni Muslim interpretation preached by Sheikh Mohammed Abdul-Wahhab, who lived in the 1700s in what is now Saudi Arabia. Allied with the powerful Saud family, Abdul-Wahhab’s followers destroyed anything they saw as promoting idolatry or polytheism, including shrines of Shiite and Sufi saints, and the destruction of a ma-
Spain
DURING the Muslim invasion of Spain in the 8th century, churches were often destroyed or turned into mosques. Conversely, when Christians took back the peninsula in the centuries-long Reconquista, completed in the 15th century, they destroyed mosques or turned them into churches. Also, after King Ferdinand II and Queen Isabella ordered the expulsion of Jews from the peninsula in 1492, synagogues were turned into churches.
Second Jewish Temple in Jerusalem
ROMAN armies destroyed the Jewish Temple in Jerusalem in 70 A.D. after a revolt against
First of three parts
Babri Mosque
HINDU extremists tore down the 16th-century Babri Mosque in northern India in 1992, sparking riots across the country that left at least 2,000 people dead. Hindu groups claim the mosque was built after a temple dedicated to the Hindu god King Rama was destroyed by Muslim invaders, though that claim is disputed by some historians. Still, it’s undisputed that over the centuries, Muslim invaders of South Asia did destroy Hindu holy sites. For example, the Somnath Temple in western India was destroyed multiple times by Muslim rulers, the first time in the 11th century.
jor Shiite shrine at Karbala in what is now Iraq. Today, the alliance with Wahhabism remains one of the foundations of rule by the Al Saud royal family.
Protestant Reformation
DURING the Reformation in 16th-century Europe, Protestant preachers railed in sermons against Catholic statues of saints and other religious relics as forms of idolatry. Mobs of Protestants attacked hundreds of Catholic churches, particularly in France, Germany and the Netherlands, destroying statues and images—and in England under King Henry VIII, churches were stripped of their relics and riches. The result erased from Europe’s cultural landscape untold numbers of works of art.
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HE Philippines is embarking on another journey this month with its expected adoption of the 17 Sustainable Development Goals (SDGs) of the United Nations (UN). From the eight Millennium Development Goals (MDGs), the Philippines will join other countries in setting more targets to improve the lives of their citizens.
IN ISLAMIC STATE WAR, LIKE OTHERS,
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IN this August 7, 2015, file photo, a worker, standing in front of ongoing excavations at the Templo Mayor archaeological site, directs people into the adjoining museum, in central Mexico City. AP/REBECCA BLACKWELL
Roman rule. The temple, built 500 years earlier to replace the first temple destroyed by the Babylonians, was the heart of Judaism. The first temple had held the Ark of the Covenant, which vanished after the Babylonian conquest. All that remains of the second temple is its Western Wall, which is today the holiest site in Judaism, located at the base of Jerusalem’s Temple Mount.
The Aztecs’ Templo Mayor
SPANISH conquistador Hernan Cortes conquered the Aztec capital, Tenochtitlan, in 1521, bringing to an end the empire that ruled over much of what is now Mexico. To root out the local religion, Cortes ordered temples destroyed, including the Templo Mayor, the giant step pyramid at the center of Aztec spiritual culture—and site of their human sacrifices. The temple was leveled, and a Catholic church built on its remains. Parts of the temple were uncovered in the 1970s during the digging of a metro in Mexico City.
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The country’s full-year poverty incidence rate per population has remained above 25 percent since 2006. In terms of magnitude or actual number, data showed an increasing trend to around 23.75 million poor Filipinos, from only 22.64 million in 2006.
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The Philippines is considered as a net importer of food. The Philippine Statistics Authority (PSA) reported that last year, the country’s agricultural trade deficit expanded by 78.72 percent to $2.73 billion, from $1.53 billion recorded in 2013. The PSA said the country’s farm deficit widened last year, as the growth in imports of farm products outpaced that of exports.
PHL TO ADOPT NEW DEVELOPMENT TARGETS DESPITE DIFFICULTIES IN ACHIEVING MDGs
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in modern-day Nigeria—was one of the grandest capitals in Africa. In the late 19th century, negotiations with the British trying to dominate the area and its trade turned bloody, with Benin’s troops killing a British expeditionary force. In retaliation, British troops captured the city and burned it to the ground, destroying its palaces and religious sites. They also carted off some 2,500 works of art, including bronze and ivory sculptures and plaques and the palace’s carved wooden gate.
Beijing’s Old Summer Palace
DURING the Second Opium War, waged by Britain and France against China to force it to open up markets and legalize the opium trade, British troops in 1860 destroyed the sprawling Old Summer Palace in retaliation after the Chinese tortured and executed members of a British diplomatic mission. Built some 100 years earlier, the palace was a sprawling complex of palaces, pavilions and gardens filled with works of art. After orders came from Britain’s High Commissioner in China, Lord Elgin—notorious for
Modern-day Islamic militants
FOR decades in the 20th century, Islamic militant groups in the Middle East, including al-Qaeda, put little emphasis on destroying shrines or historical sites. But alQaeda’s ally the Taliban brought back the tactic in dramatic fashion in 2001 when they blew up the two towering 1,500-yearold statues of Buddha carved into a mountain in the Afghan region of Bamiyan, stunning the world. Since then, the tactic has gained prominence among Islamic extremists as a way to tout their claim to “purify” society and create their vision of an Islamic state. Sunni hard-liners have increasingly attacked shrines across the Middle East. In the West African nation of Mali, Islamic radicals in 2012 overran Timbuktu, the historic city of Islamic culture. The militants destroyed 14 of the city’s 16 tombs of prominent figures and thinkers and also targeted the library of camel-skin-bound manuscripts dating back to the 13th century that included ancient learning in astronomy, law, history and philosophy. They set fire to the institute where many of the manuscripts were stored, destroying an estimated 4,000—though the majority were successfully spirited out of the city by the library’s custodians.
PERSPECTIVE
FROM the 15th to 17th centuries, Benin—
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The 17 SDGs will replace the MDGs, which were adopted in 2000. The SDGs represent not only the post-2015 agenda but also a new hope for the world. According to the UN, the goals represent 17 of humankind’s hope for an inclusive, sustainable and prosperous future.
Millennium goals
FIFTEEN years ago, the Philippines was one of 189 countries that adopted the eight MDGs. The MDGs aimed to eradicate extreme poverty and hunger; achieve universal primary education; promote gender equality and empower
MVP URGES GOVT TO CRAFT STUDY ON LNG PANGILINAN said one particular concern the government should focus on is offtakers of liquefied natural gas.
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Don’t try to dominate a negotiation
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At the signing of the media partnership agreement between the BM and the Apec CEO Summit held recently, Luz said the integration of Association of Southeast Asian Nations (Asean) countries will exert a “great competitive pressure” upon the country’s farm sector.
THE FALSE PROMISE
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Higher farm output to make PHL competitive in Asean
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THE FALSE PROMISE OF THE SINGLE METRIC BusinessMirror
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HE dismal state of the country’s agriculture sector must be addressed immediately, as higher farm output is key to ensuring that the Philippines would remain competitive in an integrated Asean, according to Asia-Pacific Economic Cooperation (Apec) CEO Summit COO Guillermo M. Luz.
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women; reduce child mortality; improve maternal health; combat HIV/AIDS, malaria and other diseases; ensure environmental sustainability; and global partnership for development. In the beginning, some critics believed the goals were very ambitious, and that these targets did not consider the circumstance of poor or less-developed countries, whose levels of development were significantly lower than high-income countries. However, Philippine Institute for Development Studies (PIDS) senior research fellow Celia M. Reyes said this was addressed by the kind of targets that were specified in the MDGs. Most targets did not recommend absolute numbers, rather, these targets focused on percentages. “Some might argue that the targets may be very hard to achieve for some of the countries but, I think, they tried to address that by C A
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USINESSMAN Manuel V. Pangilinan stressed the need for the government to provide a well-crafted study on liquefied natural gas (LNG), particularly on a plan to bid out the construction of a 105-kilometer gas pipeline that will run from Batangas City to Manila, in a bid to boost gas-related investments in the country. The project, more known as the “Bat-Man” gas pipeline, was proposed in previous administrations, but failed to kick off primarily on concerns involving the supply of gas and sufficient demand. One particular concern the government should focus on is offtakers of LNG, according to Pangilinan. “Who will be the consumers? Why will you build it when there is no sure market. It could be the industrial customers and the power plants, but then you have got to import the gas eventually,” Pangilinan said, when asked if his group is interested to join the auction should it finally happen this year. Another concern raised by the chairman of the Manila Electric Co. (Meralco), a unit of which is engaged in power generation, is on the infrastructure that will convert the gas into liquid. LNG is natural gas converted into liquid state for easier storage and transportation. Upon reaching its destination, the LNG is regasified so it can be distributed through pipelines. “You have to build a regas facility somewhere in Bataan, Batangas, Cavite or wherever. You will import LNG so you have to regas it and push it through the pipeline, and then, of course, who buys the gas? “As I said, it could be industrial customers, but then eventually when you satisfy the demand, who else? Also, you have to pipe the gas. That’s expensive,” Pangilinan said. All these factors, according to him, must be thoroughly planned. “So, we really need to plan everything. Why build something, in the first place, if there is no market. Importation of gas is also another factor. S “P,” A
PESO EXCHANGE RATES n US 46.7660
n JAPAN 0.3901 n UK 71.3509 n HK 6.0342 n CHINA 7.3480 n SINGAPORE 33.0105 n AUSTRALIA 32.8344 n EU 52.0739 n SAUDI ARABIA 12.4702 Source: BSP (4 September 2015)