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On Having Courage and Dignity Under Fire

June 22, 2012 By David Griesing 1 Comment

You pursue work that matters because you want to leave the world a better place than you found it. By doing so however, you

inevitably run afoul of those who want to keep everything more or less like it is.

Attracting controversy also pushes you into the spotlight. With the lights in your eyes and a welter of voices clamoring around you, the heat of the moment calls upon you to say and do things that can either advance your goals, or set them back.

How you’ll respond at such times is important. It’s helpful to think about it, start visualizing how you want these moments to play out before they arrive.

While there are many who have handled these situations badly, there are also those who have summoned up the kind of amazing grace we can learn from. This past week brought just such a lesson.

Margaret Farley is a nun, a member of the Sisters of Mercy, and the emerita professor of social ethics at Yale Divinity School, where she has taught for 40 years. Throughout, she has been a celebrated teacher as well as the author of numerous books and articles, including Just Love: A Framework for Christian Sexual Ethics (New York, 2006).

Last week, after concluding an investigation that had lasted 3 ½ years, the Vatican’s Magisterium (or Teaching Office) condemned Just Love, because it “affirms positions that are in direct contradiction with Catholic teaching in the field of sexual morality” and therefore “cannot be used as a valid expression of Catholic teaching, either in counseling or formation, or in ecumenical and interreligious dialogue.”

In other words, the views Margaret Farley expressed in her book put her outside the boundaries of her faith. Her teaching itself—through argument and discussion in her book—was found to be an improper path for believers to follow in seeking either truth or understanding.

A half century ago, Margaret Farley chose to commit her life to a religious vocation of teaching within the Church. Since then, her work and her life have been united by this spiritual purpose.

Given her choices, the judgment she received last week is different than the rebuke of an employer, on the one hand, or the criticism of vested interests you are challenging, on the other. In each instance, what she has faced is more extreme.

The leaders of her own community of believers have publicly found that her work is incompatible with those shared beliefs. They have defined her as standing separate and apart from them. For a citizen, the word would be “traitor.” In a community of believers, it is usually “heretic.” Imagine standing where she stands today.

My aim here is not to take a side in this controversy but to comment on how Margaret Farley has conducted herself and continued her work in the midst of it. It is her courage and dignity—not her scholarship—that is teaching us today.

Her response was: Simple. Straightforward. Clear. Amidst a blizzard of media commentary (including in the New York Times and Washington Post) Margaret Farley issued one statement and gave one interview. She said her book was never intended to express “official Catholic teaching” but rather to help people “think through their questions about human sexuality.” It was an effort to move away from “taboo morality” and bring “present-day scientific, philosophical, theological, and biblical resources” into the discussion.

Not Angry or Contentious, but Disappointed about issues never addressed and opportunities lost. The Church said: “Sister Farley either ignores the constant teaching of the Magisterium or, where it is occasionally mentioned, treats it as one opinion among others.” She, in turn, asked: “Should power settle questions of truth?”

If we come to know a little more than we knew before, it might be that the conclusions we had previously drawn need to be developed, or even let go of. [To say that wasn’t possible] would be to imply that we know everything we need to know and nothing more need be done.

Not Seeking the Spotlight, but Standing her Ground once she was in it. Because the Church “is still a source of real life for me, it’s worth the struggle. It’s worth getting a real backbone that has compassion tied to it.”

Margaret Farley was my teacher at Yale. I know her as humble and earnest: engaged like the best teachers, careful like the best scholars. I sense enormous reluctance in her notoriety: for her to be taken as a champion for divorce or gay marriage, or even as a spokesperson for believers who are drifting from their Church because of its difficulties addressing questions of gender and sexuality. But her reluctance does not preclude her resolve—and this is where we find her today.

Once Margaret Farley was thrust into the spotlight, she knew what to do.

Filed Under: *All Posts, Being Part of Something Bigger than Yourself, Heroes & Other Role Models Tagged With: alive, better world, capable, clarity, controversy at work, empowered, grounded, inspiration, potent, productive, purpose- driven work and life, role model, social ethics, visualize, vocation

Base of Operations

May 11, 2012 By David Griesing 2 Comments

Thinking differently about your work means thinking about different kinds of work.

We all know what we’ll to be doing today. But where are the people passing us on the street going to work, and what will they be doing when they get there? Wondering about it, talking about it with some of those people, maybe even tagging along with them for a day can blow out the walls when thinking about what you should be doing with your own work life.

TWELVE CORNER STONE – CUZCO

Unfortunately, our “wondering” tends to be pretty timid. That’s because our focus usually gravitates to people who look a lot like us (are they more successful, making more money?), or who seem higher up the ladder (are their lives easier and more satisfying than mine is?). But what about looking less timidly, so that it’s not simply confirming what you already know, but about building your thinking around entirely different foundations?

I heard Charles Alan Murray speak at Bryn Mawr the other night. Among other things, he illustrated how the bubbles we inhabit with all our preconceptions are fortified by the ways we live.

In many of our neighborhoods, nearly everyone is, for all intents and purposes, the same. The education we’ve had. The cars we drive and stores we shop in. The TV shows we all watch (or don’t watch). The sameness of our surroundings bolsters the image we have of ourselves. But it can be pretty thin gruel after awhile.Aren’t we confident enough to open the windows around our certainties, allowing our lives to be enriched by what can be learned by living and thinking a little differently?

Murray talked about looking, years ago, for a place to locate his young family around his research job as a political scientist in Washington D.C. The usual suspects were the affluent, inner ring suburbs like MacLean Virginia, where the well educated and upwardly mobile were looking for “good schools” and a mirror of their hoped-for success. Murray made a conscious choice to look elsewhere, choosing a small town of a couple of hundred people in rural Frederick County. He did so because he wanted to school his children around people who worked with their hands, ran small stores, didn’t have degrees from Harvard and MIT like he did. “More enriching for me and for them,” he said.

Murray was also scrambling the expectations others had about him.

Earlier in my career I helped run a civic organization with a board that was up to its neck in prominent Philadelphians. I got to know many of them well, and thought they were learning something about me too. They knew I lived with my own young family in the City, but despite telling them that our home was in East Falls (a part of town with a near-perfect slice of Philadelphia’s demographic, from projects on up), none of them could accommodate that I lived anywhere other than the one or two City neighborhoods they knew best. So wedded were they to where “I belonged,” I just stopped correcting them after awhile.

The prison I’m talking about is one that you, as well as others, busily maintain for you.

I recently had a candid conversation about this kind of straightjacketed thinking with Timothy Rub, 2½ years in as director of the Philadelphia Museum of Art. As he’s discussed elsewhere, the museum director’s challenge is to bring the past into “fruitful conversation” with the present so that it’s possible to imagine different futures. In this, a great museum’s “present purpose” is to be “the foundation stone, indeed the catalyst for innovation and creativity” in the community. But in this (as in so much else), it comes down to the people involved: to his stewardship and to those who hold that trust with him. How, he wondered, can we breathe new possibility into great institutions when so many of our stewards seem unwilling to think differently?

THE PHILADELPHIA MUSEUM OF ART by irraa@Flickr

There’s little to be lost, and the promise of a better world gained, when you re-open basic questions you thought you’d answered—once and for all—a long time ago.

Broadening your base of operations can support better work, a richer life, and more consequential futures.

It’s time to start thinking outside your box.

Filed Under: *All Posts, Building Your Values into Your Work, Daily Preparation Tagged With: alive, base of operations, change yourself, foundation, make a difference, potent, rootless, thinking differently about your work. transformation

Dance Card

February 7, 2012 By David Griesing 3 Comments

Sitting here at the collision of two startling streams of information got me thinking about being inspired by powerful individuals, and how their inspiration can affect our work and our lives.

A high school reunion in October revived a network of old friends, as well as some new ones I never really knew back in the day. This connectivity has been unleashing a torrent of lines and images about missed classmates, things we have forgotten, and how great it is to remember. The other night I tossed a “whatever happened to my most memorable teacher?” into the stream of recollection.

She taught English. I had her for only a quarter of my junior year, but her class and all she brought to it had left its mark. In the volley that followed, I explained her with these words:

I had never met a woman like that before. I can still feel the longing so many students had for her (like moths trying to merge with a flame), and how almost abandoned I felt when she did not return my last year. But I never thought our school was enough to contain or sustain her. She was too far ahead. Like a comet. I have a soundtrack in my head with the Sixties in it, but she in many ways was its personification. I don’t remember much about the class I took with her or what I read. It hardly mattered. It was really just about her. A whole new world burning through her eyes.

I expected to hear that she had gone on to conquer new mountains, to stir up dust in bigger corners, and change more lives. An old friend who knew the story better dissolved this simple future with a couple of quick sentences.

I know a good bit about Portia and her somewhat tragic life after leaving Branford. She and her husband Tom owned beautiful land in Massachusetts. They had a daughter, who was named Shelburne after the land, and Portia was expecting their second child. Tragically, while ice skating and sledding on a pond, Tom was pulling Shelburne on a sled and the rope snapped. The sled skidded onto thin ice and it broke through, taking the child beneath it. When Tom attempted to rescue her, they both ended up dying in the freezing water. Two weeks later, Portia gave birth to Lucia.

My friend knew that another relationship and daughter eventually followed, and that Portia had stayed with the memory on that beautiful land, but little more. I learned that in the intervening years she has also been farming and selling her harvest, has written a children’s book and edited multiple volumes of literary criticism with Harold Bloom and made jewelry. But the fulfillment of her promise cannot be so easily framed.

Your work and your life have gone on courageously, but how could the heat of your comet not have changed when so many cold mountains had come into your heart?

Answers are less important (how much can we ever know, how much do we need to know?) than the energy that the thought of her still throws off.

She is felling trees up there to the thunder of Romantic music—how could it be otherwise?—her mane of unruly hair still catching the light, but perhaps with more minor notes and intervals of shadow now, more summoning up of both brass and wind than once would have been necessary before striding forward to claim new destinations.

It was also the stab of unexpected tragedy that brought me back into the story of Steve Appleton.

Until last Friday, when Appleton (51) died after his single engine airplane crashed in flames following a mechanical failure, he had been the chairman and chief executive officer of Micron Technologies, a company I knew for years as the last American competitor in the semiconductor industry. It was a distinction the company enjoyed largely because of him.

Grit and sheer life force had enabled Appleton to rise from Micron production worker at 22 to its front office less than ten years later. He also was notorious for pushing the envelope of life outside of work. A qualified stunt pilot, he flew in air shows performing loops and rolls at altitudes that were often below 100 feet. He surfed. He raced. When asked a couple of years back about the high energy levels he brought to everything he did, he said: “it is kind of a cliché, but I’d rather die living than die dying.”

Many analysts predict that Micron will continue to thrive because of the strong organization he has built and the competitive advantage it still retains in the industry. Maybe the success he had in business came because he knew not only how to rev things up, but also how to slow them down: a range that was as useful for dodging bullets as it was for seizing opportunities. Appleton told a reporter in 2011: “For me, it is something like the movie ‘The Matrix.’ The [memory chip] business is in slow motion in comparison to all the other things I do.”

So I wonder, in your dance with life and death, when the music finally stopped, did you reaffirm the bargain you had struck? Did you have second thoughts?

Again, it hardly matters that this final lesson from his life is one his on-lookers and admirers can never learn from. But the other take-aways are more than enough.

You had been fully awake since you were a child. You said it was sticks in grade school, knives in junior high and guns in high school that made you face death but claim life. The music I hear is an anthem reverberating through the last fire.

We remember those who have inspired us through the gauzy lenses of time, the fragmented updates we have of them, and the suddenness of breaking news. In the remembering, we fast-forward their found energy into our lives and into our work. They encourage us to accept the invitation, to get up, and to dance.

Filed Under: *All Posts, Heroes & Other Role Models Tagged With: alive, centered, clarity, empowered, fulfillment, fully engaged, grounded, inspiration, Portia Weiskel, potent, role model, self realization, Steve Appleton, utilizing all your capabilities

Values at Work

January 12, 2012 By David Griesing 2 Comments

I’m learning that input sometimes comes through the blog, but just as often from outside of it.

One reader was confused about what bystanders, and making excuses for not acting in the ways that we should, has to do with bringing more meaning and purpose into our work. Since that’s the point of the last post Knowing What To Do , let me take another stab at it.

When your principles are vindicated through your work, both your work and your life are enriched. But this doesn’t just happen. It requires preparation.

Before you can take a stand on important things (and derive all of the personal benefits that will come to you from doing so) you need to know what your values are, and have some prior experience testing them out in real time. When you have prepared yourself beforehand, you have a far better chance of knowing what to do when the situation demands a principled response from you: when a woman has fallen in your path, when your children are being victimized, when a truly serious issue is presented in the course of your work.

It’s about being ready.

On the other hand, when we don’t take the time beforehand to think about what we value the most, it can be nearly impossible to “think straight” when confronted with the emotional turmoil of a truly consequential situation. My example was child abuse, but there are similarly serious kinds of dishonesty and victimization that happen everyday in the workplace.

In addition, when we have not gained the kind of experience that comes from acting on our values in small ways, it can be nearly impossible to know “what to do” when confronted with a serious set of circumstances that demands a strong and unequivocal response from us. Taking a stand in a situation where less is at stake can always prepare you for the situation where the stakes are higher.

When we don’t have these kinds of preparation, we make excuses for not acting like we should (such as thinking it’s enough to protect just your own children when there is widespread abuse) and worrying about things that are beside the point (like Conlin’s wife’s feelings). In the last post, I was arguing that if the parents in the Conlin tragedy had been ready, they would not only have acted more effectively for the children involved, but also felt more empowered as human beings when they did what the circumstances required.

The same kind of clarity and empowerment are necessary in our work if we want to be truly happy doing it.

Dilemmas both big and small that challenge us to respond in a principled way present themselves at work all the time. When we understand beforehand what is important to us (like honesty, respect, helping others, valuing relationships), and test those commitments by acting on them regularly, we have a far better chance of knowing what to do when something truly serious arises in the workplace, when emotions are high, and maybe our job or the jobs of our colleagues are on the line.

When we know what to do, and our decisions about work are connected to our deeper motivations, we gain a sense of meaning and purpose in our lives.

Filed Under: *All Posts, Building Your Values into Your Work Tagged With: bystanders, clarity, duty, empowered, fully engaged, grounded, meaning, moral decision-making, potent, principles, purpose- driven work and life, responsibility, rootless, sense of purpose, value awareness, values, visualize

Knowing What to Do

January 10, 2012 By David Griesing 5 Comments

Getting your work-life balance right means becoming the person you want to grow into on-the-job, while getting closer to attaining the goals you most want to realize. That’s what changes a job from little more than a paycheck into a vocation, a calling. When you can see the evidence of what you value the most in the work that you do, a deeper sense of happiness and accomplishment comes into your life—maybe for the first time.

Connecting your values to your working life requires a whole new set of decision-making muscles. Above all, it means living with, and acting on, those values that are most important to you before you are faced with truly difficult choices.

People who have never road-tested their values in their own lives usually don’t know what to do when they are confronted with a situation that calls upon them to act in the most basic human ways. It is when a woman has fallen down in front of you and is bleeding on the sidewalk. Do you stop to help?

For too many of us, the choice is to walk around her and then make up an excuse for not acting: I couldn’t stop, I had to get to work, to school, or the gym. I wouldn’t have known what to do if I did stop. Someone else will probably help her. I’d rather not get involved.

There is a name for this kind of paralysis, this not-knowing-what-to-do and its associated excuses. It’s called “the bystander effect.”

There was a gut wrenching demonstration of this dynamic chronicled in the Philadelphia newspapers just before Christmas. What floored me was the realization that I’d heard all of these kinds of excuses before, indeed had heard them over and over again when I was growing up—although the stakes were never as high as they were for the victims of this story.

Bill Conlin, a Hall of Fame baseball writer for one of the City’s papers, was pushed into early retirement a few weeks ago after a chorus of middle-aged women and men (some of them members of his own family) accused him of molesting them when they were as young as seven years old. This kind of abuse, and another prominent individual’s involvement, are now numbingly familiar. But I broke out in a cold sweat when the story started talking about how many people knew what Conlin was doing 30-odd years ago, and their willingness to talk today about what they did and didn’t do with their knowledge at the time.

Those now talking include the kids who were once abused as well as the parents they told about it. As Kelley Blanchet, Conlin’s niece and one of the children he molested, told the reporter: “People have kept this secret. It’s not just the victims, it’s the victims’ families. There were so many people who knew about this and did nothing.”

Well not exactly nothing. The adults generally found their own private solutions.

Kelley’s parents kept her away from her uncle after the abuse, and her father actually confronted Conlin. But when Conlin denied that he had done anything and then started crying, Kelley’s dad found himself first pitying, and then believing him. Taking his word over their daughter’s, Kelley’s parents never alerted the parents of other children who frequented the Conlin house or even other family members about what had happened.

And there were lots of little boys and girls who flocked to Conlin’s house to play with his little boys, Billy and Peter, 30 years ago: like Barbara Healy’s children Kevin and Karen.

When Kevin came home one day complaining about Conlin’s touching him, Barbara told him to stay away from the Conlin house, but not to tell his father (“who had a terrible temper”) about what had happened. However Barbara never stopped her daughter Karen from going over to play with Conlin’s youngest son Peter because “I thought [Conlin] was just interested in boys.”

Years later, Karen and one of her girl friends told her mother that each of them, along with a third girl, had been repeatedly molested by Conlin in his home and elsewhere. Shocked, Barbara Healey picked up the phone and called the mothers of the other two girls. Collectively they agreed that one of their husbands should confront Conlin, but that the other two husbands should never even be told “fearing that in their anger they might harm him.”

This time when Conlin was confronted, he neither admitted nor denied the reported abuse, merely acknowledging that he heard what the father had come to say. These parents didn’t consider calling the police at the time, in part, as they recalled, out of loyalty to Conlin’s wife (“We didn’t want to hurt her,” they said).

Around the same time, another girl also told her parents that Conlin had repeatedly molested her, whereupon her father sought him out and challenged him angrily. “I just remember my mom holding my dad back and the two of them screaming at each other,” she reported. But again, her parents never alerted other parents, and the authorities were never told. Like the others, they chose to mind their own business.

These parents all kept their children away from Conlin after the reported abuse, but never considered the lasting consequences the abuse would have on the children themselves. As they now readily admit, there was a strong desire to just put the unpleasantness “behind us.” As Kelley Blanchet recalls: “no one ever talked about it. No one got therapy. Everyone just went on with their lives” as if nothing had happened.

These parents also never worried (or never worried enough) about the other little children being drawn into Conlin’s orbit to sound a wider alarm. (As I write this, other victims have already come forward.) On the other hand, even though Conlin plainly used his own little boys as bait to lure children like Kelley, Karen and Kevin into his home, their parents recall worrying at the time not only about Conlin himself (and whether certain fathers would hurt him) but also about Conlin’s wife (because she would presumably be either shocked or embarrassed to learn what had been going on).

It is laudable that these parents have come forward today to recount what happened and to express remorse (as many of them have) that they didn’t do more at the time. Unlike classic bystanders, these parents responded—they just didn’t do nearly enough.

What may be fairest to say about them is that they didn’t know what to do in an era when adults were often believed over children, an adult’s feelings were thought to be more important than a child’s, men were often too angry to be of help, and prominent adults (particularly sports figures) were given too much latitude.

But is it being too hard on them to say that these excuses are all unworthy of adults, when it comes right down to it?

What do you think?

Think of how different it might have been if these parents had taken the time beforehand to understand that because, in a sense, your child is every child, no parent can protect only their own children when they are reasonably certain that other unsuspecting children are likely to be violated in the same way.

How different might it have been if these parents had taken the time beforehand to understand the importance of speaking truth to power until the harm that the powerful are causing is stopped, and not merely re-directed?

These aren’t realizations that just “bubble to the surface” when a seven year old is looking up at you through her tears to tell you that someone has just molested her. In the heat of such moments, no one can think straight. You have to have done your thinking beforehand. Then the processing will already have been done, available to be summoned up at those difficult times when it is needed the most.

That’s how you know the right thing to do.

In an extraordinary observation made a couple of months before his own demons came home to roost, Bill Conlin-celebrated sports columnist wrote about the sex abuse scandal then engulfing former Penn State assistant football coach Jerry Sandusky. At the time, Conlin questioned whether those people, who were now saying that they would have intervened if they had witnessed Sandusky’s abuse, would actually have done so.

“Everybody says he will do the right thing, get involved, put his own ass on the line before or after the fact,” wrote Conlin. “But the moment itself has a cruel way of suspending our fearless intentions.” As he wrote these words, he clearly was recalling how the parents of his own victims had done so much less than their moment required.

Evil always depends on good men and women doing nothing, or not nearly enough.

In fact, it’s counting on it.

Filed Under: *All Posts, Building Your Values into Your Work Tagged With: A Calling, bystanders, duty, fully engaged, grounded, moral decision-making, potent, principles, purpose- driven work and life, responsibility, rootless, value awareness, values, visualize, vocation

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