17 july 2004 isbee 3rd world congress 1 governance, trust and sustainability australian catholic...

17 July 2004 ISBEE 3rd World Congress 1

Governance, trust and sustainability

Australian Catholic University

Centre for Research

into Ethics and Decision-making

in Organisations


The workshop

• Work in progress

• A monthly meeting of academics,

business people and consultants

• Exploring common interest in

philosophy and its practical application

• Work in progress

• A monthly meeting of academics,

business people and consultants

• Exploring common interest in

philosophy and its practical application

forum

A story - Penrith Lakes

Structure of governance

Introduction

In 4 parts: 1.30 pm - 3.30 pmJohn Little

Ian Stainton Stephen Ames

Tom DalyRick Hayes

Sean McNelisJamie Pearce


Governance foundations of trust

A dynamic structure for human flourishing


Why governance?

Some recent crises• National Australia Bank

• Telstra

• HIH insurance

• Enron

• Arthur Andersen

• Victorian Police

• Iraq - treatment of prisoners Not just a question of having ethical

codes, legal systems, infrastructure or

commitment of senior people;

but ultimately of having

“good” character,

on the ground.

Attributed to:

• Distrust between directors

• Independence of advice

• Profit obsession

• Lack of transparency / accountability

• Political pressure

• Corrupt organisational culture….

This workshop explores what this might mean

Where the actions of one or a few can

destroy much and many


Our structure of governance - with the person at the centre…

The Ground

Achievement shared

“The Good”

Choice

The Person

Trust


…and from the centre of the person (wonder) arise questions

Questions are powerful -

as:

• indicators of openness

• initiators of change

• the basis of control and

coordination - and of

progress and development

• the ground from which we

develop ourselves

• a way to correct bias and

illusion

Questions: the key to our structureQuestions: the key to our structure

Yet questions may be:• overlooked

• ignored

• not asked

• suppressed

• not heard

Yet questions may be:• overlooked

• ignored

• not asked

• suppressed

• not heard

Hence, questions can be:

a source of inner tension,

as bias and illusion may

dominate choice

Hence, questions can be:

a source of inner tension,

as bias and illusion may

dominate choice


If questions are the key….some questions about questions

How might we get hold of the key?

How many questions can we ask?

How might we classify questions?

What sort of questions are there?

Where do questions come from?

Why are questions not asked?


Short answer

Long answer

Who?, what?,

When?, where?..

Why?, how?

Is it?

Will I?

explanation

yes, no

………data1

2

3

4

….. (maybe)

be attentive

be intelligent

be reasonable

be responsible

Questions ………. classified by the sorts of answers they seek

be open and driving

choice


Our story of Penrith Lakes places a key person at the centre…

The Ground

Achievements shared

The Good

The Person responsible

reasonable

intelligent

attentive

open

and a range of productsfrom cooperating


Penrith Lakes

as told by

Ian Stainton AM


THE PLACE

• A SAND AND GRAVEL DEPOSIT IN A DEPOSITIONAL RIVER FLOOD PLAIN 36,000 YEARS OLD.

• IN WESTERN SYDNEY AT THE FOOT OF THE WORLD HERITAGE LISTED BLUE MOUNTAINS.

• ON THE SHORES OF THE NEPEAN RIVER IN THE MAJOR HAWKESBURY NEPEAN WATER CATCHMENT.


PENRITH LAKES SCHEME

• SHARED VISION OF MANY OTHER STAKEHOLDERS

N.S.W. GOVERNMENT

PENRITH CITY COUNCIL

THE COMMUNITY

• AUSTRALIA’S LARGEST CONSTRUCTION MATERIALS QUARRY

• THREE LEADING AUSTRALIAN COMPANIES BORAL – RINKER (USA) – HANSON (UK)


SCHEME’s CONTEXT

Regional Context:

• Provides 450 full time jobs• A$50 million to regional city economy

• Supplies 75% of Sydney’s construction sand market

• Supplies 60% of Sydney’s construction gravel market

• Scheme has put Penrith City in International arena as an Olympic regional City of Sydney

• Attracted over $40 million of State investment

• A$150 million per year to western Sydney region

• Major employment potential in recreation & tourism

Local Context:


IN THE BEGINNING

COMPETING SCHEME CONCEPTS

LARGE MAIN LAKE SCHEME - ABUNDANCE

Competing Concepts

WETLANDS SCHEME - SCARCITY

• Maximised Environmental Benefits

• Maximised Recreational Benefits

• Affordable to build • Extra $90 million to build

• Supported by: • Supported by: • Government

• Council • Community

• Affordable to maintain

• Industry

• High maintenance costs


CHANGE

BY “CONSULTATION”

• Extra $90 million to build offset by urban revenues shared with the community stakeholders

• Supported by: • Government • Local Council

• Community

• Industry

LARGE MAIN LAKE SCHEME

URBAN DEVELOPMENT


ABORIGINAL HERITAGEEUROPEAN HERITAGE

ENVIRONMENT

RECREATION

WATER MANAGEMENT

RESOURCES

EMPLOYMENT

FLORA & FAUNA AGRICULTURE

TRAFFIC

LAKES VILLAGETOURISM

ECONOMIC IMPACTS

FLOODING

SAFETY

A COMPLEX BALANCE for QUALITY COMMUNITY OUTCOMES

BUILDING TRUST


INNOVATIVE LEADING EDGE MODEL

• FINDING CHAMPIONS

• OPEN AND TRANSPARENT

• BEING CREATIVE

• BEING GENUINE AND GOING THE EXTRA MILE

• INVOLVING STAKEHOLDERS NOT JUSTTALKING AT THEM

• SPEND A DOLLAR TO MAKE A DOLLAR


THE PENRITH LAKES COMMUNITY IN 2004

• LAKE SIDE VILLAGE MASTER PLANNING IN PROGRESS

•PARK MASTER PLANNING IN PROGRESS

• 400 HECTARES OF LAKES COMPLETED

• ABORIGINAL EDUCATION & RESEARCH CENTRE OPERATING

• ENVIRONMENTAL EDUCATION CENTRE OPEN


PENRITH LAKES – Converted high standard extractive industry to world class, Olympic venue, tourist attraction, recreational parkland, high quality

ecosystem management and high profit residential after use.


Penrith Lakes

Was it a fluke?

It was no fluke, but an achievement of good governance


Our structure of governance - with the person at the centre…

The Ground

Achievement shared

“The Good”

Choice

The Person

Trust

Control


Our four sorts of questions

1

2

3

4

Sense and memory.

our experience

imagination,perception

intelligence ideas, conceptsunderstanding,insight

reason what is true, real, fact / riskjudgment

responsibility Change - and controldecision

give us...through our powers of..

enquiry

talk

walk

wonder


Our powers of control are extensive -

and the basis of integrity - and virtue

1. within oneself

2. in transactions

with others

be attentive

be intelligent

be reasonable

be responsible

be open


1. within oneself, personal integrity is when..

directs/controls

performance

in any part

..the integrating

power of

the whole

be attentive

be intelligent

be reasonable

be responsible

be open

We call this the mind’s minder, or

the heart of mind


2. with others, integrity underpins social interaction..

1. Research

2. Interpretations / possibilities

choice

be attentive

be intelligent

be reasonable

be responsible

be open

..in 8 dynamicvalue-adding stages

3. Facts / reality / probabilities

4. Positions 5. Vision, mission / value

6. Policy / strategy

7. Plan / capability

ACTION on the GROUND8. Valued products /

by-products


ACTION on the GROUNDValued products /

by-products

In summary, a large view of control….

Research

Interpretations / possibilities

Facts / reality / probabilities

Positions

Learn

Vision, mission / value

Policy / strategy

Plan / capability

Lead

be attentive

be intelligent

be reasonable /critical

be responsible

be open

deliberate

Past Future

monitor

Choose

coordinate

implement

commit

Link

review / evaluate

consider


…Control’s roots are on “the Ground”

as matter, all we can touch, see, smell, etc..

as body, enwraps and expresses

‘the person’

as data, evidence of past and present achievement


..and control seeks “the good” - limited or large

Human good

Particular goods

Openness to transcendent reality

Friendship

Integrity

Truth

Beauty

Achievement (in work and play)

Life itself T Daly

fulfilling work

safe workplace

just wage

quality product

ROI

profit

Good order

sustainability

growthjob opportunities

reputation

fair dealings

Rights & Responsibilities

environment

The golden rule

The sleep test

Values

community

personal

social

Personal good


Control, when conflict about “the good”…

peace

development

third, go forward

dialoguesecond, go back

negotiate

persuade

be open

be patient

first, manage selfpositions


…and accounted for

StakeholderStakeholder

DirectorDirector

Executive CEOExecutive CEO

ManagerManager

SupervisorSupervisor

“The Good” - control down the line...

OperatorOperator

entrusted

Trust affir

med

exchanged / transacted

CustomerCustomer

$resourcespowersrightsvalues


In summary

Human flourishing depends on having, in place, as Ian Stainton says,

“a champion with the right values”

or, as we would say, as a corollary, with emphasis on

the core competencies of enquiry:

“one who is both open and driving”

17 july 2004 isbee 3rd world congress 1 governance, trust and sustainability australian catholic...

Documents

questions questions

illusion questions

world congress

responsible questions

sort of questions

choice slide

person trust slide

key person