A better Republic

Ideal:

Representation of ideology adjusted for population, total wealth of each person registered as supporting the ideology (not actual contributions), and nullification of both.

Ideologies: religions, guns, abortion, industry, ethnicity, sexuality, healthcare, education, welfare…

The wealth of individuals will be represented but so will the total persons supporting the ideology. The last balance is nullification that requires equal representation of all ideologies regardless of wealth or population. Nullification allows for representation when wealth and popularity is low. Nullification will need some minimum thresholds.

Geography has little bearing on representation except as a convenient means to reduce a population to a manageable level.

Separation of duties

Judicial, executive, legislative branches will remain.

The judicial branch will no longer be influenced by another branch. Supreme court judges will be elected by the nullification group in the legislative branch because the judicial branch must be the most free of any one bias/ideology.

State lines remain intact. Voting district lines will be obsolete or drawn by the nullification group and confirmed by a committee of random members drawn from the judicial branch or simply drawn by the nullification group.

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Lack of net neutrality long term effects 12 1 17

 

Free unbiased sources of information will disappear because of lack of funds and not enough funds compared to others. Startups will no longer be startups but private label subsidiaries of existing sources. True original startups will cease because you need money to make money and banks don’t loan money to good ideas without assets to leverage. The rich stay rich and make barriers to entry higher and higher. They tax those poorer then themselves higher and higher further preventing the accumulation of assets that would enable them to use leverage to gamble on good ideas and compete with old wealth. Tax cuts to corporations go toward executive pay increases while the minimum wage and blue collar wages stagnate. Executive pay and shrouded benefits continue to rise because executives serve as board members and are expected to self police.

Revolution is coming but what will it look like. The sec needs to step up… empowered… once again by the people to mandate a corporate structure no longer dominated by bias, corrupt insiders. The enforcement of honesty via mandated financial reports is no longer enough.

 

Reducing Employee Turnover

The history of HR functions 

Hr used to be concerned with measuring human capital then it became inundated with lawsuits related to sexual harassment, discrimination, and union contract negotiations and disputes. Today hr mostly handles legal issues. The human costing element has been transferred to accounting and renamed cost accounting.  

Why is turnover occurring? Topics 

  • Lack of respect 
  • Trust 
  • Career growth expectations and opportunities 
  • Stress 
  • Communication/priorities 
  • Measuring performance/witch hunts 
  • Positive attitudes, wordplay, constructive approaches 
  • Enrichment 

 

Lack of respect 

Respect is often difficult to understand and it is earned more so than given. If respect were a number we begin at zero. Zero is more like indifference, neither good nor bad. As a person demonstrates leadership, intelligence, consideration, and reliability over time, that person earns respect. Respect is significantly flawed by a bias for the position, rank, the job performed, and knowledge of common credentials for a job. Because respect is so often flawed, many, many people are given a negative value initially but it is up to us to be aware of our own bias and adjust them. Respect everyone until you know them. 

Trust 

Trust requires multiple perspectives. Trust in yourself as a manager who trained the employee who has and will continue to provide them with tools and knowledge to be effective. A manager must share experiences which include those rare incidents that would recur if not for a process or training. If training is thorough, trust your employee. Trust is also incremental because multiple people train and manage. Trust accrues through those employees that become involved in an action or decision. 

Trust is most notably demonstrated through freedom of decision. Give the employee the space and time to make what you perceive is a good decision and they will thank you for it.  

Career growth, expectations, and opportunities 

This is where the real value of human resources is neglected; career planning and growth. This is also incredibly easy to deploy. Simply ask employees what they want to do when.  

They need to commit to a career path and track their progress just as the company should attempt to track their path and timeline as well. As the article mentions, the modern job market typically demands job hopping to achieve growth goals but there is another issue; expectations. I refer to it as the Expectation Gap. This means the greater the difference between expectations and opportunities (timing, quality, quantity), the greater our disappointment, the lower our loyalty, and the higher our turnover.   

Another note regarding measurement. It is important to realize that some turnover is systemic to the job market and the only way to control for that is competitive opportunities. Do not over-adjust internal controls attempting to adjust for market behavior. 

Stress 

Communication/priorities 

Stress very frequently results from poor communication and unclear priorities. Rule number one, priorities are never equal. Sequence those priorities and agree on a timeline. The timeline should include incremental completion estimates or gateways and gateway reports. For communication, common issues include scope creep and goal change management. Anytime the scope of the originally defined project or goal changes, the timeline must change and employees must agree.  

Measuring performance/witch hunts 

It is also very common for performance measurements at the employee level to be absent. They may be present at the corporate and management levels but not the employee level. This results in witch hunts and politics being the dominant force in job security instead of performance. Differences in perception of performance and bias will create fear and hostility on the ground level that will certainly increase employee turnover.  

Positive attitudes, wordplay, constructive approaches 

Words do hurt. Never simply say, “We can’t do that” or “No, don’t do that.” Why? Ironically, “why” is exactly what is missing from the above negative statements. To be constructive, add “because” and add factual information to support why you think it won’t work.  

Do not personalize it. An action or idea does not need personalization. It can stand alone. When we link an action or idea to a person, ego and humility comes into play where it does not necessarily need to be. Timing. Believe it or not, we can include personalization in private if we have to. Address the idea in public and the person in private. This is because of the cumulate property of respect, or loss of respect (intelligence over time perceived by the group). 

Enrichment 

Addressing an idea in a group setting and adding information is enriching the room with factual growth. Employee retention can also be increased by pay, power, authority, training, and additional tasks. Just try to balance enrichment among employees to avoid resentment. Someone with good work ethic and the desire to grow is more likely to welcome these things. 

 

Moral values 

Autonomy: freedom of decision 

Respect 

Humility: emotional containment 

Trust 

Growth 

Self-awareness: to identify bias 

Source of inspiration 

http://thecontextofthings.com/2016/11/04/employee-turnover/?_utm_source=1-2-2 

Constructive and deconstructive problem solving and humility 10 15 17

This is very common so I need to address is directly.

Common negative responses begin with the word “no”. Additionally, they often don’t include a “why” explanation. Being constructive adds the information that was missing that lead to the error. “This is why you are mistaken…” Or simply add information saying, “are you referring to…”, “did you mean to say…”, without making it personal and negative such as, “you are mistaken”, or “No you are wrong.

 

What is it to be constructive? This means you add information and facts to a matter. Every correction leads to personal growth if we remember the experience, and facts and process are born from it. If the recipient chooses to perceive it as a learning opportunity and the giver makes it one by adding facts, it becomes a positive, constructive experience. This leads into corrective actions regarding errors. Documenting an error is one thing but getting into someone’s head to identify the mental procedure that created the error is something else. Always make time for permanent corrective action.

 

Timing: It is not positive unless the origin of the error also benefits from the solution. A common mistake in an organization is to deploy the corrective action to others rather the person who found the procedural weakness that gave birth to the error. Capitalize on the peak energy of the situation by deploying a solution right away. By doing so you convert the negativity of the mistake to the positive energy of a solution. Deploying the solution later allows the negative energy to saturate until a solution converts it but the harm to ego has already caused some damage.

 

Humility is very important to receptivity and receptivity is far greater the more positive we can make our interactions. It is a common mistake to think that correcting someone will result in a gain in humility and ego and a loss for the person making the error. This is not completely true for a few reasons. Everyone will value the situation and the error with a different degree amped up by the intensity and seriousness with which we communicate the error. If the recipient has high diligence and pride in their work, an error will strike their ego with greater intensity but they mitigate that strike with their personal tolerance and their interpretation of the importance of the event. Timing is also an issue if the recipient was sleepy, overworked, or has not had a lot of self-satisfaction or personal accomplishments lately. With timing such as that, a small strike or error can have a larger effect on ego.

 

In summary, avoid negation (“no”, “mistake”), avoid personalization (“you”) that connects the person to the error. Add facts; identify why it happened and not simply what happened. Lastly, make sure the recipient knows how to avoid the mistake for next time or it will not be a positive experience. Be timely; make it a positive experience as soon as possible.

 

Patients’ rights and the nurse trying to protect them

The way i understand it:

A nurse refused to draw blood from an unconscious victim of a hit and run which occured during a police chase.

Arguments:

The police could be charged with assault for excess force handling the nurse. The nurse could be charged with obstruction for obstructing officers from obtaining the facts when they had probable cause; the blood draw. However, the blood draw would only contribute to the finding of contributary negligence or negligence per se which is not admissable because fault will be found in the wreckless driver not the victim. As a result, the blood draw was pointless and so was the assault on the nurse.

Disclaimer: i am not a lawyer. The above statement is limited by my understanding of the law.

Source: https://www.nbcnews.com/news/us-news/utah-nurse-arrested-refusing-give-patient-s-blood-police-n798021

Confederate statues vs Sharia law

Daily show made a joke of various efforts to eliminate confederate statutes by proposing the elimination of all statues which was later revealed to be sharia law. The truth is, that sharia law came about because people of many religions were using their religion as an argument to conquer their neighbors in an area and era with high religious diversity. Displaying idols or statues then would be like wearing the star of david or a swastika in modern times. It could attract a lot of danger or trouble. The principle remains true. Symbols that stand for, incite, and promote violence or a violent past should not be condoned.

Moral aspects of perception 7 1 17

Scientific and procedural application of perception is everywhere. In the field of law we have a prosecutor and defendant who are experts appointed to argue for one primary vector each; a person’s innocence or a person’s guilt. In accounting, every transaction involves at least two accounts and every transaction balances.

A moral problem solving approach includes stakeholders and certain considerations. For every stakeholder we must consider not only our obligation to them but theirs to us. We can also take it one step further and ask what they think our obligation to them is. This is basically in exercise in magnitude of fact. We know with varying certainty what their obligations to us are. Their obligations to us are more factual and clearer when those obligations are physical and documented. When we ask what they think our obligation to them is we enter the psychological realm with less certainty. This is not a frivolous exercise because it happens so routinely when we think about how we learn about and extend courtesies to others.

Setting aside arguments of certainty and magnitude we also need to consider perception as a vector. Each stakeholder is a point in space while their perception is a line or arrow extending toward us. In a physical world this is as simple as line of sight. If we include the element of time we are describing our observed experiences and learned behaviors.

What we see and how we see it obligate us to take certain moral actions. So perception includes moral obligations both physically documented and implied via observed experiences and learned behaviors.

In practice we do all these things and our mind simply takes us to the answer nearly instantaneously. We should take these actions and we either do or do not depending on the weight of safety concerns and our level of intimacy with the other person. Our level of intimacy simply refers to whether we care what they think about us before and after our action. What we don’t do is a self-examination like this of why we chose to do what we did. Our lives are too busy for that and there is too much fun have.

[moral considerations: magnitude of fact, certainty, perception,  knowledge= observed experiences and learned behaviors, safety=minimize harm, love= level of intimacy, self-awareness= self-examination]

Philosopher in Value Ethics