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What is the R-squared for the previous regression? Given this R-squared, would you say the line is a good fit for the data points?

Managerial Economics

Please read the questions carefully.

Description

After coming up with an innovative idea for a new product, you paid $2000 to an industrial designer to draw the blueprints and found a factory in China that agreed to produce the product for you for $3.5 per unit (the price includes the shipping cost from China to you).

Since this is a totally new and unique product, you have no idea how the demand for it would be. Therefore, before you start pricing the product and ordering large amounts from the Chinese factory, you decide to run an experiment (or a pilot study): you talk to Target and they allow you to sell your product at 11 different Target stores for 11 different prices (a different price at each store). These stores are located in areas whose residents have similar average income, so you can be certain that price (and not income) is the only factor varying among these stores.

After 2 weeks, Target sends you the sale numbers for your product. (Find the data at the bottom of this file).

  1. On a graph (scatterplot), display the price-quantity pairs. (Use Excel.) (1pt)  Be careful what variable should be on the vertical axis and which one on the horizontal axis. (1pt)
  2. Using regression, find the demand line that is the best fit for the observed data points. (in other words, add a trend line to the graph you had in part (a)). (1pt)

    Write the demand function in the form of
    Q = a – bP          (1pt)

  3. What is the R-squared for the previous regression? (1pt)
    Given this R-squared, would you say the line is a good fit for the data points? (1pt)
  4. Given the demand equation found in part (b), what is the price elasticity of demand for your product at the price of $7.5? (1pt)

Does that mean your product is elastic or inelastic at that price? (1pt)
To increase your revenue, should you set the price above or below $7.5? (1pt)

  1. Given the information in the description part, how much are the total fixed cost (1pt) and the marginal cost (1pt) of production?
  2. Given the demand equation found in part (b), if you eventually decide to sell your product at $8 per unit for the first year, how many units do you expect to be sold (1pt) and how much will your revenue (1pt) and profits (1pt) be that year?
  3. Assume that your product is so unique that it doesn’t have any close substitutes. Which one best describes the market structure for your good? (competitive, monopoly, competitive fringe, oligopoly, monopolistic competition) (1pt)
  4. Let’s assume the market is a monopoly. Go back to part (b) where you used regression to find the best fit demand (or trend line). Add Marginal Revenue (MR) and Marginal Cost (MC) to the graph (1pt) and see what the profit maximizing quantity (1pt) and price (1pt) are in this scenario? (The numbers don’t need to be precise. Just use the graph and find the approximate price and quantity.)
  5. You forgot to file a patent, so after 2 years, many copycats make products that are somewhat (but not exactly) similar to yours. What kind of market structure would this be? (1pt)
  6. Now imagine another scenario in which your company has only 1 competitor. You and your competitor are both considering running TV ads to promote your own product. You estimate that you and your competitor profits will be as follows if you do or do not run the ads:
    Competitor
    Advertise Do not advertise
Your firm Advertise 1300, 1200 2700, 700
Do not advertise 900, 2000 2400, 1800

What is the Nash equilibrium of this game? (1pt)
If you and your competitor could talk on the phone (imagine it was legal to do so) to coordinate whether to advertise or not, what would the outcome be? (1pt)

 

Total Points: 21

 

 

 

Data:

Price    Quantity Demanded

4          406

5          379

6          355

7          322

8          306

9          283

10        257

11        236

12        205

13        176

14        149

Do the ethical problems of online communication outweigh its undisputed potentials?

Journal of Communication ISSN 0021-9916
ORIGINAL ARTICLE
Both Sides of the Story: Communication
Ethics in Mediatized Worlds
Tobias Eberwein1 & Colin Porlezza2
1 Institute for Comparative Media and Communication Studies, Austrian Academy of
Sciences/Aspen-Adria-Universität Klagenfurt, 1010 Vienna, Austria
2 Institute of Mass Communication and Media Research, University of Zurich, 8050 Zurich, Switzerland
Current transformations in the media landscape are challenging contemporary communication
and media ethics in at least 2 ways. First, digitization of the media creates new
ethical problems that stimulate calls for a redefinition of the norms and values of public
communication. Second, new instruments of web-based media observation introduce
new possibilities for media (self-)regulation and accountability, thus complementing the
initiatives of traditional institutions like press councils. The article retraces those conflicting
developments by reference to 2 comparative studies, representing the diverging traditions
of conventional communication ethics and media accountability research. In bridging over
the conceptual gap between the 2 forms of research, the article develops new perspectives
for ethical reflection in the mediatized worlds of the digital age.
Keywords: Communication Ethics, Media Ethics, Media Self-Regulation, Media
Accountability, Journalism, Online Media, Digitization, Mediatization.
doi:10.1111/jcom.12216
In a world that is mediatized to the core, communication ethics have a key function
in the process of evaluating and assessing human behavior. Everyday life is increasingly
influenced by various forms of media communication (Deuze, 2012), which
implies that ethical reflection is hardly possible without taking into consideration
the insights of contemporary communication ethics (Ess, 2011). However, the ongoing
media transformation also puts many basic ethical concepts to the test. While
a large part of the Internet-related scientific research literature has focused on the
specific potentials of web-based communication, such as its possibilities to pave the
way for new forms of participation (Singer, 2011), more transparency (Eide, 2014),
and a general democratization of professional journalism (Steensen, 2011), more and
more counterexamples suggest that the promising innovations of digitization are all
too frequently reversed. These examples include recurring problems with the quality
Corresponding author: Tobias Eberwein; e-mail: tobias.eberwein@oeaw.ac.at
328 Journal of Communication 66 (2016) 328–342 © 2016 International Communication Association
T. Eberwein & C. Porlezza Communication Ethics in Mediatized Worlds
of digital contents (lack of accuracy, hate speech, etc.), which—in many cases—are a
direct result of the hypertextuality,multimediality, and interactivity of online communication,
but also with copyright laws and their compensation, issues of data security
and data privacy, the general data explosion and the challenges of information overload,
as well as the uneven distribution of Internet access (Quinn, 2014).
This contradiction provokes numerous questions: Do the ethical problems of
online communication outweigh its undisputed potentials? How do both sides of this
discussion relate to each other?What does this mean for the future of communication
ethics? And what are possible consequences for the (self-)regulation of digitalmedia?
Questions like these are currently being discussed in the light of different analytical
concepts, among which the perspectives of traditional communication and media
ethics and the recent research about media accountability and media governance
stand out.
Traditional communication and media ethics are usually understood as a subdiscipline
of practical philosophy (Rath, 2003). Similar to other subdisciplines, such as
political ethics, business ethics, ethics ofmedicine, or ethics of technology, they focus
on human action as their object of analysis, striving to reflect and legitimize universal
rules of good and responsible behavior in their specific area of application. In the
case of communication and media ethics, this normative approach paves the way for a
definition of ideal values like truth, freedom, and solidarity as well as order and cohesion,
which are regarded as prerequisites for democratic media to fulfill their social
function (McQuail, 2013). In theWestern world, the development of ethical reflection
about the media has been strongly influenced by the tradition of (mostly U.S.-based)
journalism education that narrowly construed media ethics as individual ethics of
professional journalistic actors (Christians, 2000).However, broader concepts of contemporary
communication and media ethics also relate to other actor groups besides
the producers, for example, recipients or communities (Ward & Wasserman, 2010),
which become ever more important in the mediatized realities of today.
Unlike conventional media and communication ethics, research about media
accountability and media governance turns the spotlight from the ideal to the
practical level, thus adding an applied perspective to the tradition of philosophical
reasoning. Through investigating the performance of the different instruments and
institutions of media (self-)regulation (e.g., press councils, ombudspersons, media
journalism, but also media law etc.), the applied perspective evaluates whether and
how the ideals of responsiblemedia communication are realized under the conditions
of everyday life (Puppis, 2007). The inevitable conflicts between ideal norms and
media practice have been documented and discussed in a large scope of studies
(for an overview see Eberwein, Fengler, Lauk, & Leppik-Bork, 2011). The practical
relevance of these conflicts has been exemplified in the recurring attempts by scholars
in this field to act as consultants both for the media industry and media politics.
However, both traditional communication ethics and research about media
accountability and media governance seem to suffer, compared to other research
branches, from a lack of empirical studies, which has to date impeded their
Journal of Communication 66 (2016) 328–342 © 2016 International Communication Association 329
Communication Ethics in Mediatized Worlds T. Eberwein & C. Porlezza
connectivity to the mainstream of communication studies. Moreover, neither
the links nor the frictions between the two strands of research have been illuminated
and systematized.
Other research fields, such as management, economics, or medicine, have made
further progress in rethinking the dichotomy between research and applied ethics.
Eisenbeiss (2012, p. 791; see also Weaver & Klebe Trevino, 1994, or Donaldson
& Dunfee, 1994), for instance, analyzed business ethics with regard to leadership,
when she addressed “recent calls for more collaboration between normative and
empirical-descriptive inquiry of ethical phenomena by developing an interdisciplinary
integrative approach to ethical leadership.” She concluded that an integrative
approach, which combines normative and empirical ethical considerations, besides
offering new insights with regard to the significance of responsibility for ethical
leadership, represents a starting point for leadership education in terms of how to
deal with ethical dilemmas. Similar efforts can also be observed in bioethics, where
innovative research methodologies are used to shed light on new ethical issues,
which, in turn, leads to a greater understanding of ethics in practice (Frith, 2012,
205ff; see also Borry, Schotsmans, & Dierickx, 2005). The so-called empirical turn
from purely normative ethics to an approach that includes empirical research methods
has thrived in medicine as well (Salloch, Schildmann, & Vollmann, 2012), but
it has not yet occurred in the specific area of journalism and media studies. Even if
some media researchers such asNick Couldry support a neo-Aristotelian approach to
media ethics, which is “guided by the eminently practical insight that right behavior
cannot be identified in advance, abstracted fromthe often competing requirements of
specific contexts” (Couldry, 2012, p. 189; see also Couldry, Madianou, & Pinchevski,
2013), the empirical exploration remains limited.
Thefollowing sections of this essay are supposed to clarify the differences between
normative and empirical ethics as well as the interdependencies between the two with
regard to journalism. By searching for a superordinate concept that would connect
the diverging research traditions, they take the aim of “getting the discipline in communication
with itself” literally, in the hope that it may be useful to demonstrate the
relevance of normative approaches to communication and the media. The starting
point for the line of argument comprises two comparative studies, which were conducted
by the authors.They included qualitative interviews and a quantitative survey
among media practitioners in 12 European countries, as well as a content analysis of
relevant codes of ethics. The implications from these studies are sure to broaden the
comprehension of ethical reflection in communication and media research—which
is more important than ever in the network societies of the digital age.
Ethical challenges in the digital media world
Digitization has not only had a huge impact on the journalistic practice, but was also
a fundamental cultural transformation affecting the media industry (Boczkowski,
2005). Due to the process of convergence that facilitated the emergence of new
330 Journal of Communication 66 (2016) 328–342 © 2016 International Communication Association
T. Eberwein & C. Porlezza Communication Ethics in Mediatized Worlds
types of multi-, cross-, or transmedia storytelling, journalists had to adapt to the new
characteristics of the web and develop new skills and procedures (Pavlik, 2001).However,
these transformations were not limited to the “techniques” related to everyday
editorial practice, but required a new journalistic mindset. As new concepts, such as
networked journalism, challenge the central qualities of journalists’ role conception
in society, a fusion occurs between traditional news journalism and different forms of
participation by the audience (Beckett, 2010, p. 1).These changes lead to new ethical
challenges that transcend those that strictly refer to the journalistic practice and can
be best described by what Stephen Ward calls the “ethics of how to use new media”
(Ward, 2014, p. 51).
Ethical principles are built to last and journalism is no exception to this rule.
Such principles change slowly and only upon extensiveempirical evidence,which—as
Friend and Singer (2007) argue—leads to an inherent conservativism. This might be
helpful in the everyday practice of the journalistic profession, as these guiding principles
set a framework of rules, but they can become an issue if the whole system
is confronted with structural changes such as the impact of new and social media
on journalism. Moreover, professional journalists are no longer the sole authority to
define good practice, which allowed them to largely ignore calls for greater responsibility
and accountability (Hayes, Singer, & Ceppos, 2007). As virtually everyone
can become an information provider—being at the same time either or both a news
source and part of the public—journalists can no longer be regarded as the only
stronghold of credibility and trust when it comes to news production.
Overall, the digital age has radically changed both journalistic practice and
the journalism profession, and the ethical principles are essentially coupled to the
evolving dynamics within the newsrooms as well as the tools and technologies used
in the news production (Boczkowski, 2005).The dynamics confront news organizations
with new ethical problems, which have been unrecognized—and subsequently
ignored—in analog newsrooms. Hence, the medium—and the technology related
to it—matters, because it changes the way journalists interact and deal with the
public (Singer, 2010).This means that some principles will remain unaltered, others
have to be adapted, and some of the ethical decision-making in journalism has to
be developed from scratch. New principles have to take into account that different
actors, such as the public, now play an increasingly significant role, as audience
interaction becomes paramount in a network society.
A critical scrutiny of the performance of traditional institutions of media
self-regulation such as press councils shows that they have increasingly been forced
to deal with complaints about web issues in recent years. In order to analyze specifically
howtheWeb and newmedia technologies such as linking and online comments,
but also socialmedia like Facebook and Twitter, are affecting professional journalistic
norms, the authors carried out a content analysis of journalistic codes and guidelines
in 12 countries in Eastern and Western Europe (Austria, Estonia, Finland, France,
Germany, Italy, the Netherlands, Poland, Romania, Spain, Switzerland, and the
United Kingdom).The aim of the project was to investigate to what extent the ethical
Journal of Communication 66 (2016) 328–342 © 2016 International Communication Association 331
Communication Ethics in Mediatized Worlds T. Eberwein & C. Porlezza
problems of digital journalism are really accounted for and whether press and media
councils are in a position to act as competent judges responsible for ethical concerns
in a digital media world.
The analysis was systematized along the lines of two major ethical dimensions,
thus providing a coordinate system for contemporary communication ethics that can
also structure future analyses. First, we looked at the shift from gatekeeper ethics
to relationship ethics (Singer, 2010). Gatekeeper ethics largely focus on the journalists’
role to decide what is, or is not, going to be published. In this case, professional
norms such as ethical principles serve as a specificway to both articulate and safeguard
this gatekeeper role. Ethical principles, in this respect, become mainly an instrument
to cultivate an essential role in society—one of fundamental importance to democracy,
allowing citizens to be self-governing thanks to their information: “In short, the
underlying rationale for the ethics of the journalist in a traditional media universe
both stems from and depends upon this traditional role and the traditional view of
that journalist as central to the flow of information” (Singer, 2010, p. 119).
On the other hand, as the Internet changes the way journalists are perceived (more
as individuals) and interact with their publics as well as with one another, relationship
ethics has a variety of implications due to its emphasis on connections to colleagues,
communities, and publics. Being part of a network, the journalist has to develop his
reputation as a trustful information provider first because it allows the publics to participate
farmore actively inevery stage of the journalisticproductionprocess (Beckett,
2010, p. 1). Particularly if you are engaging in interactions—more importantly also for
collaborations—building trust is essential: “The answer lies in the function of the networked
professional journalist to act as a filter and facilitator and the potential power
of the citizen to hold them to account. […] In the end trust is secured by connectivity.
Interactivity leads to accountability through a new conceptualization of trust
based on the networked journalist as a reliable hub of connectivity” (Beckett, 2010,
p. 15). Both journalists working in a traditional news environment and those working
in a network rely on trust. However, in the case of traditional news organizations,
trust is largely based on the reputation the media outlet gained over decades—and
the ethical principles support this performance. “Trust us because we know what we
do,” according to Singer (2010), is a lot to ask, perhaps even too much if we take into
account the dwindling trust in themedia.Anetworkedmedia ecosystem, on the other
hand, requests journalists—be they bloggers or reportersworking in establishednews
firms—to establish a new connection with their publics in order to build trust, which
is, “generally, the ethical thing to do in a relationship” (Singer, 2010, p. 119).The same
applied to the second differentiation between monomedia and multimedia ethics that
have distinctive implications for journalists with regard to ethics for news gathering,
production, content, and relationship with the public (Ess, 2013; Pavlik, 2001).
The study showed that most of the prevalent journalistic codes of ethics in Europe
have not yet reached the Internet era. In themajority of cases, they do not—or only to
a limited extent—contain any references to ethical problems that result from the distinct
features of online communication.1 Exceptions can be found in the guidelines by
332 Journal of Communication 66 (2016) 328–342 © 2016 International Communication Association
T. Eberwein & C. Porlezza Communication Ethics in Mediatized Worlds
the Dutch Raad voor de Journalistiek (2010) or the Finnish Julkisen Sanan Neuvosto,
which include specific rules relating to the editorial handling of web archives, of corrections
in online media, or to the moderation of discussion forums on the Internet.
Particularly, the FinnishCouncil forMassMedia created a specific Annex to itsGuidelines
for Journalists, which concerns materials generated by the public on a website
(Julkisen SananNeuvosto, 2014).Most of the analyzed codes, however, do not pay any
attention to digitalmedia.
On the other hand, problem-centered interviews with international experts from
the fields of journalism, social media, and media self-regulation enabled us to verify
that transnationally similar amendments of ethical codes are actually being discussed
or prepared in various European countries—even though not in all of the possible
areas of conflict. While some press councils, for example the Swiss or German, still
concentrate their deliberation on areas such as online comments, sourcing, and transparency,
other institutions ofmedia self-regulation, like theDutch or the Finnish press
councils, have progressed to tackling complex issues such as social media and audience
participation.2
However, the issue of journalism ethics cannot be assigned to institutions of
self-regulation such as press councils only. If news organizations want to invest in
quality management, they have to establish forums for debates as well. Audience
members are not alone in wearing many hats. Journalists can be editors, bloggers,
citizens commenting on social media, media critics, etc. Such conflicts can
become even worse if entrepreneurial journalists are launching start-ups, where
there might be additional clashes between commercial and editorial interests. These
overlapping roles demand clear guidelines. However, codifying ethical principles and
transforming them to abstract guidelines may be useful for the purpose of general
considerations. The more specific the guidelines, the more context-dependent they
can be, which makes them hard to apply in specific circumstances. In a networked
journalistic ecosystem, besides clear guidelines, in which news organizations define
general conditions of how they react to ethical issues, it is necessary that media
organizations foster the practices by which journalists connect with their publics.
Such forms of participation—and interaction—would not only embrace the wider
notion of relationship ethics, allowing citizens or the civil society to hold the news
media to account. An enhanced participation would also allow news outlets to get
immediate feedback on their performance and to know whether they are “on the
right track to satisfy the needs of their most important stakeholders, namely the
public who consumes their products” (Meier, 2011, p. 165).
Potentials for media accountability
While traditional communication and media ethics focus on the normative level
of how media actors should behave, research on media accountability and media
governance is related to the practical level. Scholarly research explores what impact
different institutions and practices of media (self-)regulation such as media law,
Journal of Communication 66 (2016) 328–342 © 2016 International Communication Association 333
Communication Ethics in Mediatized Worlds T. Eberwein & C. Porlezza
ombudspersons, or media journalism, etc., have on the everyday routines of the
journalistic production process and how media organizations can be held to account
for the quality of their media performances (de Haan & Bardoel, 2011).
Claude-Jean Bertrand, who carried out one of the first comparative studies on
media accountability, defines the concept as “any non-State means of making media
responsible towards the public” (Bertrand, 2000, p. 108). A noteworthy aspect of the
concept of media accountability is that it transcends the previously dominant focus
on the media’s general responsibility toward society. Instead, it concentrates on the
media’s obligations toward their stakeholders and, specifically, their publics. According
to the studies of Hodges (1986, cited in McQuail, 2010), the difference between
responsibility and accountability is simple: “responsibility has to do with defining
proper conduct, accountability with compelling it” (for an overview of definitions see
Fengler, Eberwein, Leppik-Bork, Lönnendonker, & Pies, 2014a).
Media governance on the other hand is similar to the concept of media accountability,
but encompasses a stronger focus on governmental action—although it is
often described as “government without politics” or “governing beyond government”
(de Haan & Bardoel, 2011). Contrary to strict media regulation, media governance
involves a networked form of coordination that expresses the intention of a constrained
role of the state in the field of media policy, particularly with regard to press
freedom, journalistic independence, and actors of the private market (Donges, 2007;
Puppis, 2007).
Nevertheless,media accountability and media governance are not concepts based
on rigid structures.They must be seen as a process of different but interrelated practices
in a sequence that range from journalism education to quality management systems
during the production process through to specific practices of interaction with
the audience after the publication of the news.
Recently, the close relationship with the public has become one of themost important
aspects of media accountability, given that the Internet has increased the opportunities
for the public to get in touch with news organizations and journalists. What
is generally called responsiveness denotes the idea of receiving feedback from users
that expect news organizations to react to their concerns and wishes in reference to
the media’s performance (Bardoel & d’Haenens, 2004; Domingo & Heikkilä, 2012).
The interactivity and immediacy of theWeb 2.0 has further expanded the opportunities
for members of the audience to critically observe and criticize media content, for
instance, through blogs or citizen journalism. This can be particularly important in
media systems operating under tight political control. Furthermore, the online realm
potentially allows users also to take part in the actual news production by means of
user-generated content, allowing for new and innovative practices of editorial coproduction
such as participatory journalism.
While the online realm enhances the scope ofmedia critique, providing users with
a means to reinforce journalistic norms (Fengler, 2008), it also increases the number
of stakeholders the media have to deal with in terms of media accountability, generating
a complex framework of media accountability practices offline and online.
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T. Eberwein & C. Porlezza Communication Ethics in Mediatized Worlds
This is of vital importance, as traditional institutions of media accountability such as
press councils or ombudsmen suffer fromdistrust and skepticism with regard to their
efficiency.
The failure of the traditional institutions of media accountability and media governance
is confirmed by the second study carried out by the authors (see also Fengler,
Eberwein,Mazzoleni, Porlezza,&Russ-Mohl, 2014b; Fengler et al., 2015), called “Media
Accountability and Transparency in Europe.”3 The quantitative survey of almost
1,800 journalists in 12 European and two Arab countries demonstrated that in the
eyes of professional communicators, traditional institutions of media self-regulation
(such as press councils, ombudspersons, or media journalism) regularly fail when it
comes to addressing the pitfalls of digital communication ethics.
At the same time, large numbers of innovative instruments of media accountability
(e.g.,media watchblogs, cyber-ombudsmen, ormedia criticism on social networks
like Facebook or Twitter) are currently emerging online all around the globe. By hinting
at and discussing minor and major journalistic flaws in public, these instruments
help create a novel kind of participatory media regulation which everymedia user can
contribute to, and which seems to be all the more attentive to the specific features
of digital communication. The survey also showed that the participatory potential
of online communication offers multifaceted new chances for quality management
within the newsrooms. Digital communication must be seen not only as a source
for new ethical problems, but also as a viable strategy to correct them, but only if
media managers are prone to implement such measures. Frequently there is still a
gap between the positive assessment of such practices and the implementation of
accountability practices within the newsrooms, and it thus seems that journalists do
not practice what they preach (Groenhart & Evers, 2014).
Of course, as effective the concept of participatory media regulation might be,
it is not free of controversies. The advent of the Web 2.0 has not only given rise to
an augmented interactivity between journalists and users, it has also brought along
new forms of incivility in communication such as threats, name-calling, hate speech
(Papacharissi, 2004), or trolling (Cho & Acquisti, 2013; Steele, 2013; Turner, 2010).
Incivility and trolling are widespread phenomena on the Internet and are not limited
towebsites of media outlets, but they occurwherever users interact and exchange their
views. Even if trolling may always exist up to a certain degree, news organizations have
different tools at hand to limit the dysfunctional impact of digital misbehavior: gamification,
moderation, or removing the anonymity of the posters can both limit the
impact of trolls and encourage constructive postings (Binns, 2012, p. 559). But even
if these tools bring more civility to the interactions between journalists and users,
they are by no means cure-alls. Such walled gardens may bring “more civil, cohesive,
and diverse discourse; yet, on the other hand, the lingering danger of designing
new systems that perpetuate old problems such as fragmentation, filter bubbles and
homogenization” (Zamith & Lewis, 2014, pp. 569ff).
Nevertheless, for all the problematic side-effects that an increased digital
interactivity entails, hindering participation means precluding accountability and
Journal of Communication 66 (2016) 328–342 © 2016 International Communication Association 335
Communication Ethics in Mediatized Worlds T. Eberwein & C. Porlezza
responsiveness and shutting out an increasingly assertive public (de Haan & Bardoel,
2012). The potentials of the Web to foster accountability to the public are by no
means fully exploited by news organizations (Eberwein & Porlezza, 2014; Powell &
Jempson, 2014). But the online space is becoming increasingly important particularly
because of its immediacy, versatility, and capacity to reach a lot of users. Under
these circumstances it is very likely that news organizations will have to cope with
increasing pressure from the audience in terms of being held to account for their
performances.
A new notion of media and communication ethics
The empirical studies presented in this article illustrate two conflicting developments
of media and communication ethics in the mediatized worlds of the digital age.
On the one hand, they indicate that the digitization of the media creates new
ethical problems that are a direct result of the hypertextuality, multimediality, and
the increased interactivity of the Internet. Various examples can be seen in the
daily workflow of professional journalistic newsrooms, which still have to find new
quality standards for verifying online sources, providing adequate hyperlinks in their
coverage, handling user comments, or integrating other user-generated contents
such as mobile photos and videos—to name just a few of the fields of action that
are currently being discussed. Although the innovations of the digital age have
stimulated calls for a redefinition of the norms and values of public communication,
there still is considerable uncertainty about what constitutes good and responsible
online journalism—or which traditional norms may remain unaltered. Our analysis
demonstrates that—despite a few exemptions—most of the contemporary codes of
ethics throughout Europe and elsewhere have not yet been adapted to the realities
of a digital media world, hence offering hardly any assistance when it comes to
assessing the potentials and perils of online communication. By uncovering gaps in
the evaluated codes, our researchmay also serve as a practically relevant collection of
recommendations to suggest amendments to the current codes and guidelines—from
which not only journalists but also the audience will benefit.
On the other hand, our empirical studies also gather new impulses for the practice
of media (self-)regulation and accountability. Our comparative journalists survey
clearly demonstrates that the digitization of communication must not only be
regardedasadanger for ethically justifiedbehavior in journalismandthemedia; at the
same time, it can also be a generator for promising innovations in this field. In recent
years, there has been a stunning growth of new instruments of web-based media
observation (such as media watchblogs, cyber-ombudsmen, and media criticism on
or through platforms like Facebook and Twitter), which are not only supported by
the media industry, but also integrate the voice of the audience. This new type of
participatory media regulation seems to be particularly beneficial in the media landscape
of today, sincemany of the traditional institutions ofmedia self-regulation are a
336 Journal of Communication 66 (2016) 328–342 © 2016 International Communication Association
T. Eberwein & C. Porlezza Communication Ethics in Mediatized Worlds
matter of growing dispute within the profession as they are criticized for being ineffective
and outdated. By contrast, as our survey suggests, participatory media accountability
instruments can unfold a noteworthy sanction potential when they use the
possibilities of attention management offered by theWeb—particularly in those journalism
cultures without a long tradition ofmedia professionalism and self-regulation.
In many instances, social media are the one and only channel that audience members
can use to voice their discontent about the performance of journalistic actors (see
Bichler et al., 2012, for a collection of best practice examples). Therefore, participatory
media accountability instruments constitute a valuable complement to the initiatives
of traditional institutions, like press councils or ombudsmen, and by transforming
and extending journalistic quality management, adapting it to the requirements of
the digital age.
By addressing both sides of the story, we intend to develop a new notion of digital
media and communication ethics, which is no longer limited to traditional concepts
of professional norms and (self-)regulation, but is able to tackle and explain the implications
of digital and convergent communication. On the grounds of the systematic
disruption of journalismand the enormous changes in themedia (eco-)systemcaused
by the digitization of communication, the elaboration of a new digital media ethics
(Ess, 2013) becomes an inevitable necessity in a globalized and increasingly interconnected
world.
However, the strands of research relevant for such an objective seem so far to
have failed to engage in a mutual discourse. Indeed, both traditional communication
ethics and research onmedia accountability andmedia governance focus on the
same objects of analysis, sometimes even posing similar research questions.However,
most of the studies in one field or the other have successfully ignored the findings
and traditions of their respective counterparts for a long time.This lamentable state
occurs, although reciprocal references would be all the more reasonable, since the
practical insights ofmedia accountability research are nothing but a natural follow-up
to the philosophical arguments of traditional communication ethics. The disciplines,
interlinked, would be able to clarify both their theoretical claims and their practical
utilities, which are often overlooked in discussions about the current transformations
of the media. Other than their lack of mutual integration, the reputation of communication
ethics and media accountability within the larger field of communication
studies seems to suffer from their ambivalent relationship to empirical research aswell
as the absence of a larger theoretical concept to explain their role in the mediatized
worlds of today. This is a deplorable condition, since a normative approach becomes
evermore important at present, in order tomake sense of themassive reconfigurations
of the global media landscape that are currently taking place.
The hostility of communication ethics toward empiricism is a problem that seems
to be characteristic of the struggle to clarify the aims and principles of practical
philosophy. Traditionally, ethics are supposed to evaluate decisions about the “ought”
of a certain action, which is usually done on the basis of logical thinking, in such a
way as to clarify which preferences can be normatively legitimized. Under ordinary
Journal of Communication 66 (2016) 328–342 © 2016 International Communication Association 337
Communication Ethics in Mediatized Worlds T. Eberwein & C. Porlezza
circumstances, there is no need for empirical proof in this context. Nevertheless,
attempts to deduce normative principles from empirical evidence were criticized
as far back historically as the early 18th century (see Treatise of Human Nature by
Hume, 2005), and George Edward Moore described such an attempt to move from
“is” to “ought” as a “naturalistic fallacy” (Moore, 2002). Fromthe perspective of communication
and media ethics, this may suggest that a legitimization of professional
journalistic norms must be based not on the insights of empirical media research,
but rather on plausibility and reason.
Following the argumentation of Rath (2014, pp. 37ff), however, we contend that
contemporary communication and media ethics must not dispense with empirical
research either. Indeed, communication ethics needs empirical data as touchstone,
in order to test the practicability of its normative parameters in the real world. For
example, if communication ethics is expected to help develop rules and guidelines
for digital journalism, it needs reliable information about this field of action and
its protagonists, in order to be relevant for them and adequate to reality. This is
particularly valid if the field of action is in a state of change, as is the contemporary
media landscape. This type of understanding of communication ethics, naturally,
has methodological consequences. Scholars in this area of research cannot solely
rely on philosophical reasoning, but must also develop an appropriate interest
in and knowledge of empirical communication and media studies. Accordingly,
contemporary communication and media ethics metamorphose into an integrative
discipline, which combines its philosophical foundations with the practical orientation
of empirical media research. This combination bridges over the gap between
traditional communication ethics and applied research on media accountability and
media governance.
In order to improve its connectivity, however, this new approach to communication
andmedia ethics also needs a theoretical framework to clarify its place within the
broader system of communication studies. One of the most promising candidates for
sucha theory is offeredby the concept ofmediatization, as specifiedbyFriedrichKrotz
(2007) and others, which reconstructs the dynamics of change in culture and society
and the historically varying influences of (new) media on them. From the perspective
of communication and media ethics, which is struggling to cope with the current
transformations of the media, mediatization theory seems to be a valuable vehicle
which can help to differentiate the determining factors of this process of change, thus
alsooutlining thekeyfieldsofdiscourseof a futuredigitalmedia ethics.Unfortunately,
the normative dimensions of the mediatization approach have not yet been probed
into with due diligence (e.g., Ess, 2014)—and some of its proponents seem to oppose
the idea of paying attention to the subject as a moral agent altogether (e.g. Hjarvard,
2014). Consequently, many of the pressing questions with regard to the relationship
between communication ethics and mediatization theory are still unanswered. For
example, what are the most problematic forms of mediatized communicative actions,
communication technologies, and communication structures from a moral point of
view? How can we discuss responsibility for and resistance against these forms of
338 Journal of Communication 66 (2016) 328–342 © 2016 International Communication Association
T. Eberwein & C. Porlezza Communication Ethics in Mediatized Worlds
mediatization? Which normative principles can be made plausible in this context?
Evidently, the scholarly debate about communication ethics in the mediatized worlds
of the digital age has only just begun—and, considering the difficulties in assessing
the future direction of the ongoing media transformation, it is high time to move this
debate into the center of our discipline.
Notes
1 For example, the code of ethics (“Ehrenkodex”) of the Austrian Press Council contains no
references to the Internet at all (http://www.presserat.at/show_content.php?hid=2). In
Switzerland, the Directives related to the Declaration of the Duties and Rights of a
Journalist contain some rules with regard to online comments and the right to be forgotten
(http://bit.ly/1OQxQj6), while the German Press council has just recently updated its code
of ethics (“Pressekodex”) with regard to user-generated content (http://bit.ly/1cA7PXP). In
Italy, with the exception of the Charter of Treviso (http://www.odg.it/content/minori),
where the protection of minors is regulated, the Ordine dei Giornalisti does not have any
directives for ethical issues in the case of digital journalism. However, this is no European
phenomenon:The Code of Ethics of the Society of Professional Journalists in the US makes
no references to digital journalism either (http://www.spj.org/ethicscode.asp).
2 Particularly the Finnish Annex that deals with material generated by the public on a media
website includes a statement about interactivity, since “the public must be given the
opportunity to inform editorial offices of inappropriate content in such a way that the
informant receives due confirmation” (Julkisen Sanan Neuvosto, 2014).
3 Further information about this study can also be found on the project website
(http://www.mediaact.eu).
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What would happen if we all decided that doing X is right instead?

Utilitarianism can be summed up by the following two claims:

  1. The right action in any situation is the one that produces the greatest balance of benefit over harm.
  2. Everybody counts equally.

Each of these components requires some explanation. First, what is meant by “benefit”? Different utilitarian philosophers have interpreted this term differently. Some have held that what is important is happiness. That is, we should maximize the total amount of happiness or pleasure for all concerned. Others have held that what is important is actual welfare or well-being. They argue that we should maximize the extent to which we actually help people (and minimize harm) regardless of whether or not that makes them happy. This distinction will not matter much for us in this course, but it is good to be aware that there are different interpretations of what it means to “benefit” somebody.

One thing that utilitarians generally agree on, however, is that they are concerned with all types of benefits, both short-term and long-term. So, utilitarianism asks us to consider all foreseeable benefits and harms that may result from our actions, not just ones that will result immediately. One final note about the notion of benefit: utilitarians are concerned not just with harms and benefits that are guaranteed, but also with harms and benefits that are possible or likely. When a benefit or harm is possible or likely, utilitarians tell us to include the degree of possibility in our calculations: a potential harm or benefit that is very unlikely counts for less than a potential harm or benefit that is very likely (though they must still be counted to some extent).

Second, what is the significance of the utilitarian’s claim that “everybody counts equally?” For one thing, this means that we are never justified in giving extra weight to our own preferences just because they are our own.  Nor are we justified in giving preferential treatment to the interests of family or friends; as far as moral decision making goes, strangers matter just as much. It also means, for example, that the interests of a poor man ought to count for just as much as the interests of a king.

This does not mean that utilitarianism demands that we all benefit the same amount from every decision. Sometimes, that won’t be possible. What’s important to utilitarians is that in making a decision, everyone’s interests are given equal consideration. Note further that utilitarians do not require that we maximize benefit to each person. What matters for utilitarians is the total amount of benefit or harm, when we “add up” the benefits and harms for each person. So an action that harms a few people in order to benefit a lot of people would likely be endorsed by utilitarians.

At this point it is imperative to point out that utilitarianism is often described as cost-benefit analysis (CBA).  However this is a serious misunderstanding of the theory.  Utilitarianism is not CBA, yet in this course, and many others, students consistently make this mistake.   CBA is an economic theory whereasutilitarianism is a moral theory.  The goal of CBA is cost-effectiveness while the goal for utilitarians is a morally justified outcome that benefits, and reduces harm for the greatest number of people in order to create a better society for all. The notion of utility must be defined, and everyone counts equally.  Confusing this moral theory with CBA is inaccurate and can be quite unfair to those who have developed it.

It is also important to note that there is disagreement among various utilitarian thinkers over the meaning of the term “everybody.” Does “everybody” mean “all humans”? Or, “all creatures capable of feeling pain”? (Peter Singer, author of the book Animal Liberation, is a famous modern-day utilitarian who holds roughly the latter view.) Most utiliarians take the term “everybody” to mean “all persons.”

Strengths & Weaknesses of Utilitarianism

The main intuitive strength of utilitarianism lies in its emphasis on equality. It seems right (to most people) that, when it comes to making moral decisions, all people ought to count equally. For a utilitarian, everybody counts equally: men and women, the young and the old, and people of different races, religions, or sexual orientation.

The primary weakness of utilitarianism lies in its single-minded emphasis on outcomes. This narrow focus, according to critics, neglects important considerations such as justice. For example, imagine a situation in which the police are having trouble catching a killer. Let us imagine that the police have reason to think that the killer has left the country, but that the public is so upset about this murder, and about the police’s failure to solve the crime, that the city is on the brink of civil unrest. If riots break out, there will be much destruction of property, and possibly loss of life. In such a situation, reasoning based solely on outcomes might suggest that the police would be justified in framing an innocent man for this crime. Providing they were sure they could do so successfully, “solving” the crime in this way might well bring peace to the city. But wouldn’t this be grossly unfair – unjust – to the man they framed? Worries such as this have led many moral theorists to the conclusion that while the net benefits of a course of action are important, they cannot be the whole story.

A further criticism of utilitarianism is that it seems to imply very burdensome obligations. For example, you’ve got a choice with what to do with the money in your savings account. You can save it for a rainy day, or you could give it all to a famine relief organization. If you save the money, you will benefit yourself. But if you gave it all to famine relief, you might actually save lives. The utility-maximizing thing to do would be to empty out your bank account and send the money to a charitable organization. And, according to a strict utilitarian, if you fail to do so you will have done something morally wrong. In fact, a strict utilitarian seems forced to say that owning any luxuries at all (television, computer, nice clothes and so on) is unethical, given that you could do more good by giving that money to charity. While most of us would agree that we could all do a little more to help those less fortunate, most people find it implausible that it could be morally obligatory to give away all non-essential goods. To most people, such an act would seem heroic; according to a utilitarian, it is mandatory.

A final worry about utilitarianism lies in its apparent insensitivity to special duties and particular obligations. For example, most people would intuitively think it right that we should pay more attention to the well-being of our family than to the well-being of strangers. Imagine a different version of the example from the previous paragraph. Now, the choice you will have is whether to save money for your children’s education, or instead send that same amount of money to relief organizations overseas. Sending your kids to university will of course benefit them, but not nearly as much as the same money would benefit starving people in another country. For utilitarians, the choice seems clear. Yet most people would say, again, that this asks too much of us.

A Further Complication: “Rule Utilitarianism”

In response to certain criticisms, some utilitarian philosophers have developed a special variety of utilitarianism called “Rule Utilitarianism.” Without going into too much philosophical detail, the basic idea is straightforward. Standard utilitarian thinking says that, in any situation, you should choose whatever action is going to maximize benefit for the group of people affected. Rule utilitarians say, “No way! You shouldn’t choose on a case-by-case basis like that! We should establish rules of thumb that will reliably maximize benefit for the group in the long run; then, in any situation, all you have to do is follow those rules.” In other words, while regular utilitarians ask you to choose actions that maximize utility, Rule Utilitarians ask you to follow RULES that, in the long run, will maximize utility.

A quick example may help. Imagine a situation in which you consider telling a lie to get out of a jam. A utilitarian might advise you to ask yourself, “Will telling a lie in this situation maximize benefit, taking everyone into consideration?” A rule utilitarian, on the other hand, is more likely to advise you to ask yourself, “Would a rule of thumb that advocated lying in situations such as this maximize benefit in the long run?”

Deontology: Theories of Duty

This group of moral theories assumes that right and wrong is a matter of doing one’s duty.  In this course we will look at two theories: the very famous theory provided by Kant and Ross’s theory of prima facie duty.

Kantian Theory

Another group of philosophers has said that in making moral decisions we should focus not on the consequences of our actions, but on whether or not we are doing our duty. The word “deontology” means roughly “a theory of duties.” The two most influential deontologicalmoral theories are those of Immanuel Kant and W.D. Ross.

Immanuel Kant (1724-1804) is one of the most influential philosophers of all time. His theory is considered the primary deontological theory in ethics and is typically the one that leads to the best arguments.  Kant argued that we should make moral decisions based upon what he called the “categorical imperative.” He was particularly opposed to utilitarianism because it did not seem to produce what he would consider ‘moral’ since the intent of the person acting was ignored.  The Categorical Imperative is the one, over-arching super-rule of ethics, for Kant. He gave us two different “versions” of the Categorical Imperative, which he thought were 2 different ways of expressing the same key idea.

The FIRST version of the Categorical Imperative says (roughly) that in any situation, we ought to act according to that principle which we could consistently translate into a moral law for all rational agents. And we should do so, according to Kant, regardless of the consequences of doing so. Kant, for example, thought that we have a duty to tell the truth, since nobody could consistently ask that lying become a universal law. After all, if it was permissible to tell lies all the time, no one could believe anyone. The vast majority of our interactions with each other assume that we are each telling the truth.  This is what makes a lie so noteworthy, and it also provides the liar with an advantage over others…if they can get away with it.  If everyone lied all the time, however, then there would be no advantage to lying,  since no one would believe anyone anyway.  Thus lying is morally wrong because it produces a logical contradiction. (Lying is an advantage and lying is not an advantage).  So, you can’t wish that everyone lied, without tying yourself in logical knots!

Some people interpret the first version of the Categorical Imperative as The Golden Rule where we’re told “Behave only as you would want others to behave, too.” That’s not a good way of understanding Kant, (in fact Kant was quite concerned that he’d be misunderstood this way) because morality is not about focusing on what WE would want.  We cannot put ourselves at the center of every moral issue and decide that whatever we want must be morally right.  That would be moral subjectivism.  What’s important, for Kant, is whether a given way of acting COULD be embraced by all of us, as a shared rule withoutproducing a logical contradiction.

But Kant’s disregard for consequences also means that he thought we should tell the truth regardless of the outcome of doing so. It’s not too difficult to think up examples of situations in which telling the truth could do a great deal of harm. For Kant, such harms are an acceptable consequence of doing one’s duty.

The details of Kant’s moral theory are complicated. We will focus on just a few key elements. Why did Kant say that we should act according to rules that could serve as a moral law for all rational agents? The reason is roughly that Kant wanted to emphasize the equal and inherent moral worth of all people due to their rationality.  Rationality is a capacity that adult humans share and does not have anything to do with intelligence, education etc.  It’s simply the ability to think rationally, if one so chooses.  Since the people around you have moral worth due to their rationality, they deserve to be treated with respect. Further, since you have this moral worth, you should act in a suitable manner – that is you should act like a responsible moral person, someone who is capable of figuring out what the right thing to do is and doing it. This notion of equal, inherent moral worth is one that continues to be influential in moral and political philosophy.

The SECOND version of the Categorical Imperative focuses more directly on this idea of the moral worth of all humans. According to the 2nd version, Kant says that in making ethical choices, you should always act in such a way that you are treating human beings as “ends” (i.e., as inherently valuable and worthy of respect), rather than as “mere means” (i.e., rather than as tools that you can use and manipulate for your own purposes.) The core idea, here, is respect. We should never treat other people as if they were mere instruments, mere tools to be used in getting the things we want.  The second version of Kant’s moral theory tells us that it is wrong to sacrifice one human for another, or to treat that person as less than ourselves.  Their rationality gives them inherent moral worth which is equal to yours, so there is no good reason to suggest that your needs, wants, desires etc count for more than anyone else’s.  Without good reason, then actions are unjustified and thus immoral.

Ross’s Prima Facie rules

The second deontological theory we will look at is presented by W.D. Ross, in his book The Right and the Good (1930). However, this is a challenging theory to apply as it provides no specific guidance and is easily challenged.  It’s good to know that Ross’s theory is another type of deontology, but it’s unlikely to provide convincing arguments in a course like business ethics which addresses very specific issues.

Unlike Mill or Kant, Ross held that there was no one moral principle that could cover every situation. Ross held that various kinds of situations, and various kinds of relationships, produced different kinds of obligations. He thus devised a list of what he called “prima facie obligations” or prima facie duties. The seven kinds of duties which Ross identified are: Fidelity, Reparation, Gratitude or Reciprocity, Beneficence, Nonmaleficence, Justice and Self-improvement. (A moral theory making use of several distinct moral principles like this is called a pluralistic moral theory.) The Latin term “prima facie” means roughly “arising at first sight.” This term is used here to signal Ross’s contention that in any particular situation, we may well be faced with more than one apparentobligation.

For example, imagine you have made a promise to have lunch with a friend. But on the way to lunch, you are the first to arrive at an accident scene, and you may be able to help. If you stop to help, you will have to miss lunch with your friend. In such a situation, according to Ross, you have a prima facie duty (of fidelity) to keep your promise to your friend. You also have a prima facie duty (of beneficence) to stop and help at the accident. In such a situation, Ross says that our actual duty will depend on the circumstances. How bad is the accident? Do you have medical training? How urgently did your friend need to see you? Ross says that there is no formula for balancing our various obligations in situations such as this: we must make what Ross calls an “all-things-considered judgment.”

Ross’s framework is attractive to some since it recognizes that a variety of different kinds of ethical reasons might apply in different situations. Sometimes, for example, it’s most important to create the most benefit, and sometimes it’s more important to focus on treating people with respect. However, the biggest problem for this theory is that Ross does not tell us how to balance these different ethical reasons in real life.  It’s therefore not clear how to put this theory into action, answer specific questions about what our duty is, and is easily refuted since there is no particularly compelling reason to privilege one duty over another.

One sees evidence of the influence of deontological ethics in modern talk of rights. Philosophers often talk in terms of a necessary connection between one person having a duty to do something, and other person having a related right. For example, if I have a right to enjoy my property, then you may be said to have a duty (or obligation) not to interfere with my enjoyment of my property. Similarly, if I have a duty to honour a promise I made to you, then you might be said to have a right to expect that I fulfill my promise.

Strengths and Weaknesses of Duty Theory

The main strength of duty theories is likely to be found in their tendency to prohibit absolutely certain kinds of apparent injustices. Only a duty-based theory can make sense of an absolute prohibition. And it does seem like certain actions (think up your own examples!) ought to be thought of as completely prohibited, as utterly immoral no matter what. (A utilitarian, on the other hand, can never forbid particular types of actions categorically. Whether a given action is right or wrong will, again, depend on the consequences.)

One common criticism of duty theory lies in the lack of a “decision procedure” or formula for resolving conflict between various duties. For example, Kant’s categorical imperative implies a duty not to lie as well as a duty not to hurt others. But sometimes it seems like we must lie in order to avoid harming someone.  Kant attempts to address this concern by elaborating on his concept of contradiction.  However, this is a much more significant problem for Ross since the various duties listed by Ross can easily come into conflict which makes this a very problematic theory to apply in the real world.

Other Types of Theories

Other moral theories do not provide clear answers on what is right or wrong, but rather attempt to offer a way to resolve specific problems, or focus on how we ought to live, rather than telling what we ought to do.  These theories can be useful in helping navigate questions about why we should honour contracts, or what sort of people we should be to live good lives, but they do not provide answers about what actions to take in specific cases.  However, as you become more familiar with ethical reasoning, it will become clearer how to incorporate these considerations into the problems of business ethics, although it’s unlikely they will give us answers to bigger questions on their own.

Social Contract Theory or “Contractarianism”

Contractarianism, or social contract theory, has come in many “flavours” over the past two centuries. Historical contractarians include Thomas Hobbes (1588–1679), David Hume (1711–1776) and Jean Jacques Rousseau (1712–1778); important modern day contractarians include the late John Rawls and Canada’s own David Gauthier. But the unifying starting point is that morality is, above all, a social phenomenon.

Social contract theorists ask us to consider what moral rules rational people would accept if they were setting up a society from scratch. That is, imagine for a moment that you lived in a world without rules. (Not just without government or law enforcement, but without rules altogether.) Such a world would likely be very nasty. (Or, as Hobbes famously wrote, life would be “solitary, poor, nasty, brutish and short.”) Now ask yourself, in order to escape such a nasty situation, what rules would rational folks agree to be bound by? That is, what would be the terms of the “contract” that people in such a situation would agree to? What should the “rules of the game” be? The social contract argument says roughly that if it would be rational to agree to a particular rule when devising a new society, then we should consider ourselves bound to follow that rule in our moral decision-making.

An important part of (most versions of) contract theory is a focus on reciprocity. That is, social contract theorists strongly believe that all moral obligations have to be reciprocal: they have to go in both directions. For example, if we were devising a new society, it would be reasonable for me to promise not to steal – so long as you promise the same thing. Contractarians ask, “what is a reasonable restriction on my behaviour, given how others are acting?”

Strengths and Weaknesses of Contractarianism

The main attraction of contractarianism lies in its emphasis upon consent. That is, contract theory bases moral obligation on what people can agree to. On such a conception, morality is not imposed upon us, but agreed to. Many have thought this an attractive vision of what ethics is about.

The main criticism of social contract theory is based upon the theory’s reliance on “hypothetical” consent. As real people in real situations, we might reasonably ask, “Why should I care what I would have agreed to in some other situation?”

Virtue Theory

Virtue theory has its historical roots in the work of the ancient Greek philosopher, Aristotle (384–322 BCE). Modern virtue theorists include Alasdair MacIntyre and Elizabeth Anscombe. Virtue theory is a way of looking at ethics that says that rather than focusing on rules and obligations, we ought instead to focus on the development of good character traits, or virtues. Among the virtues typically mentioned are courage, generosity, temperance, justice and truthfulness. For Aristotle, for example, the virtue of courage was to be found in avoiding being cowardly (a vice) and also avoiding being rash (also a vice).

Given their focus on personal characteristics, instead of asking “What should we do?” virtue theorists ask, “What sorts of people should we be?” For virtue theorists, actions themselves are only significant insofar as they demonstrate certain kinds of personality traits. Virtue theorists tell us that rather than thinking about what rules we should follow, we should think instead about what sort of person sets a good moral example. We should follow good moral examples when we see them, and we should strive to set a good moral example ourselves. In particular, the focus is not on the value of particular actions, but on whether – over the long run – we are displaying the appropriate kinds of character traits.

One reason many people find virtue theory appealing is that it seems to be consistent with how morality is experienced in life. That is, we often think not in terms of doing the right thing in any one circumstance, but of being – and striving to become – a good person. Further, virtue theory seems to accord well with the common intuition that actions sometimes matter less than the character of the people who perform them. When a bad person does something with good consequences, we seem justified in denying him praise.

The main criticism of virtue theory, perhaps, is that it is hard to say much about what kind of person one is without reference to the kinds of actions she performs or the kinds of rules she follows. What is it about an individual that makes her deserve being called “truthful?” One obvious answer is that she is truthful if she always follows the rule, “Tell the truth.” How do we tell whether a person is brave? By checking to see whether she commits brave acts. This casts doubt on the merit of a focus on virtues that is divorced from the notion of good actions.

Module Summary

We have now reviewed the basic details of a number of moral theories, namely deontological or duty ethics, utilitarianism, social contract theory, and virtue theory. In this course, we will not take a position on which of these theories is the most defensible, or the best suited to issues in business ethics. Each of these theories constitutes a sophisticated attempt to arrive at a general account of how we should live our moral lives.

The approach we will take in this course is to think of these various moral theories as tools. These theories provide a set of concepts, and a range of arguments that we can use to discuss issues in business ethics. What we will likely find is that for some kinds of issues, it will seem to make sense to reason like a utilitarian. A corporate executive, for example, might make good use of utilitarian reasoning in deciding which of two factories should be closed. It might be argued that, other things being equal, it makes the most sense for her choose whichever course of action will cause the least suffering – that is, close the factory that employs the fewest people. For other issues, a focus on duties and rights will seem more plausible. For instance, an office manager might consider searching every employee’s desk in hopes of finding out who has been stealing office supplies. This might be the most efficient way to solve the problem – it would maximize benefit – but it would also be a breach of the workers’ right to privacy.

In yet other cases, we may want to focus on the need to develop certain kinds of virtues, as when a corporate executive decides on a course of action based upon the example she knows she will be setting for her employees.Thus for any moral problem we discuss, we now have a toolbox consisting of various kinds of arguments that we can apply. We must exercise caution in using this toolbox, however. Each of these moral theories was conceived of as a stand-alone option that in important ways denies that the others are correct. Kant, for example, explicitly denies that consequences matter, so we can’t be both a Kantian and a utilitarian. There is thus something fishy about being a utilitarian one day and a deontologist the next. We can, however, reasonably claim to use both “utilitarian arguments” and “contractarian arguments” (for example). But we do a disservice to the devoted proponents of those theories if we allow ourselves to think that we are actually following the theories.

A further cautionary note: in taking advantage of the availability of all four of these theories, we may be tempted to choose which theory to use based on what conclusion we want to reach. Think, for example, of the problem faced by a sales manager whose most important customer refuses to deal with female sales reps. He has the choice of keeping his female reps off this account, and thus harming their careers, or allowing female reps an equal chance at this account, and risk losing a key customer. If I already believe that discrimination is inherently morally evil, then I may be tempted to appeal only to rights-based theories, and will be tempted to say that the manager should not cave in regardless of the consequences. (This might be the right course of action, but as students of moral philosophy we should never simply assume so.) We must therefore be careful not to use moral theories, and the sophisticated arguments they provide, simply to back up our existing beliefs.

Moral Relativism

Some people find the idea of a moral theory difficult to understand. A theory is supposed to be something that applies to everyone. But doesn’t each of us have different ideas of wrong and right? Questions like this often lead people to a position called “moral relativism.” Moral relativism is the doctrine that moral truth or value is relative to the beliefs of some individual or group. Effectively, the view is that something is right for me but not be for you and we can just agree to disagree.  That’s a nice sentiment but not very defensible.  If I think stealing your wallet is ok because I need the money, and you disagree with me, surely we want to say more than let’s agree to disagree.  This seems to miss the point about ethics and ethical actions.

Relativism comes in two types. The most common sort is cultural relativism, which is the doctrine that morality is relative to the beliefs or practices of particular cultural groups. The second, more extreme form of relativism is known as “subjectivism.” Subjectivism is the doctrine that morality is relative to the beliefs of the individual.

While an extended examination of moral relativism is beyond the scope of this course, the frequency with which some version or another of this doctrine pops up suggests that it warrants at least a brief mention. First, let us deal very briefly with subjectivism. Very few people, if any, actually believe that right and wrong is relative to the individual. In fact, our everyday moral practices imply that we do all believe in at least some shared values. For example, it is only because we have shared moral beliefs that we bother blaming people when we think they’ve done something wrong. We only blame people for their actions when we think those actions have failed to live up to some shared standard. What about cultural relativism? A thorough examination of the merits of cultural relativism is, again, beyond the scope of this course.

For our purposes, it will be sufficient to point out two things. First, there does seem to be a remarkable degree of agreement, even among members of very different cultures, as to the basic principles of morality. All cultures put restrictions on lying. All cultures see justice as a good thing. Different peoples may differ in how they apply those principles, or in the relative weight assigned to them, but they honour them none the less suggesting that they are not, in fact, relative at all.

Second, from the point of view of moral philosophy, the fact that “my culture believes doing X is morally wrong” is never sufficient reason to believe that doing X is wrong. As philosophers, we always want to ask questions like, “Why do we think doing X wrong?” “How do we know that doing X is wrong?” “What would happen if we all decided that doing X is right instead?”

 

 

Who, other than the companies that profit from hooking people on this addictive but nonessential product, could find fault with a move to protect the nation’s children from potential harm?

Editorial

                                       Editorial on Trump cravenly backtracks on vaping.

Faced with a troubling outbreak of a mysterious vaping-related illness and the skyrocketing use of electronic cigarettes among teens, President Trump announced in September that the Food and Drug Administration would pull flavored electronic-cigarettes from the market, possibly within weeks.

“People are dying,” the president said during a televised news conference with the heads of the FDA and the Department of Health and Human Services. He promised quick action, and he was right to do so. At that point, six people had died from the new illness, and hundreds more had been hospitalized with severe lung damage. An alarming number of the victims were young adults or teens who said they used vaping devices for both cannabis and nicotine. Since then, 44 people have died, and more than 2,000 people have been sickened.

Trump’s plan, reportedly urged by his wife and eldest daughter, was a good one (and a rare smart move on public health policy from an administration better known for dismantling environmental protections). Never mind that it wasn’t a perfect answer to the current crisis. Even then, the vaping illness was suspected to be primarily caused by use of black-market vaping devices modified for cannabis or THC and containing vitamin E oil. (Health officials are now pretty sure that’s what’s causing the illness.)

But a ban on flavored electronic cigarettes is still good public health policy. Vaping use among minors has grown precipitously in recent years — doubling in just the last two years to about a quarter of all high school seniors, studies show. The trend is primarily driven by an attraction to flavors like candy and fruit. Nearly 80% of teens who vape said they did so because of the flavors. And even if they aren’t using the aftermarket products associated with the vaping illness, the high levels of nicotine in electronic cigarettes hook users quickly, and nicotine use presents its own health risks.

ADVERTISING

inRead invented by Teads

There was also solid precedent for the move Trump proposed. In 2009, the FDA prohibited the makers of traditional cigarettes from using flavors other than menthol because of their appeal to kids. Public health officials say the ban on flavors was a main factor in teens losing interest in cigarette smoking, which fell to an all-time low in 2018.

It seemed possible that Trump’s ban would go into effect. Vaping isn’t the political third rail that guns are, and it’s not as complicated, controversial or fraught as, say, immigration or Middle East policy. Who, other than the companies that profit from hooking people on this addictive but nonessential product, could find fault with a move to protect the nation’s children from potential harm?

We should have known better.

According to the Washington Post, the FDA was set to announce on Nov. 5 that it would order flavored electronic cigarettes to be banned for sale within 30 days. But the day before the announcement, reports said, Trump decided not to sign the “decision memo” out of concern that it might lead to job losses that could be used against him during his reelection campaign.

This is just another example of Trump’s tendency to say one thing and then do another. Such was the case when Trump said he would support sensible gun control (such as closing loopholes on background checks) after a particularly bad run of mass shootings, but then flip-flopped after strong words from the National Rifle Assn. Or when the president said his administration would stop separating families at the border and continued to do it anyway. Or when he abandoned a highly touted proposal to reduce drug prices by blocking a practice that benefits drug-buying insurance middlemen. We could do this all day.

It seems the country is led by a man so concerned with hanging on to his job that he would throw over an entire generation of children in the process.

It’s not too late for Trump to come to his senses and sign the order that would direct the FDA to ban electronic cigarette flavors immediately — before he could change his mind again. But we won’t hold our breath.

 

 

What changes in customer needs & wants and/or changes in environment it has faced; and how it has evolved and adapted to stay relevant?

 

December 2019

Research on the evolution of the brand Coca-cola

Contents

 

Section Page
Executive Summary  
Section One :  
Section Two :  

 

Section Three :  
Section Four :  
Section Five  
Appendix, Reference  

 

Executive Summary

 

Overview

This report examines the evolution of the Coca-cola over the different key stages of its brand development over time

Brand Building and Management

History

Here is the questions for the assignment

Choose a large established brand and, using a range of relevant tools, frameworks and/or theories explain the evolution of that brand over time, including:

  • A critical assessment of the brand’s health at key stages of development.
  • What changes in customer needs & wants and/or changes in environment it has faced; and how it has evolved and adapted to stay relevant? In the second section of the report you should cover the following areas, considering a strategic viewpoint:
  • Outline, using relevant branding concepts, theories and/or frameworks, and justify how the brand should evolve in the future.
  • Consider the potential for partnerships or other collaborations. Critically assess the recommended targets.
  • Recommend metrics, tools and techniques that the organisation should consider using to evaluate the health of the brand and develop maximum brand value in the future.

You must critically research and apply in your coursework relevant academic theory and sources, course concepts and frameworks and industry material, fully referenced using the Harvard system.

 

https://www.coca-colacompany.com/content/dam/journey/us/en/private/fileassets/pdf/2011/05/Coca-Cola_125_years_booklet.pdf

PART B: A 3,500 word individual report (70% of overall grade)

Choose a large established brand and, using a range of relevant tools, frameworks and/or theories explain the evolution of that brand over time, including:

  • A critical assessment of the brand’s health at key stages of development.

Brand equity Is the “added value” with which a brand endows a product; this added vaiue can be viewed from the perspective of the firm, the trade, or the consumer. The author’s focus is on how to buiid strong brands with the consumer, how to sustain that brand equily over time, and how to expand and protect a business by ieveraging brand equity.

http://eds.a.ebscohost.com/eds/pdfviewer/pdfviewer?vid=1&sid=4c0ed47d-1659-46ad-8bbc-91e9ab8b3491%40sessionmgr4006

 

 

 

 

 

 

 

Qualitative research

Brand Leadership summary – David A.Aaker & Erich

http://eds.a.ebscohost.com/eds/pdfviewer/pdfviewer?vid=1&sid=4c0ed47d-1659-46ad-8bbc-91e9ab8b3491%40sessionmgr4006

 

80s

In April 1985 Coca-cola presented one of the classic marketing mistakes where it replaced its forerunner coca cola brand with a new formula. The main drive was competitiveness against “Pepsi- Cola’s “Pepsi Challenge”. At the time coke was threatened to be taken over the cola market. As in 1982 Coca cola introduced diet coke which it caused to lose its market share. Coca cola felt it had to take drastic action therefore initially starting to advertise and in store blind taste testing between Coca-Cola and Pepsi-Cola starting in their home town texas which Pepsi won these tests. With these results Coca-cola’s strategy was to reformulate the recipe to sweeter taste similar to Pepsi. They called it “The New Coke” which has completely backfired and taken negatively by the public.However within three month the company re introduced the original coke and rebranded it as “Coca- cola Classic” and join the “New Coke”in the marketplace. This experience taught Coca-Cola a valuable lesson about branding.

For instance building brand loyalty which is able to achieve positive impact.

  • It could marketing cost as loyal customers wont need, sales promotion wouldnt be needed
  • Barriers to entry for new competition
  • Better leverage within the trade

 

 

90s

 

2000s

Market Research

The April 23rd 1985 launch of New coke is still seen as one of the biggest failures in the world of marketing. Despite winning several blind taste tests, public outcry meant that New coke was eventually replaced with the old formula, labelled as Coca-Cola classic.

Two things went wrong.

  1. There was a flaw in the market research taste tests as it was assumed that taste was the deciding factor in consumer purchase behaviour. Consumers were not told that only one product would be marketed so were not asked if they would give up the original formula for New coke.
  2. No one realised the symbolic value and emotional involvement people had with the original coke.

Relevant variable that would affect the problem solution were not included in the research.

  1. Identify the opportunity – Is it something that fits within an existing category or is it a new product category?
  2. Explore the solution – engage in primary research using surreys focus groups, in depth one-on-one interviews.

T- Technological. New technology may be employed in packaging design of containers.

L- Legal. Coca Cola look at packaging from a recycling point of view as this appears to consumers who are concerned about waste.

In 1985 the Coca Cola company decided to terminate is most popular soft drink and replace it with a formula it would market as New coke. Before coca-cola launched New coke they had invested us $4,000,000 in market research and undertook 200,000 blind taste tests. Blind taste tests and focus groups were the basis of the launch of New coke in 1985.

Secondary

Quantitative – subjective and often open ended. Eg. Interviews with customers or focus groups which result in a wide range of answers based on personal experiences and feelings. Coca-Cola use focus groups and interviews when carrying out their 5 stage process.

Limitations

Example of the process:

Coca-Cola use research to find out what customers want and how happy they are with products that are on offer. Primary research methods help with determining if products need improving in different ways eg. taste, aesthetics.

Secondary research can be used to back up a theory and results of primary research. Market research helps to reduce risk in the decision making process and measures progress over time.

O – Opportunities are events and developments external to an organisation, Coca Cola could look for new territories for its products.

T – Threats are developments external to the organisation, which could damage overall performance. They could be to do with new products of competitors like Pepsi for Coca Cola or government policy that affects costs such as an increase in corporation tax.

Once key issues have been identified with the SWOT analysis, they feed into the marketing objectives.

PESTLE Analysis

Types of Data

E- Economic. Are there any constraints that might affect marketing a new product. In a recession would customers have enough disposable income to keep buying their product.

S- Social. Coca Cola ask people for their opinion for example when finding a name for a new drink.

Coca Cola 5 Stage Process

Data and information that has been collected before by the organisation itself or by another organisation.

Eg. Coca Cola can use data from external agencies such as:

  • Commercial market research organisations
  • Government statistics departments
  • Competitors company reports & websites
  • Trade publications
  • The general media such as the financial times, the guardian and the economist

Quantitative – numbers and figures that can be analysed mathematically and/or presented graphically. Eg. sales figures, market values, customer preference questions. The customer preference questions would be used by Coca-Cola if they were trying to determine colour of new packaging for example.

Uses of data

Testing of Coca-Cola Vanilla for England.

  • Taste testing to come up with the right flavour formulation that British consumers would enjoy.
  • Focus groups to determine preffered packaging design.
  • Test marketing to find out the potential for favourable product sales.

This examines the relationship between a business and its matching environment.

S- Strengths are the internal features of an organisation, which provide a competitive advantage. In Coca Cola this would be its highly effective manufacturing process.

W- Weaknesses are internal aspects of the organisation which are not as good as the competition as are not performing effectively. Coca Cola would have a weakness if staff have not been trained effectively an systems and procedures.

Market Research – Coca Cola

E – Environmental Coca Cola looks at packaging from a recycling point of view as their appeals to consumers who are concerned about waste.

https://prezi.com/gpx7femsiafw/market-research-coca-cola-business-unit-3-assignment-2/

Pepsi Co. Advertising Mistakes

  • Packaging redesign January 2009
  • Intended to modernize image
  • Unit sales dropped by 20%
  • After just one month, returned to original design
  • In 2010 Gatorade relaunched as “G”
  • Logo awareness dropped from 82% to 34%
  • The company has stuck by the redesign
  • In the early 90s, Pepsi believed they had the next big thing: Clear soda
  • Named Pepsi Crystal, the soda was caffeine free and marketed as a healthier option
  • However, the drink was really only 20 calories less than regular Pepsi
  • Initially, customers bought the product but sales quickly dropped as there were not enough repeat customers
  • After a year Pepsi pulled the plug
  • In the 60’s, Pepsi had a successful campaign “Come Alive With Pepsi”
  • However, when the campaign was taken to China it hurt sales considerably
  • When translated the phrase read: “Pepsi brings your ancestors back from the dead”
  • In the early 90’s, Pepsi devised a campaign in an attempt to beat Coca-Cola sales in the Philippines
  • The campaign was a giveaway of 1 million pesos for the winning specially marked bottle cap
  • Pepsi sales increased by 40%
  • However, the company had sold about 800,000 caps marked 349 and this number was not to be the winner
  • A mistake in announcing the winning number named 349 as a winning number
  • When Pepsi was not able to deliver on their promises of prize money, riots ensued and they reported about 32 Pepsi trucks as burned, stoned, or overturned by the people of Manila
  • While the company had only budgeted about $2 million for the campaign, they ended up having to spend $10 million for a goodwill gesture as well as facing thousands of lawsuits

Tropicana

Expanding to China

Image by Tom Mooring

  • http://www.cracked.com/article_20438_the-6-most-baffling-marketing-disasters-by-famous-companies.html
  • http://www.searchenginejournal.com/worst-marketing-disasters-2013/80679/
  • http://investorplace.com/2011/02/loud-sun-chips-pepsi-branding-disaster-failure/#.VAORC2RdW5Y
  • https://blog.theidealists.com/things-that-make-you-go-hmmm/worlds-most-burning-questions-1-historys-greatest-marketing-disaster/
  • http://www.cbsnews.com/news/grief-at-gatorade-facebook-rebranding-fail-to-reverse-a-sales-slide/

https://prezi.com/-y7o4gh3m-c9/pepsi-co-advertising-mistakes/

 

  • What changes in customer needs & wants and/or changes in environment it has faced; and how it has evolved
    and adapted to stay relevant?

  • In the second section of the report you should cover the following areas, considering a strategic viewpoint:

 

  • Outline, using relevant branding concepts, theories and/or frameworks, and justify how the brand should evolve in the future.

 

  • Consider the potential for partnerships or other collaborations. Critically assess the recommended targets.

 

  • Recommend metrics, tools and techniques that the organisation should consider using to evaluate the health
    of the brand and develop maximum brand value in the future.
  • Think about the assisgnment– what are the current associates , use it to critical evaluate ,
  • Demonstrate here is what the brand is today here it is what I want to be

Finally you are trying to achieve is Resonance iechoicinga football team

Look at Kellersthree – do you feel excited to use it

Sense of community 0 Nike

Active of engagment- Nike

  • You must critically research and apply in your coursework relevant academic theory and sources, course concepts and frameworks and industry material, fully referenced using the Harvard system.

Points to follow- Reading widely is good – from reading list and then beyond reading

Reading list

Books – Brands and brand management in Strategic Brand Managment : building, measuring and managing brand equity

Principles of Marketing

  • Book

 

  • by Philip T. Kotler

 

  • 2017

 

Product and Services Management

  • Book

 

  • by Paulina Papastathopoulou; George J. Avlonitis

 

  • 2006

 

  • Recommended

 

Business-to-Business Brand Management

  • Book

 

  • by Mark S. Glynn; Arch G. Woodside

 

  • 2009

 

  • Book
  • Authors

Kevin Lane Keller

  • Published date

2012

  • Publisher

Pearson Education Limited

  • Pub place

Harlow

  • Edition

Global ed of 4th revised ed

  • ISBN

9780273779414

 

 

 

Using some of the core models from the course is also good

What is bibliography? How to use it

 

REMEMBER Use models that relate to Brand building model

 

Think carefully about using non branding models – are they really needed?

 

Use critical analysis wherever relevant

 

  • Pros and cons
  • Counter arguments
  • Risks/Mitigations
  • Basis for conclusion

ole tips for critical assessments

 

Justify things in level 6 instead of only inserting things

don’t go too far on the narrative i.e. history of company using  500 words devotes words for explanation and critical analyses

 

Consider evidence base for brand associations – esp historical associations

i.e. brand they say they are premium but you can see they are doing lots of promotion

apple associates what apple stood for – secondary literature is imp maybe there is an academic research , or report. Try to get evidence how people felt of the brand

 

 

Ensure you are using models that you understand and use it appropriately

You can use models that don’t work and explain how it doesn’t work and this other model instead to make it work

i.e. Atkinson 2018 – took a picture on phone Brand Heath – Different Brand Statuses but it doesn’t show whether the brand has good brand health it can only tell what you can do to focus on possible solutions

 

Consider competitors where relevant – i.e. pepsi and Coca cola

It can support critical assessment – if your brand didn’t do something other brand did and worked for them

You can say competitors responded to trends better than your brand did  – it can be direct or wider scope

Can develop future development areas

  • g. can support critical assessment
  • g. can support future development ideas

Remember this is brand building strategy not a business strategy module

 

Propose specific solutions and be don’t be afraid o creativity

 

What are the strategies used by Teachers and Teaching assistants, with children who have dyslexia in UK primary schools.

  • Dyslexia Still Matters

chrome-extension://oemmndcbldboiebfnladdacbdfmadadm/http://entrust.education/Pages/Download/3BF4B368-D4D0-41A4-92E7-3B49B1B58168

  • Dyslexia and Literacy Difficulties: Policy and Practice Review. A consensus call for action: why, what and how?

chrome-extension://oemmndcbldboiebfnladdacbdfmadadm/http://www.thedyslexia-spldtrust.org.uk/media/downloads/inline/dyslexia-and-literacy-difficulties-policy-and-practice-review.1381764954.pdf

  • Effective Interventions for Struggling Readers(Second edition, 2019)

chrome-extension://oemmndcbldboiebfnladdacbdfmadadm/https://www.education.ie/en/Publications/Education-Reports/Effective-Interventions-for-Struggling-Readers-A-Good-Practice-Guide-for-Teachers.pdf

  • Working to deliver a better special education service

https://www.sess.ie/dyslexia-section/report-task-group-dyslexia-2002#main-content

 

chrome-extension://oemmndcbldboiebfnladdacbdfmadadm/https://dyslexiaida.org/wp-content/uploads/2015/01/DITC-Handbook.pdf

 

  • Impact Report2013-15www.thedyslexia-spldtrust.org.uk

chrome-extension://oemmndcbldboiebfnladdacbdfmadadm/http://www.thedyslexia-spldtrust.org.uk/media/downloads/inline/impact-report.1432041879.pdf

  • DYSLEXIA INTERNATIONAL: BETTER TRAINING, BETTER TEACHING

chrome-extension://oemmndcbldboiebfnladdacbdfmadadm/https://www.dyslexia-and-literacy.international/wp-content/uploads/2016/04/DI-Duke-Report-final-4-29-14.pdf

 

 

What are the features of an effective Key Performance Indicator (KPI)?

Financial and Resource Management MAN4FRM
Assignment 1 support document
The following is to support you in your submission for the above module, it should be used in conjunction with the module learning materials and information/guidance from the Module Tutor team.
Submission date and time: Thursday 12 December, 10.00 a.m. UK time
Reflective Questions
Below are some questions to help you consider what is required for the assignment. They are intended to prompt your preparation and planning of your assignment submission.
Please note, this is NOT a definitive list; you need to ensure that you are clear on the requirements of the task then apply the relevant aspects of your learning, reading and experience to complete it.
The following questions are always worth considering, as they help you understand the audience for and purpose of the task:
•What is your role in this scenario?
•Who are you writing to and why?
•What does the task require you to produce or create?
The following questions are related to your specific assignment brief:
Task 1
1)What presentational software will you use for your presentation?
2)What are the features of an effective slide presentation?
3)What is sustainability, and how can it be measured?
4)What are the features of an effective Key Performance Indicator (KPI)?
5)How does the use of KPIs lead to improvement in organisations?
6)What KPIs would be effective in this scenario and why?
7)What images could you use to make your presentation more visually appealing?Remember you must reference images appropriately.
Task 2
1)What are the features of an effective essay?
2)What is management accounting?
3)What are the benefits of effective management accounting?
4)How can management accounting help managers achieve their goals?
5)How can the managers at MAN4FRM use management accounting to help themachieve their goals?
Writing at Level 4
What is expected at Level 4
Overall approach
Writing at Level 4 requires you to show you understand your learning and can present and interpret your findings appropriately.
What the marker wants to see
Understanding of the key learning. You can describe and explain your learning accurately.
Evidence of information from sources outside of the VLE resources.
Application of your learning to the scenario or case study in your assignment.
Evidence of interpretation (see below).
Evidence of interpretation
Interpretation is the way you show your understanding of the information you have presented in your assignment.
Interpretation means that you use your learning to answer questions, solve problems and make decisions, based on your scenario or case study.
Support available
UCEM e-Library
For help with independent research and finding additional source materials
Email library@ucem.ac.uk for support
Study Skills
VLE area
For help developing your academic skills and further advice on how to carry out analysis and critical thinking.
Assessment Handbook in the Student Hub
For information about the different expectations at different levels of study.
The ‘Glossary of Assessment Terms’. has definitions of key assessment terms that explain what is required from the tasks in your assessment.
Academic Support Tutor
Each module has an Academic Support Tutor who you can contact via email and the Study Support Forum

How does the principal inspire and build teachers’ professional confidence?

Focus Group Questions: Collective Teacher Efficacy

Interview Question Source of CTE Research Foundation Leadership Competency Research Question
1.How is the school’s mission and goals shared and promoted by the principal?

How are teachers involved?

 

Social Persuasion

 

Affective States

 

Bandura’s Four Sources of Efficacy Beliefs

 

Building Vision and Setting Direction

 

 

Unity of purpose

 

 

Managing the Teaching & Learning Programme

 

Research Question 2

What beliefs held by the Principal have influenced the school’s collective teacher efficacy?

 

2. How is the school’s vision for teaching & learning shared and promoted by the Principal?

How does the Principal communicate standards and expectations?

 

3. In what ways does the Principal influences school culture?

How is relational trust developed?

What leadership approaches are adopted by the Principal?

How does the principal build team?

How is success shared and celebrated?

 

4. How does the principal inspire and build teachers’ professional confidence?

Modeling or sharing of success?

Messaging- briefings / PD / Bulletins

Verbal feedback?

 

Mastery Experiences

 

Vicarious Experiences

 

Social Persuasion

 

 

 

Building instructional

knowledge and skills

 

Bandura’s Four Sources of Efficacy Beliefs

 

 

 

 

 

Brinson and Steiner’s

Building Collective Efficacy

 

Understanding & Developing People

 

Redesigning the Organisation

 

Building Relational Trust

 

 

Research Question 3

What behaviours enacted by the Principal have influenced the school’s collective teacher efficacy?

 

5. How does the principal’s influence the ways in which teachers are provided feedback on teaching and learning?

Principal’s role?

Peer feedback?

Lesson Observations / Performance reviews & targets

6. What professional learning opportunities has the principal provided to support teacher professional development and growth?

Staff PD sessions?

NAU?

Mentoring?

Readings and podcasts/videos?

 

 

Mastery Experiences

 

Vicarious Learning

 

Social Persuasion

 

 

Creating opportunities for teachers to

collaboratively share

skills and experience

 

Bandura’s Four Sources of Efficacy Beliefs

 

 

 

 

 

Brinson and Steiner’s

Building Collective Efficacy

 

Understanding & Developing People

 

Redesigning the organisation

 

Promoting and Participating in Teacher Development

 

Research Question 4

What practices employed by the Principal have influenced school’s collective teacher efficacy?

 

7. What structures has the principal put in place to enable teachers to collaboratively share skills and promote team learning?

What? How?

(probe PLC’s)

 

 

8. How does the principal involve teachers in school improvement and decision making?

Opportunities for teacher leadership?

School improvement groups?

School priorities?

 

 

Affective States

 

 

 

Involving teachers in

school decision making

 

Bandura’s Four Sources of Efficacy Beliefs

 

Brinson and Steiner’s

Building Collective Efficacy

 

Collaborative Decision Making

 

Redesigning the Organisation

 

Understanding and Developing people

Research Question 3

What behaviours enacted by the Principal have influenced the school’s collective teacher efficacy?

 

Research Question 4

What practices employed by the Principal have influenced school’s collective teacher efficacy?

9. What could the principal do differently / more to build collective teacher efficacy and a positive school culture?

 

       

 

EFFECT OF THE EXPANSION OF THE PANAMA CANAL IN THE NAVIGATION AND LOCAL ECONOMY.

 

LINKS: EFEECT OF THE EXPANSION OF THE PANAMA CANAL IN THE NAVEGATION AND LOCAL ECONOMY

https://www.tandfonline.com/toc/tmpm20/current

Why does time pressure have this dampening effect on creativity?

People often come up with their best ideas
when time is tight-at least thafs what
many executives assume. The trouble /s,
as new research reveals, it’s not true.
Creativity
Under the G
TRULY BREAKTHROUGH IDEAS tarely hatch overnight.
Consider, for example, Charles Darwin’s
theory of evolution, which had a protracted evolution
of its own. Darwin spent decades reading scientific
literature, making voyages on the HMS Beagle to the
Galapagos and other exotic destinations, carrying out
painstakingly detailed observations, and producing thousands
of pages of notes on those observations and his ideas
for explaining them. It’s inconceivable that his breakthrough
would have occurred if he’d tried to rush it. In
business, too, there are striking examples ofthe value of
having relatively unstructured, unpressured time to create
and develop new ideas. Scientists working at AT&T’s
legendary Bell Labs, operating under its corporate philosophy
that big ideas take time, produced world-changing
innovations including the transistor and the laser beam.
Their ingenuity earned the researchers several Nobel
prizes. They, like Darwin, had the time to think creatively.
But we can all point to examples where creativity
seemed to be sparked by extreme time pressure. In 1970,
during Apollo 13’s flight to the moon, a crippling explosion
occurred on board, damaging the air filtration system
and leading to a dangerous buildup of carbon dioxide in
the cabin. If the system could not be fixed or replaced, the
astronauts would be dead within a few hours. Back at
NASA mission control in Houston, virtually all engineers,
scientists, and technicians immediately focused their attention
on the problem. Working with a set of materials
identical to those on board the spacecraft, they desperately
tried to build a filtration system that the astronauts
might be able to replicate. Every conceivable material was
considered, including the cover of afiight procedure manual.
With little time to spare, they came up with something
that was ugly, inelegant, and far from perfect but
that seemed like it just might do tbe job. The engineers
quickly conveyed the design with enough clarity that the
cognitively impaired astronauts were, almost unbelievably,
able to build the filter. It worked, and three lives
were saved.
The business examples of creativity under pressure are
decidedly less dramatic than that, but they abound as
well. The lauded design firm Tdeo has put its innovative
spin on personal computers, medical equipment, automotive
electronics, toys, and even animatronic movie robots
– and many of the new designs for those products
were drawn up in three months or less. If you’re like most
managers, you have almost certainly worked with people
who swear that they do their most creative work under
tight deadlines. You may use pressure as a management
technique, believing that it will spur people on to great
leaps of insight. You may even manage yourself this way.
If so, are you right?
Based on our research, the short answer is “no.” When
creativity Is under the gun, it usually ends up getting
killed. Although time pressure may drive people to work
more and get more done, and may even make them/ee/
by Teresa M.Amabile, Constance N. Hadley, and Steven J. Kramer
52 HARVARD BUSINESS REVIEW

Creativity Under the Gun
more creative, it actually causes them, in general, to think
less creatively. Of course, the short answer is not the
whole story. Let’s take a look at what time pressure is, how
it feels when people experience It at work, and the different
ways it can be managed to enhance creativity.
Fighting the Clock
Maria was a software developer on a team charged with
creating an on-line system through which health care
providers could access vital information about certain
high-risk patients. It was critical that the new system be
error-proof because the targeted patients were elderly
or severely disabled individuals; in life-threatening situations,
accurate information about them had to be
communicated instantly. Unfortunately, the original contract
for the project had vastly underestimated the time
required to develop it. As a result, Maria and her team
found themselves under extreme time pressure as the
deadline approached. (Maria’s identity, like all individual,
project, and corporate identities in this article, has been
disguised.)
The team was working almost around the clock, even
though it was becoming clearer with each passing day
that the complex technical problems it encountered simply
could not be solved adequately within the original
time frame. Yet senior management, as well as the project
leader, pressed the team to meet the deadline, no matter
what. Maria recorded her experiences during this time in
a daily diary:
“At 7:30 this moming, my team leader asked me what
my game plan was for the day and if I could be available
for a rollout meeting. I wrote out on a flip chart what I
thought needed to be done today, looked at the list, and
told him it was two or three days of work. Now, as I am
burned out and preparing to leave for the day, I look at
the flip chart and realize that, at best, 20% ofthe work has
been accomphshed. This one-day list is really a four- or
five-day list The thing that most sticks in my mind from
the entire day is that blasted flip chart with so little
crossed off.”
A few days later, Maria seemed even closer to the end
of her rope:
“I told my supervisor that the hours 1 am working are
completely unacceptable and that I planned to leave the
company if this continued to be the norm on projects
Teresa M. Amabile is the Edsei Bryant Ford Professor of
Business Administration at Harvard Business School in
Boston. Constance N. Hadley is a doctoral student in organizational
behavior at Harvard Business School. Steven J.
Kramer is an independent researcher and writer based in
Wayland, Massachusetts.
here. The look on his face was a bit aghast. Was he really
shocked? Could this possibly be a surprise? All afternoon
I felt physically drained, as if I were running on low hlood
sugar. I slept very poorly last night, several hours awake
in the middle of the night. I feel physically exhausted
again right now-lack of mental clarity, lack of motivation
about the project.”
Maria wasn’t alone in her sense of the extreme time
pressure the group was working under. Richard, another
member of the team, kept his own diary during this period
and had this to say:
“The team leader announced that the project’s core
hours-when everyone is expected to be in the office and
working – have been extended: ‘They are now 8 AM to
7 PM, and don’t make social plans for the next three
weekends, as we will likely be working.’ This project is
now officially a death march in my mind. I can’t fathom
how much work we have left, how severely we underestimated
this project, and how complex this dog has
become. At every turn, we uncover more things that are
unsettled, incomplete, or way more complex than we ever
thought.”
We collected more than 9,000 such diary entries in a
recent study of 177 employees in seven U.S. companies.
Our objective was to look deeply at how people experienced
time pressure day to day as they worked on projects
that required high levels of inventiveness, while also measuring
their ability to think creatively under such pressure.
Specifically, we asked each ofthe partic ipants-most
of whom were highly educated knowledge workers – to
complete a diary form on-line in which they rated several
aspects of their work and their work environment that
day, including how much time pressure they felt. In a separate
section ofthe form, we also asked them to describe
something that stood out in their minds about that day,
and we carefully analyzed those short entries for evidence
of creative thinking. (See the sidebar “Trapping Creativity
in the Wild” for a detailed description of our research
method, including our study’s specific definition of “creative
thinking.”)
What we saw in those diary entries was both fascinating
and sobering. Many ofthe people in our study reported experiences
similar to Maria’s: They often felt overworked,
fragmented, and burned out. At the most basic level, then,
we found support for recent observations in the popular
press that Americans are feeling a time crunch at work,
creating what one Newsweek reporter called a nation of
“the quick, or the dead-tired.” The problem has been with
us for some time. As early as 1995, US. News & World Report
described a nationwide poll showing that more than
half of Americans wanted more free time, even if it meant
earning less money. And in 1996, according to a Wall Street
Journat~NBC News survey, 75% of those people earning
54 HARVARD BUSINESS REVIEW
Creativity Under the Gun
Trapping rreativity in the Wild
Many ofthe findings we report in
this article are drawn from a study of
time pressure and creativi^ that we
recently conducted with Jennifer
Mueller of Yale School of Management
and William Simpson and Lee
Fleming, both of Harvard Business
School. That study included data from
177 employees who were members
of 22 project teams from seven U.S.
companies within three industries
(chemical, high tech, and consumer
products). More than 85% ofthe participants
had college degrees, and
many had graduate education. In
order to be included in the study, a
team had to be identified by senior
management as working on a project
where creativity was both possible
and desirable. In other words, these
projects, and our participants, were
considered the “creative lifeblood”
oftheir organizations. We believed
that we could better understand
what these people were experiencing
each day, and what was really
infiuencing their creativity, if we
tracked what was happening in
realtime.
To accomplish this, we e-mailed
each member of each team a brief
daily questionnaire throughout the
entire course oftheir projects. We
asked them to fill it out and return
it to us at the end of each workday.
Somewhat amazingly, 75% ofthe
questionnaires that we sent out
were returned completed even
though some ofthe projects we followed
lasted more than six months.
This yielded the very high number
of returns (9,134) that we analyzed in
this study. The questionnaires contained
several numerical-scale items
about the work and the work environment,
including one that asked participants
to rate the day’s time pressure
on a seven-point scale. A similar item
asked them to rate the creativity of
their work that day
The most interesting part ofthe
questionnaire was the narrative
diary entry, in which we asked participants
to briefiy describe one event
that stood out in their minds from
the day-anything at all that related
to the project, the team, or their work.
(We did not ask them to focus on creativity.)
Because we asked for just one
standout event each day, the diaries do
not present a comprehensive account
of everything that happened that day
We assume, though, that they are a
representative sample ofthe important
things that were happening. And
although we saw some clear patterns
in the results.further research will be
necessary to determine definitively
what is causi ng what.
The diary entries provided rich information
about what people were
doing and experiencing each day. We
derived a “creative thinking” measure
by coding each diary narrative. A
narrative was considered to have evidence
of creative thinking if It described
an event in which the person
was engaged in any form of creative
thinking as the term is used in everyday
language; this included mentions
ofdiscovery,brainstorming, generating
ideas, thinking fiexibly, or “being
creative.” We also included many of
the cognitive processes that theorists
believe are important in facilitating
creative thinking: learning, insight,
realization, awareness, clarification,
remembering, and focused concentration.
All of these processes are
included in what we call “creative
thinking,””thinking creatively,” or
“creativity” in this article. (For more
details on the methods and findings
of our research, see the working
paper by Teresa M.Amabiie, Jennifer
M. Mueller, William B.Simpson,Constance
N. Hadley, Steven J. Kramer,
and Lee Fleming,”Time Pressure and
Creativity in Organizations: A Longitudinal
Field Study,” HBS,2002.)
In preparing this article, we went
beyond the statistical analyses ofthe
time-pressure study to develop a
richer view ofthe conditions under
which time pressure may or may not
have negative efFects. For that purpose,
we looked at four extreme conditions:
days of very high time pressure
when creative thinking did happen;
days of very high time pressure when
creative thinking didn’t happen; days
of very low time pressure when creative
thinking did happen; and days
of very low time pressure when creative
thinking didn’t happen. We took
a sample of 100 diary entries from
each of these four work conditions
and read them carefully to discern patterns
that distinguished them from
one another-for instance, that creativity
seemed more likely when people
were able to focus on a single activily
for most ofthe day.
In addition to that qualitative analysis,
we used the numerical ratings that
the participants reported in the questionnaires
to examine the number of
hours they worked; the degree of challenge,
involvement, and time pressure
they felt; the number of people they
vworked with; and the degree of distraction
they felt. The results of our
analyses are summarized in the exhibit
“The Ti me-Pressu re/Creativity
Matrix.”
THE INNOVATIVE ENTERPRISE AUGUST 2002 55
Creativity Under the Gun
more than $uxi,cxx> a year cited managing their time as
a bigger problem than managing their money.
Time pressure has become a fact of life for the American
worker. On the average day, our study participants reported
feeling”moderate”time pressure-and that was the
average. A great many of the participants’ workdays were
characterized by “extremely” high levels of time pressure.
“Today I realized that our time to get ready for the upcoming
presentations was almost nonexistent,” wrote one
participant in a fairly typical entry. Another, in a different
company, lamented that, “Overnight, 1 had to come up
with a fully detailed plan for the remainder ofthe development
phase, to let us know how far behind we were.”
Perhaps not surprisingly, although our participants
said time pressure was rather high most ofthe time, we
noticed a trend whereby time pressure seemed to build as
work projects went from early to later stages; as with
Maria’s project, people felt more and more pressed for
The Time-Pressure/Creativity Matrix
Our study suggests that time
pressure affects creativity in
different ways depending
on whether the environment
allows people to focus on
their work, conveys a sense
of meaningful urgency about
the tasks at hand, or stimulates
or undermines creative
thinking in other ways.
Time Pressure
high
low
Creative thinking under low time
pressure is more likely v^hen people
feel as if they are on an expedition.
They:
• show creative thinking that Is more
oriented toward generating or exploring
ideas than identifying problems.
• tend to collaborate with one person
rather than with a group.
high
Creative thinking under extreme time
pressure is more likely when people
feel as if they are on a mission. They:
• can focus on one activity for a significant
part ofthe day because they are
undisturbed or protected.
• believethatthey are doing important
work and report feeling positively
challenged by and involved in the
work,
• show creative thinking that is equally
oriented toward identifying problems
and generating or exploring ideas.
Likelihood
of Creative
Thinking
low
Creative thinking under low time
pressure is unlikely when people feel
as if they are on autopilot They:
• receive little encouragement from
senior management to be creative.
• tend to have more meetings and
discussions with groups rather than
with individuals.
• engage in less collaborative work
overall.
Creative thinking under extreme time
pressure is unlikely when people feel
as if they are on a treadmill. They:
• feel distracted.
• experience a highly fragmented workday,
with many different activities.
• don’t get the sense that the work they
are doing is important.
• feel more pressed for time than when
they are”on a mission”even though
they work the same number of hours.
• tend to have more meetings and discussions
with groups rather than with
individuals.
• experience lots of last-minute
changes in their plans and schedules.
56 HARVARD BUSINESS REVIEW
Creativity Under the Gun
time as deadlines approached. Interestingly, we also observed
a slight trend in time-pressure changes during the
week: The time pressure started out relatively low on
Mondays, increased through the week to a peak on Thursdays,
and decreased on Fridays. This may be because managers’
expectations for productivity are somewhat lower
on Mondays and Fridays. Or perhaps it’s simply that, on
the days bracketing the weekend, people are already (or
still) in a weekend mind-set and less subject to feeling the
time pressure that exists. We also found that people were
more likely to report high levels oftime pressure on days
when they were traveling for work or working off-site. It’s
possible that people try to pack more work into such days
to minimize the total time spent away from the office.
And, of course, the many hassles of travel itself undoubtedly
contribute to feelings of being pressed.
Energy and Frustration
As described in the diaries, the days when our study participants
felt extreme time pressure were noticeably different
from the days when they felt less time pressure.
People tended to work more hours and were involved in
a greater number of activities, having to switch gears
more often, on time-pressured days. That provides us with
our first clue about how time pressure might affect creativity-
a clue to which we will return later.
People experienced different feelings as time pressure
increased, but we can’t simply say that they felt better or
worse, lt was a mixed bag. At first, people felt more involved
in and challenged by their work:”l am under a lot of pressure
to start up the manufacturing machine for our new
product this week….I was actually happy to run to the
hardware stores for hose fittings and bolts. For the first
time, 1 feel like we are truly making real progress.” And, in
surprising contrast to Maria’s reaction of feeling drained,
people generally felt more energized under high pressure.
As one diarist reported,”We are three-quarters ofthe way
there! I really enjoy seeing the team pull together.”
But some people also experienced deep frustration as
time pressure increased; “I frequently feel I am swimming
upstream on this project and always buried with work.” In
particular, they seemed frustrated by constant distractions
from other team members on time-pressured days.
One of our study participants told a particularly vivid
story about his frustration with a colleague:
“We had a meeting about what is going wrong with the
filtration program and how to come to an acceptable level
of understanding and information gathering. As usual,
Paul, Emilio, Sarah, and 1 were going at breakneck speed
trying to make sure we’re all pulling together. But Raj
could only repeatedly say, ‘But what part of my job don’t
you want me to do, if you expect me to do that?’ He was
argumentative and negative, and al! I could think was,
‘Stop it!’ I was able to control myself and didn’t scream at
him, but I was close.”
When we look at the whole picture of how people were
experiencing time pressure, it seems they were working
hard, spending long hours on the job, and sometimes feeling
jazzed about what they were doing. But at the same
time,there was a lot offrustration-another clue that will
help us understand time pressure’s effects on creativity.
The Pressure Trap
Our study indicates that the more time pressure people
feel on a given day, the less likely they will be to think
creatively. Surprisingly, though, people seem to be largely
unaware of this phenomenon. In their assessments of
their own creativity each day, the participants in our
study generally perceived themselves as having been
more creative when time pressure was high. Sadly, their
diaries gave the lie to those self-assessments. There was
clearly less and less creative thinking in evidence as time
pressure increased.
Moreover, tbe drop in creative thinking was most apparent
when time pressure was at its worst In the daily
diary form, participants were asked to rate the time pressure
they felt on a scale of one to seven, with seven being
the highest level of pressure. On the days rated a seven,
people were 45% less likely to think creatively than they
were on any ofthe lower-pressure days.
Managers might think that the occasional uncreative
day is simply the price paid for keeping work on a highly
productive schedule. If your creative juices freeze up on
a particularly busy Thursday, they might argue, you’ll be
able to get back to creativity on Friday when the demands
have died down a bit. But maybe not. To our surprise,
more time pressure on a certain day meant less creative
thinking that day, the next day, and the day after that. In
other words, whether because of exhaustion or enduring
postpressure cognitive paralysis, our study participants
seemed to experience a “pressure hangover” that lasted
a couple of days at least.
That lingering time-pressure effect showed up whether
we examined time pressure day to day or over longer
periods. The higher the overall sense oftime pressure that
participants felt during the first week oftheir projects, the
lower the level of creative thinking we saw from them
during the first half of their projects (a period that varied
from three weeks to four months). And the higher the
overall sense oftime pressure at the midpoint, the lower
the level of creative thinking in the second half
Why does time pressure have this dampening effect on
creativity? Psychological research over the past 30 years,
along with theories about how creativity happens, can
THE INNOVATIVE ENTERPRISE AUGUST 2002 57
Creativity Under the Gun
A Peek into
the Diaries
These diary excerpts
were written by study
participants who experienced
the four work
conditions described in
this article. See if you or
your employees might
say something similar
about experiences in
your own organization.
On a Mission
(High Time Pressure,
High Likelihood
of Creative Thinking)
“At the end ofthe day today, after getting
the documents ready, it hit me as to how
creative Katherine and I had been together
when we had worked in a room,
away from the telephones, noise, interruptions,
and other distractions. I felt very
satisfied with the work we produced.”
“Just as I was knee-deep in Is and Os,
staring at an execution trace ofthe
firmware (which was acting strangely),
I got three phone calls in a row. I was
about ready to throw the damn phone
across the room. Fortunately, it stopped
ringing after that, and I was able to
refocus and find the problem. Hooray.”
“We found out today that the drop test on
one of our products was not done properly,
and we needed a way to pad our
product in a rush. I remembered that we
had $10 million worth of an obsolete cell
cushion that we were getti ng ready to
write off, and I suggested we use that.
It worked great!”
“I brought in some of my personal camera
equipment today and used it to create a
high-magnification video analysis system..
, I felt this was very creative work on
my part-passing on my knowledge of optics
and photography to an engineer who
will continue with this work.”
On an Expedition
(Low Time Pressure,
High Likelihood
of Creative Thinking)
“In my meeting with Seth to discuss
the imaging model, several ideas he
mentioned meshed with ideas I had,
and I came away with a better and
more detailed model.”
“Wendy brought in her samples ofthe
ILP films and presented them to me in
a way that really made sense and triggered
a lot of good ideas on my end.”
“John spent time discussing promotional
opportunities with me, and I felt like I
was really learning something.”
“I tried out my patterned adhesive wine
labels in the lab. Bought wine at the
grocery store and committed sacrilege
by pouring it into the sink. My patterned
adhesive didn’t really work well,
but I made some interesting observations
that helped me understand the
problem a little better.”
“While brainstorming ideas for solving
the axle retention problem, I discovered
a way to reduce the cost of our current
wheeled container. In addition, this may
give us a better product that is easier
to produce. I made a few calls to begin
investigating the feasibility.”
help to explain. Psychologists have long believed that creativity
results from the formation of a large number of associations
in the mind, followed by the selection of associations
that may be particularly interesting and useful. In
a sense, it’s as if the mind is throwing a bunch of balls into
the cognitive space, juggling them around until they collide
in interesting ways. The process has a certain playful
quality to it; in fact, Einstein once referred to creativity as
“combinatorial play.” If associations are made between
concepts that are rarely combined – that is, if balls that
don’t normally come near one another collide-the ultimate
novelty ofthe solution will be greater.
Considerable research, drawn from experiments and
from observations of creative activities, supports this view
of the creative process. And some recent research suggests
that the success of the combinatorial process depends
both on having sufficient time to create the balls to
juggle-exploring concepts and learning things that might
somehow be useful -and having sufficient time to devote
to the actual juggling. For example, one study we and our
colleagues conducted found that people who allocate
more time to exploratory behaviors while doing a task
produce work that is rated by experts as more creative.
Another study found that simply having a few minutes to
think through a task – studying the materials, playing
around with them-can lead to more creativity than having
to dive into the task cold. So we have still more clues about
how being under the gun might affect the creative process.
58 HARVARD BUSINESS REVIEW
Creativity Under the Gun
On a Treadmill
(High Time Pressure,
Low Likelihood
of Creative Thinking)
“\ spentthedaytryingtogeta business
plan finished-or at least startedfor
this strategic alliance. I was very
frustrated by constant interruptions,
which make it necessary to get this
type of work done before or after
hours.”
“Today was a very long day spent in
several meetings. We spend so much
time covering old issues instead of
driving the business forward.”
“I was informed that I have to come
up with a new launch rationale by
Monday so it can be reviewed by the
operating team. The relaunching
of the old printers is devoid of any
logical strategy. Now I have to make
up one that sounds good.”
“One problem after another occurred
today I had intended to complete
several different items for the product
transfer,but I spent the day fighting
fires instead”
On Autopilot
(Low Time Pressure,
Low Likelihood
of Creative Thinking)
“Very low energy today. Must be
the weather, but I feel whipped.
Focused on organizing and planning.
Put out an agenda for the
optimization meeting tomorrow.”
“Overall feeling of depression
today.”
“Mostly just doing paperv^/ork.
I cleaned up a lotof outstanding
items.”
“The team had an all-day meeting
with the general manager. He just
raised three questions, rather
than giving us a clear leadership
response to what we’ve done.”
“Today I gave a two-hour presentation
on product strategy and
plans for the new product launch
to our European marketing managers.
I was disappointed by their
[apathetic] response. The same
old issues came up and a moderately
negative attitude prevailed.”
Protecting Creativity
Even though time pressure seems to undermine creative
thinking in general, there are striking exceptions. We
know, from our own study and from anecdotal evidence,
that people can and do come up with ingenious solutions
under desperately short time frames. What makes the difference?
It’s time to put the clues together.
When we compared the diary entries from the timepressured
days when creative thinking happened to the
entries from tbe time-pressured days when no creative
thinking happened, we found that the creative days featured
a particular-and rather rare-set of working conditions.
Above all else, these days were marked by a sense
of focus. People were able to concentrate
on a single work activity for
a significant portion of the day. As
one diarist jubilantly declared: “The
event of the day was that I had no
standout events. I was able to concentrate
on the project at hand without
interruptions.” This focus was
often hard-won, as the individuals or
their managers went to great lengths
to protect their work from interruptions
and other disturbances: “There
were so many interruptions for chitchat
that I couldn’t get any decent
work accomplished. I eventually had
to go work very quietly in another
room to get some of it done.”
Indeed, tbis sense of focus implies
some degree of isolation. On the
time-pressured days that still yielded
creative thinking, we noted that collaboration
was limited. When it happened,
it was somewhat more likely
to be done in a concentrated way-for
instance, working with another individual
rather than in a group: “I had
a chance to talk at the end ofthe day
with Susan. She helped confirm that
the path 1 was taking was right and
helped me figure out some ofthe differences
in the codes. Her help will
keep me going.”
Another key condition for achieving
creativity on the high-pressure
days was interpreting the time pressure
as meaningful urgency. People
understood why solving a problem or
^ ^ ^ ^ ^ ^ ^ ^ completing a job was crucial, and
they bought into that urgency, feeling
as though they were on a mission. (See the exhibit
“The Time-Pressure/Creativity Matrix” for a summary of
the work conditions our study participants experienced.)
They were involved in their work and felt positively challenged
by it. The sense of urgency and the ability to focus
are probably related, for two reasons. If people believe
that their work is vitally important, they may be more
willing and able to ignore a variety of distractions in
their workdays. Meanwhile, managers who share this
sense of urgency may free people from less-essential
tasks. This was clearly the case in the Apollo 13 mission:
All nonessential work was abandoned until the air filtration
problem was solved and the astronauts were returned
home safely.
THE INNOVATIVE ENTERPRISE AUGUST 2002 59
Creativity Under the Gun
But when this protected focus was missing on timepressured
days-and it very often was-people felt more
like they were on a treadmill. On these days, our diarists
reported a more extreme level of time pressure even
though they were not working more hours, and they felt
much more distracted. When recording the number of
different activities they performed, they were likely to use
words like “several,” “many,” and “too numerous to count.”
They were pulled in tcx) many directions, unable to focus
on a single activity for any significant period of time. One
diarist, paraphrasing the oft-repeated lament, said: “The
faster I run, the behinder I get.”
Our first clue, that people might have to switch gears
more often under time pressure, underlies this treadmill
condition; many things are clamoring for people’s attention
simultaneously. Remember, too, our clue that feelings
of time pressure are associated with frustration, especially
frustration with other members of a team. We
suspect that interruptions contribute to that frustration.
Other evidence adds to the picture of a distracted, disturbed,
confiising environment on treadmill days. People
had many more meetings and discussions with groups
rather than with individuals. Moreover, they often had to
cope with last-minute changes to schedules and plans. In
many ways, they seemed to be operating under greater
uncertainty: “At the meeting, we discovered that the work
we have done to date may have to be completely redone
because of a decision made by upper management to
change the way the new system will process customer orders.”
On these low-focus, time-pressured days, people
weren’t very likely to see what they were doing as important
or to feel a meaningful sense of urgency to complete
a project or task.
Did an absence of time pressure guarantee that people
would be more creative? Certainly not. Under any level of
Don’t befooled into thinking that time pressure
will, in itself, spur creativity. That’s a powerful
illusion but an illusion nonetheless.
time pressure, low or high, reports of creative thinking
were relatively rare; they showed up in only about 5% of
the 9,otxvplus daily diary reports. Under low time pressure,
the differences in whether creativity happened or
not seem to lie in the way people were spending their
days. Most noticeably, when people exhibited creativity
in the absence of time pressure, they were more oriented
toward exploring and generating new ideas than identifying
problems to be solved. (Remember our clue from
the psychological literature on combinatorial play.) People
behaved as if they were on an expedition. In addition,
if people in this condition worked with someone else,
they tended to spend the day (or part of it) collaborating
with only one other person; collaboration with many people
was rare. Having a single focal point to bounce new
ideas off of might help people stay oriented toward the
work on these more relaxed days, in contrast to having
many “playmates” at once.
Finally, of course, there were days when people didn’t
feel under much time pressure and didn’t show any evidence
of creative thinking. They seemed tt) be doing their
jobs, putting one foot in front of the other, without engaging
too deeply in what was happening. They behaved
as though they were on autopilot. On these days, there was
a generally low level of collaborative work, although
there were more meetings and discussions that involved
groups rather than individuals. And people felt the least
encouragement from high-level management to do creative
work. Perhaps if creativity had been encouraged
more, these individuals would have made better use of
their relatively low-pressure days.
Lessons for Managementand
Self-Management
Our research focused on knowledge workers – people
who, according to researcher Leslie Perlow, are most
likely to suffer from a “time famine” in contemporary
American organizations. These are the people from
whom we need and expect the highest levels of creativity;
they are developing the products, services, and organizations
of tomorrow. They are also the people who are most
handicapped in their quest to be creative.
— There’s no doubt that creative thinking is possible
under high-even extreme-time pressure. But
this seems to be likely only in a situation that, research
suggests, is not the norm in modem organizations:
being able to become deeply immersed, and
stay deeply immersed, in an important, urgent problem.
Given the demands in most organizations for
communication and process checks, as well as the
•” prevalence of highly interdependent work roles,
protected creativity time does not occur naturally.
What, then, can managers do to minimize the negative
effects of time pressure and use it appropriately in the service
of creativity? What can each of us do to maintain our
own creativity in today’s pressured organizations?
Our first suggestion is the obvious one: Avoid extreme
time pressure whenever possible, particularly if you are
looking for high levels of learning, exploration, idea gen-
60 HARVARD BUSINESS REVIEW
Creativity Under the Cun
eration, and experimentation with new concepts. Don’t
be fooled into thinking that time pressure will, in itself,
spur creativity. That’s a powerful illusion but an illusion
nonetheless. Complex cognitive processing takes time,
and, without some reasonable time for that processing,
creativity is almost impossible.
Of course, it would be foolish to think that the ideal for
creativity is a complete absence of time pressure on a
particular work project. Given the demands that modern
life puts on people, it’s too likely that other things
would steal attention from the project-the urgent
would drive out the important-and nothing ^
would be accomplished. Moreover, it would be
easy for people to slip into autopilot mode if there
were no sense of urgency. Our research suggests
that low time pressure doesn’t necessarily foster
creative thinking-but that it can do so when people
are encouraged to leam, to play with ideas,
and to develop something truly new. Consider the
creativity-shielding practices at 3M. For many
years, that innovation powerhouse has had a tradition
of protecting 15% of the workweek for ere- ^~
ative endeavors. All its R&D scientists devote that
time to exploring whatever new ideas or pet projects most
intrigue them personally, even if those ideas and projects
are far afield from their assigned work.
For most companies, the best way to avoid undue time
pressure is to articulate goals at all levels of the organization
that are realistic and carefully planned, avoiding
the optimism bias that plagues a lot of corporate planning.
Announcing that a certain number of new products
will be developed in the coming year, without a sense of
the feasibility of that goal, will probably cause extreme
time pressure to ripple through the organization – right
down to the people who are actually supposed to be coming
up with the ideas for those products. Signing a contract
that promises to deliver items to a client by a certain
date, without careful scoping of what the project will
likely involve, can lead to the treadmill mentality that we
saw on Marie’s team. People may continue to advance
the work, but they won’t have the creative insights that
will send the project leapfrogging ahead to truly exciting
solutions.
In situations where time pressure can’t be avoided,
managers should focus on protecting time-pressured people
who are supposed to be doing creative work from interruptions,
distractions, and unrelated demands for a significant
portion of each workweek. This concentration on
“real work” can reduce the time fragmentation that we
saw in so many of our participants’ daily diaries.
Perlow’s research in a high-tech firm, as reported in
her book Finding Time: How Corporations, Individuuls, and
Families Can Benefit from New Work Practices (Cornell
University Press, 1997), showed that engineers who agreed
to give one another such uninterrupted quiet time during
specified periods each day were able to get more done on
their projects and felt better about their workdays. Her research
also suggested, unfortunately, that it is difficult to
sustain such a major change in workday norms without
deep cultural change in the organization.
Creativity can also be supported under time-pressured
conditions if managers can help people understand why
tight time frames are necessary. It’s much easier to feei
Signing a contract that promises to deliver items
to a client by a certain date, without careful
scoping of what the project will likely involve,
can lead to the treadmill mentality.
that you are on a mission ifyou accept that there is an important,
urgent need for the work you are doing, rather
than feeling that an arbitrary deadline has been handed
down simply to make you run ever faster on your treadmill.
Our research suggests that managers should alst> encourage
one-on-one collaborations and discussions, avoiding
an excess ofthe obligatory group meetings that may
contribute to feelings of fragmentation and wasted time.
Finally, people may be better able to concentrate on their
work if managers minimize abrupt changes in scheduled
activities and plans.
* • *
In short, the key to protecting creative activity-including
your own – is to offset the effects of extreme time pressure.
The obvious way to do that is to reduce the time
pressure. But in cases where it is unavoidable, its negative
effects can be softened somewhat by getting your people
and yourself in the mind-set of being on a mission – sharing
a sense that the work is vital and the urgency legitimate.
It also means ruthlessly guarding protected blocks
ofthe workweek, shielding staff from the distractions and
interruptions that are the normal condition of organizational
life. The best situation for creativity is not to be
under the gun. But ifyou can’t manage that, at least leam
to dodge the bullets. ^
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THE INNOVATIVE ENTERPRISE AUGUST 2002 61
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