Logos Consulting Group is pleased to announce that Logos President Helio Fred Garcia, a member of the Columbia University Fu Foundation School of Engineering and Applied Sciences faculty, has been promoted from Adjunct Associate Professor to Adjunct (full) Professor of Industrial Engineering and Operations Research.
Garcia is in his sixth year teaching in the school’s Professional Development and Leadership program. He teaches the required course on Ethics and Integrity for Engineers to all incoming M.S. and PhD students. He also participates in the required first-year undergraduate Art of Engineering course to provide an introduction to ethical decision-making for undergraduate engineering students.
In the M.S. and PhD programs, Garcia teaches a number of electives, including Crisis Management for Engineers, Crisis Prevention for Engineers, Advanced Ethical Decision-Making, and Advanced Leadership Communication for Engineers. He also teaches once-per-semester workshops on Lessons for Leaders from the COVID-19 Pandemic. Garcia also mentors PhD students.
Additionally, Garcia partners with his fellow Adjunct Professor (and brother) Chuck Garcia to team-teach an online course on Leadership, Followership, and Teamwork. The two brothers also co-lead the school’s PDL Fellows program, where a select number of M.S. students participate in a multi-dimensional enhanced leadership opportunity.
Columbia Engineering’s Professional Development and Leadership (PDL) program was launched in the school’s Department of Industrial Engineering and Operations Research, and has since expanded school-wide for all degree programs. The program’s goal is to enhance the Columbia Engineering education by providing enrichment and development opportunities. The program assists students with in a number of ways, including:
Obtaining skills to find and keep a role
Learning how to grow and cultivate a career
Recognizing effective leadership
Learning to become an effective team player and follower
Cultivating ethical behavior and values
… and striving to have fun while doing these things!
Garcia did his graduate studies at Columbia University in the late 1970s and early 1980s, where he studied ancient Greek philosophy, ethics, and political philosophy. His studies included advanced ethics.
In addition to his faculty position at Columbia University, Garcia has been on the New York University faculty since 1988, where, among other things, he has designed and taught courses on business and communication ethics. He is the author of five books on leadership, trust, and related topics.
https://i0.wp.com/www.logosconsulting.net/wp-content/uploads/2022/09/Website-Post-Image-Size-Template.png?fit=851%2C315&ssl=1315851Logos Consulting Grouphttps://www.logosconsulting.net/wp-content/uploads/2021/05/HQ-Lambda-Consulting-Lockup-1030x562.pngLogos Consulting Group2022-09-23 16:56:412022-09-23 17:27:21Logos President Helio Fred Garcia Promoted to Adjunct Professor at Columbia Engineering
In May the head of the Food and Drug Administration warned that misinformation has become the leading cause of death in the United States.
The January 6 Committee hearings are making clear that misinformation is a leading cause of political division. And that it is a growing threat to American democracy.
In both COVID misinformation and the false narrative that the 2020 election was stolen, there is another common factor: People who knew about the misinformation, who saw the consequences of that misinformation playing out, and who may have been able to raise the alarm in time, eventually spoke out. But by then it was too late to prevent the harm.
Washington Post Associate Editor Bob Woodward knew that President Donald Trump understood how dangerous and contagious COVID was and that he was lying about it.
Attorney General Bill Barr knew that Trump’s “Stop the Steal” narrative was, in his own words, “bullshit,” and that Trump was told so. So did many in Trump’s inner circle, whom campaign manager Bill Stepien referred to as “Team Normal,” in contrast to “an apparently inebriated Rudolph Giuliani” and his minions. None of these people spoke out until well after the January 6 attack.
And Trump continued the lies, even to today. And Americans continued to die.
Duty to Warn?
This dynamic raises a moral, ethical, and civic question: When does a public official or public figure have a duty to warn? At what point should civic leaders, public officials, and even engaged citizens sound the alarm when leaders are behaving in ways that put lives and civic order at risk?
For example, on February 7, 2020, before a single American had died of COVID, Trump told Washington Post Associate Editor Bob Woodward that he knew that COVID is airborne, transmitted by breathing, and more deadly than the flu.
This was a turning point moment in the pandemic: a moment when a responsible president would share that news with the American people so that they could begin to understand the risks and take precautions. And a moment to begin a whole-of-government public health response to address those very real risks. But Trump did not. Instead, he lied to the American people about what he and the government knew about the virus. And Americans started to die.
On March 19, 2020, when 265 Americans had died of COVID, Trump repeated to Woodward what he knew about the dangers of COVID, and added that even young people can get it. In addition, Trump told Woodward that he was intentionally playing down the risks. Trump continued to lie to the American people, and Americans continued to die.
Trump’s firehose of COVID misinformation in the spring and summer of 2020 had at least two effects. First, Trump failed to emphasize the need to take basic public health measures, such as masking, distancing, testing, and contact tracing. Instead, he focused on miracle cures, on discrediting science and scientists, and on disparaging those who challenged him. Second, many of his followers and others believed the misinformation and acted on it, including failure to trust science and scientists. Their belief in the misinformation has persisted well beyond Trump’s presidency to include refusal to get vaccinated or to wear masks.
The World Health Organization has long warned about the dangers of misinformation:
“Misinformation costs lives… Misinformation can circulate and be absorbed very quickly, changing people’s behavior, and potentially leading them to take greater risks. All this makes the pandemic much more severe, harming more people and jeopardizing the reach and sustainability of the global health system.”
Cornell University’s Alliance for Science conducted the first comprehensive study of COVID misinformation. It reviewed more than one million articles with COVID misinformation published in the first six months of the pandemic. It found that Trump was directly quoted in 37 percent of all instances of misinformation. But when the researchers included Trump misinformation that was retold by others, they concluded that he was responsible for fully 50 percent of all misinformation statements about COVID.
The study concluded that Donald Trump was “likely the largest driver of the COVID-19 misinformation ‘infodemic.’”
“These findings are of significant concern because if people are misled by unscientific and unsubstantiated claims about the disease, they may attempt harmful cures or be less likely to observe official guidance and thus risk spreading the virus.”
We saw just this phenomenon play out in the summer of 2020.
And in all that time, Woodward said nothing.
Then, on August 14, Woodward finally said something. With the launch of his book Rage, Woodward released recordings that revealed what Trump had told him. By then 167,000 Americans had died of COVID; more than one thousand Americans died that day alone. And pandemic response had become thoroughly – and seemingly irreversibly – politicized.
In Rage Woodward asks, “Who was responsible for the failure to warn the American public of the pending pandemic?”
Woodward is right to ask the question. And he should look in the mirror.
From both a moral and ethical perspective, I believe that Woodward shares some culpability here. He knew when the death rate was low that Trump was privately acknowledging the severity of the virus and its form of transmission, but publicly saying the opposite. In doing so, the president was putting American lives at risk. But even as the death rate soared, Woodward kept silent until the release of his book in mid-August.
When does the duty to warn overtake the journalistic convention of storytelling? Or the commercial possibilities of a best-selling book? Before any fatalities? At 256 fatalities, as in mid-March? At 167,000 fatalities, when he launched his book?
https://i0.wp.com/www.logosconsulting.net/wp-content/uploads/2021/09/CommPro.Biz-Logo.png?fit=851%2C315&ssl=1315851Logos Consulting Grouphttps://www.logosconsulting.net/wp-content/uploads/2021/05/HQ-Lambda-Consulting-Lockup-1030x562.pngLogos Consulting Group2022-06-22 10:37:042022-06-22 10:37:34GUEST COLUMN: Silence in the Face of Misinformation is Complicity
On November 9, 2020, Logos President Helio Fred Garcia spoke with Mark McClennan on his podcast, Ethical Voices, about when and where to draw the ethical line. The podcast was released on the second anniversary of Ethical Voices.
During their conversation, Garcia discussed how structures and clear protocols make courage less necessary in ethical dilemmas, what can we learn from Bernays’ definition of public relations, and three key elements in determining the “right” thing to do.
Garcia noted, “From a communication ethics point of view, what I teach my students is to ask, “What is the outcome we seek?” Not the process, but the outcome. Then ask what are the options available to you that could get you closer or farther from that outcome? And then which choice is the less bad choice? Because when you face a moral dilemma or an ethical dilemma, you’re going to make a choice that still violates some principle. What is the less bad choice that gets you closer or at least, least far from that desired outcome? You need the discipline to make the choices based on the outcome and not based on the short-term strains that put you in that situation… The more we can make decisions based on desired outcomes and using agreed upon standards as the way to calibrate whether we’re likely to get to that desired outcome, we’re more likely to live to fight another day.”
https://i0.wp.com/www.logosconsulting.net/wp-content/uploads/2020/11/Helio-Fred-Garcia-Interview-on-Ethical-Voices-news-logos.png?fit=1094%2C726&ssl=17261094Logos Consulting Grouphttps://www.logosconsulting.net/wp-content/uploads/2021/05/HQ-Lambda-Consulting-Lockup-1030x562.pngLogos Consulting Group2020-11-09 13:16:182021-08-31 13:03:23LOGOS IN THE NEWS: Helio Fred Garcia Interview on Ethical Voices
Last week Cornell University’s Alliance for Science published the first comprehensive study of coronavirus misinformation in the media, and concluded that President Trump is likely the largest driver of the such misinformation.
Lost in the News Cycle
In any other administration this would have led the news for at least a week.
But the report came five days after President Donald J. Trump nominated Amy Coney Barrett to the U.S. Supreme Court. It came four days after publication of a massive New York Timesinvestigation that revealed that President Trump paid no federal income taxes for years. It came just two days after the debate debacle in which the President refused to condemn white supremacy and seemed to endorse the Proud Boys. And it came just hours before the news that the President and First Lady had tested positive for COVID-19.
I wish the President and the First Lady a speedy and complete recovery.
But it is important that this news not be lost, and that the President be held accountable for the consequences of his words, actions, and inaction.
Language, Inaction, and Consequences
I am a professor of ethics, leadership, and communication at Columbia University and New York University. This summer my book about Trump’s language and how it inspires violence was published. I finished writing Words on Fire: The Power of Incendiary Language and How to Confront It in February. But since then the effect of Trump’s language has been even more dangerous.
In the book, I document how charismatic leaders use language in ways that set a powerful context that determines what makes sense to their followers. Such leaders can make their followers believe absurdities, which then can make atrocities possible. If COVID-19 is a hoax, if it will magically disappear, if it affects only the elderly with heart problems, then it makes sense for people to gather in large crowds without social distancing or masks.
There’s just one problem. None of that is true. But Trump said all those things. And his followers believed him. And the President and his political allies refused to implement policies to protect their citizens.
What The President Knew, and When The President Knew It
As I write this, 210,000 Americans have died of COVID-19 and the President is being treated for it at Walter Reed Military Medical Center.
But it didn’t have to happen. Three weeks ago Dr. Irwin Redlener, head of Columbia University’s Pandemic Resource and Response Initiative, estimated that if the nation had gone to national masking and lock-down one week earlier in March, and had maintained a constant masking and social distancing policy, 150,000 of fatalities could have been avoided.
Trump knew about the severity of the virus in February and March.
In taped discussions Trump told Washington Post Associate Editor Bob Woodward what he knew about how dangerous COVID-19 is:
It is spread in the air
You catch it by breathing it
Young people can get it
It is far deadlier than the flu
It’s easily transmissible
If you’re the wrong person and it gets you, your life is pretty much over. It rips you apart
President Trump likes to label anything he doesn’t agree with Fake News. But it turns out that he’s the largest disseminator of misinformation about Coronavirus.
Cornell University’s Alliance for Science analyzed 38 million pieces of content published in English worldwide between January 1 and May 26, 2020. It identified 1.1 million news articles that “disseminated, amplified or reported on misinformation related to the pandemic.”
On October 1, 2020 the Alliance published its report. It notes,
“These findings are of significant concern because if people are misled by unscientific and unsubstantiated claims about the disease, they may attempt harmful cures or be less likely to observe official guidance and thus risk spreading the virus.”
“One major finding is that media mentions of President Trump within the context of different misinformation topics made up 37% of the overall ‘misinformation conversation,’ much more than any other single topic.
The study concludes that Donald Trump was likely the largest driver of the COVID-19 misinformation ‘infodemic.’
In contrast only 16% of media mentions of misinformation were explicitly ‘fact-checking’ in nature, suggesting that a substantial quantity of misinformation reaches media consumers without being challenged or accompanied by factually accurate information.”
But Trump may be responsible for more than the 37% of the news stories that name him. The report says that
” a substantial proportion of other topics was also driven by the president’s comments [but did not explicitly name him], so some overlap can be expected.
Graphic from Cornell Alliance for Science Report
The most prevalent misinformation was about miracle cures. More than 295,000 stories mentioned some version of a miracle cure. (Note that the study looked only at stories that were published before the end of May, long before the president’s statements about a vaccine being ready by the end of October.)
The report notes that Trump prompted a surge of miracle cure stories when he spoke of using disinfectants internally and advocated taking hydroxychloroquine.
The second most prevalent topic, mentioned in nearly 50,000 stories, was that COVID had something to do with the “deep state.” The report notes,
“Mentions of conspiracies linked to alleged secret “new world orders” or ‘deep state’ government bodies existed throughout the time period and were referenced in passing in conversations that mentioned or listed widespread conspiracies. Indeed, President Trump joked about the US State Department being a ‘Deep State’ Department during a White House COVID press conference in March.”
The third most prevalent misinformation was about COVID-19 being a Democratic hoax, mentioned in more than 40,000 stories.
Human Consequences of Misinformation
The report closes with a warning: Misinformation has consequences:
“It is especially notable that while misinformation and conspiracy theories promulgated by ostensibly grassroots sources… do appear in our analysis in several of the topics, they contributed far less to the overall volume of misinformation than more powerful actors, in particular the US President.
In previous pandemics, such as the HIV/AIDS outbreak, misinformation and its effect on policy was estimated to have led to an additional 300,000 deaths in South Africa alone.
If similar or worse outcomes are to be avoided in the present COVID-19 pandemic, greater efforts will need to be made to combat the “infodemic” that is already substantially polluting the wider media discourse.”
In my book, I help engaged citizens, civic leaders, and public officials recognize dangerous language and then confront those who use it. I urge such citizens and leaders to hold those who use such language responsible for the consequences.
I wish President Trump a full and fast recovery. He and those closest to him have now been affected by their own denial of science. I hope that now he can start to model appropriate safe behavior.
But even as Trump is being treated in the hospital his campaign says it will stay the course, including an in-person rally for Vice President Mike Pence the day after the vice-presidential debate in several days. This is both irresponsible and dangerous.
I urge civic leaders, engaged citizens, and public officials, regardless of party, to stop having super-spreader events such as in-person rallies. And finally to begin modeling responsible behavior: Wear a mask, maintain social distancing. Masking and distancing are not political acts; they are a civic responsibility.
https://i0.wp.com/www.logosconsulting.net/wp-content/uploads/2020/10/Trump-Leading-Source-of-COVID-19-Misinformation-Says-Cornell-Alliance-for-Science-GUEST-helio.png?fit=1692%2C1366&ssl=113661692Helio Fred Garciahttps://www.logosconsulting.net/wp-content/uploads/2021/05/HQ-Lambda-Consulting-Lockup-1030x562.pngHelio Fred Garcia2020-10-05 09:31:442021-09-17 10:19:09GUEST COLUMN: Trump Leading Source of COVID-19 Misinformation, Says Cornell Alliance for Science
So said Jack Nicholson as Col. Nathan Jessup in Aaron Sorkin’s A Few Good Men. He thus offered one of the many justifications leaders often give for lying. This is sometimes also called the Santa Claus defense: It’s OK to tell children that Santa is real because it has a very positive outcome, and kids are not sophisticated enough to appreciate the truth.
The idea that some lies are OK recently became the subject of public discussion when former White House Communications Director Hope Hicks, in a closed hearing of the House Intelligence Committee, was asked whether she lied for the President. According to news accounts, she conferred with her lawyers and then admitted she had told “white lies” – inconsequential lies – for the president.
Of course, one of the dangers of justifying dishonesty by saying the lies are inconsequential is that people then question whether those lies really are inconsequential. Is that statement itself further dishonesty? Like with cockroaches, when we see one, we may assume that there are many others around too.
For 30 years, I have taught ethics in graduate business and communication programs and in schools run by the U.S. military. And one of the stickiest problems leaders in business and other disciplines face is handling the truth and its opposite. How much should leaders share with their teams? Do leaders need to tell all they know? Is withholding the truth the same as a lie? Leaders can, in good faith, grapple with these questions while avoiding dishonesty.
What Is A Lie?
Dishonesty is toxic. And there are many forms of dishonesty. For example, for publicly traded corporations, failure to disclose a material fact that a reasonable investor would consider important in making an investment decision can be a violation of the securities laws.
But what is a lie? In general, a lie has four parts:
• It is a statement of fact.
• It is false.
• It is known by the speaker to be false.
• It is said with the intent to deceive.
It’s this last element that distinguishes an ordinary false statement from a lie: the intent to deceive. It is also this last element that helps us understand the power of a material omission. If the information is withheld in order to deceive, it is dishonest.
Defenses Of Dishonesty
Leaders often resort to lies and other forms of dishonesty in the hope they can get away with it. But even when they are caught, they tend to justify their dishonesty — sometimes with the Santa Claus defense, sometimes with the “white lies” defense.
There are other justifications. Some claim the lie was just an innocent factual error, without the intent to deceive. Some justify lying to prevent a greater harm. Some justify the lie when there are conflicting duties, such as when the truth would violate confidentiality.
All too often, these justifications are not the actual reasons for the lies; they’re the rationale for the lies once the leaders have been caught in dishonesty.
But however compelling a justification may be in the moment, even if the leader isn’t caught, there is a fundamental problem with justifying dishonesty in some circumstances. And that is because repeated behaviors can become habitual.
Ethics As Habits
The very word ethics comes from an ancient Greek word that means habits. The Greek philosopher Aristotle noted that we are what we habitually do.
So the danger for leaders is that once you justify dishonesty in some circumstances, lying becomes easier and easier and can become habitual. Then there’s a real risk: The circumstances in which it’s OK to lie become more and more expansive, and pretty soon, lying becomes normalized. But the people the leader communicates with need to rely on what the leader says. And if the leader lies in some circumstances, those who matter to the leader may question whether to believe the leader at all.
And that can cause trust to plummet.
Warren Buffett, whose entire business arguably rests on the trust his investors have in him to manage their money responsibly, said “It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.” In today’s world, where a tweet can reach millions in under 30 seconds, it’s even more important to consider that. Because once trust is lost, it is very hard, and sometimes impossible, to restore.
While the short-term impulse of a leader under stress may be to tell a lie or to defend dishonesty to guard against embarrassment or harm, there’s a real risk that leaders will lose the trust of those who matter most. And then what?
The leadership discipline is this: Don’t deceive. The cover-up is always worse than the original problem. And the consequences aren’t worth it.
The Trump administration’s January 27th executive order banning refugees and certain legal immigrants from entering the United States galvanized businesses into action. Companies immediately affected by the ban, like airlines, scrambled to manage the impact on their customers. U.S.-based companies with global operations and diverse workforces, like Coca-Cola, Ford, Goldman Sachs, Google and Nike made forceful public statements opposing the ban. Technology and media companies expressed concern for their employees and operations. Starbucks announced plans to hire 10,000 refugees. Companies like Amazon and Microsoft joined the State of Washington’s successful lawsuit challenging the legality of the immigration ban. Apple and more than 125 other companies signed a brief defending the nationwide restraining order. Even companies that have not addressed the impact of the ban publicly are managing its fallout. From assisting affected employees to fielding inquiries from concerned employees and others, few large enterprises could avoid addressing the federal government’s sudden attempt to close U.S. borders to certain groups of people, targeting refugees and Muslims.
The immigration ban is the first of many ethical dilemmas companies will confront under this administration.
The Trump administration brings unprecedented levels of uncertainty for businesses. The immigration ban is the first of many ethical dilemmas companies will confront under this administration. Trump’s controversial proposals include detaining and deporting all undocumented residents of the United States, including children; and creating a Muslim registry. Corporate boards, CEOs and their advisors are asking themselves how the most extreme Trump proposals would affect their company’s people, customers and communities, and how their company should respond. Companies prefer not to address these questions on the fly.
Well-managed companies anticipate risks to their business and plan accordingly. It is no surpsrise that some of the global brands moving quickly to defend the rights of their employees, customers and communities against harmful executive action on immigration in the United States have been working for years to integrate human rights considerations into their global operations. Nike, Starbucks, Coca-Cola, Google, Ford and Microsoft have all faced human rights challenges in the past – from child labor to complicity with abusive security forces to government censorship – and have drawn management lessons from their mistakes. Companies reacting to the immigration ban are pursuing many strategies used by companies seeking to meet their human rights responsibilities, but without articulating any conceptual framework for their actions.
The business and human rights movement provides a roadmap for managing business risks under Trump. Executives and managers looking for a conceptual framework to organize their responses to Trump’s policies, and road-tested tools to manage them, can apply the corporate responsibility to respect human rights to their United States operations.
The Corporate Responsibility to Respect Human Rights
The business and human rights movement provides a roadmap for managing business risks under Trump.
“Business and human rights” is a management discipline that has emerged over the past three decades. An international benchmark, the United Nations Guiding Principles on Business and Human Rights (2011) (PDF), reflects the working consensus among business, governments and civil society on what companies can do to meet their corporate responsibility to respect human rights. Specifically, companies must:
Avoid causing or contributing to adverse human rights impacts through their own activities, and address such impacts when they occur; and
Seek to prevent or mitigate adverse human rights impacts that are directly linked to their operations, products or services by their business relationships, even if they have not contributed to those impacts.
To meet this standard, companies have adopted human rights policies, are conducting due diligence to understand the human rights impacts of their operations and business relationships, and finding ways to prevent, mitigate and remedy adverse human rights impacts.
Most attention has focused on the human rights impacts of multinationals outside their home countries, typically in places where corporate activity is connected to human rights violations – like child labor, human trafficking and torture – and where legal accountability for perpetrators and remedies for victims are lacking. The most familiar examples are sweatshops in global apparel supply chains and complicity with abusive security forces by oil and mining companies, but advocates have shined a spotlight on the human rights impacts of companies in sectors ranging from agriculture and consumer products to healthcare and technology.
Business and Human Rights under Trump
The business and human rights landscape in the United States shifted dramatically with the election of Donald Trump.
The business and human rights landscape in the United States shifted dramatically with the election of Donald Trump.
The prospect of stronger U.S. government action to protect individuals from corporate misconduct has vanished. One of the final initiatives of the Obama administration in December 2016 was the release of a U.S. National Action Plan on Responsible Business Conduct describing the federal policies and governmental expectations for the conduct of U.S corporations operating abroad, including their responsibility to respect human rights consistent with the UN Guiding Principles. Corporate accountability advocates are rightly concerned that the Trump administration will fail to consistently implement the laws and policies contained in the National Action Plan. The ideology and policy prescriptions of Trump’s advisors and cabinet, abetted by Republicans in Congress, means the likely weakening of protections for consumers, workers, and communities against corporate abuses under federal U.S. law, especially concerning the activities of U.S. companies abroad. Regulations of corporate conduct are more likely to be stripped than strengthened. (One exception may be the issue of tax avoidance, for which companies could face greater scrutiny if Trump’s rhetoric becomes policy.) The modest federal human rights reporting requirements enacted during the past decade, like the conflict mineral provisions of the Dodd-Frank Act, are already targeted for elimination. The Trump regime may even stop prosecuting companies for bribing foreign officials under the Foreign Corrupt Practice Act. Advocates will have to rely on other tools to promote corporate responsibility for human rights impacts.
Absent government enforcement, voluntary corporate action has become the backstop for meeting the corporate responsibility to respect human rights in the United States. The policy shift in Washington may be good news for business executives who subscribe to a “profits at all costs” business model. It is deeply troubling, however, for the business leaders, managers and employees who know that business success in the long run (beyond the next earnings cycle) is inextricably tied to meeting the expectations of customers, investors and employees that companies demonstrate corporate responsibility, their so-called “license to operate.” Leading companies, especially those companies that have integrated compliance and human rights standards into the way they do business, are unlikely to make bribery or human rights violations part of their business plans. Unethical executives will be less likely to get caught, but responsible companies will continue to comply with the spirit of the UN Guiding Principles. U.S. federal regulators may be instructed to look the other way when companies do harm, but the corporate responsibility spotlight now shines brighter than ever on business operations in the United States.
In a complete role reversal, business leaders may need to mobilize to hold the U.S. government accountable for protecting human rights and obeying the Constitution. U.S. companies face the real prospect of human rights violations connected to their operations much closer to home. Multinationals operating in the United States will be asked to demonstrate that they are respecting human rights whenever U.S. government policies fall short of international standards, and significantly, if government actions violate the United States Constitution. Businesses will also face pressure, as they are right now regarding the immigration ban, to deploy corporate resources as a check on the U.S. government.
Rights under Threat
The corporate responsibility spotlight now shines brighter than ever on business operations in the United States.
Internationally recognized human rights threatened by proposed actions of the Trump administration include the rights to non-discrimination; to recognition and equality before the law; to protection from arbitrary arrest and from interference with privacy; to personal security; to freedom of opinion and expression; to freedom of thought, conscience and religion; to political participation; and to freedom of association. These rights, defined under international law in the Universal Declaration of Human Rights and international human rights and labor treaties, are the focus of corporate efforts to manage their human rights impacts outside the United States. Other rights that have received less attention by most companies may now come into play, such as prohibitions of “propaganda for war” and “advocacy of national, racial or religious hatred that constitutes incitement to discrimination, hostility or violence” (ICCPR, Article 20), and the right of “ethnic, religious or linguistic minorities” to “enjoy their own culture, to profess and practice their own religions, or to use their own language.” (ICCPR, Article 27). The Trump campaign and administration have demonstrated a willingness to engage in such tactics in the United States, and to target minorities.
The Corporate Responsibility to Respect the U.S. Constitution
Companies operating in the United States should consider the U.S. Constitution together with the international human rights instruments to define their potential human rights impacts. Most internationally recognized human rights are protected in some form under United States law at the federal, state and/or local level. The United States Constitution’s Bill of Rights, for example, enumerates rights including the free exercise of religion (First Amendment): the freedoms of speech, of the press, and of assembly (First Amendment); freedom from unreasonable searches and seizures (Fourth Amendment); the right to vote (Fifteenth, Nineteenth, Twenty-Fourth, Twenty-Sixth Amendments); and the rights to citizenship, due process and equal protection of the law (Fourteenth Amendment).
Companies can add “US Constitutional rights” to human rights principles as another lens through which they manage the impacts of their operations in the United States.
Companies can add “US Constitutional rights” to human rights principles as another lens through which they manage the impacts of their operations in the United States. If federal, state or local authorities in the United States engage in systematic discrimination; target individuals or groups for harassment based on national origin or religion; curtail press freedoms; seek to arrest undocumented individuals; separate children from their families; or arbitrarily restrict the right to vote; their actions or omissions are likely to be both unconstitutional and violate international human rights.
Human Rights Impact Management
In the Trump era, companies must exercise due diligence to identify, prevent and mitigate the domestic human rights impacts of their operations and business relationships in the United States.
Companies can manage the risks of contributing or being connected to government actions that violate human and Constitutional rights using the same concepts and tools that apply a human rights lens to their non-U.S. operations. In the Trump era, companies must exercise due diligence to identify, prevent and mitigate the domestic human rights impacts of their operations and business relationships in the United States.
If U.S. government action violates rights, companies must take steps not to cause or contribute to any of the human rights impacts, and must be prepared to respond appropriately when any of these scenarios touch their people, products, or partners.
Companies should be prepared to do five things to manage their human rights impacts and meet their responsibilities to respect rights under Trump:
1. Protect employees.
When government actions threaten or harm employees, companies must act to support and protect them. The priority for companies in the wake of the immigration ban has been to identify affected employees, ensure their safety, and provide assistance, such as travel, legal and financial support. Providing employees with clear, accurate information about the immigration ban and its impact, so that individuals can take action to protect themselves and their families, is a first step companies can take to meet their responsibility to employees. Employees are the stakeholder group companies can help most directly, but businesses must also consider how to support and protect others connected to their particular business, such as customers, business partners and the communities where they operate.
2. Avoid complicity.
Companies must ensure that they are not contributing to rights violations in any way. A practical first step for businesses is to apply international standards for effective human rights due diligence, such as human rights impact assessments, to their corporate operations and business relationships in the United States. Airlines that refuse to allow passage to refugees in the wake of the immigration ban, for example, are at risk of complicity with violations of the right to seek asylum under international law. Particularly important will be corporate relationships with the U.S. government, its agencies and the Trump administration. CEOs serving as advisors to the Trump administration are already attracting extra scrutiny from customers and rights advocates. If the Trump administration were to attempt to detain all undocumented residents of the United Sates or to create a national registry based on religious belief, companies should not provide information nor supply products or services that would foreseeably contribute to rights violations.
Once a company understands how its operations, products or relationships are connected to potential or actual rights violations in the United States, the business must act to cease or prevent its own violation or contribution, and use its leverage to prevent and mitigate violations by others. Exercising leverage may take the form of challenging rights violations or opposing harmful policies. Companies connected to human rights violations committed by government security forces outside the United States have intervened with government authorities seeking to prevent the violations, promoted standard-setting and training initiatives to prevent future violations, and have ended business relationships to ensure they are not connected to violations. U.S. companies are beginning to use their leverage, individually and collectively, to prevent and mitigate the impact of the immigration ban. One can imagine scenarios in which companies refuse to provide goods or services to U.S. government agencies violating rights, or in the case of non-U.S. companies, pull out of the U.S. market altogether if the violations are sufficiently severe.
3. Mitigate harmful impacts.
When companies are unable to stop harmful policies and actions by others, they can seek to mitigate the negative impact on their employees, customers, business partners and communities. Companies have sought to comply with the spirit of international human rights standards outside the United States by protecting rights “within the factory walls.” Brands sourcing from factories in China, for example, where independent trade unions are banned, have promoted the creation of factory worker councils to bring concerns over working conditions to management. Businesses must consider ways to ensure that their U.S. workplaces provide safe spaces where individual rights are protected. Adopting workplace policies reinforcing a commitment to non-discrimination and prohibiting the harassment of any individual based on national origin or immigration status is one concrete way to meet the corporate responsibility to respect rights.
4. Challenge rights violations.
Companies must obey the laws wherever they operate, yet the corporate responsibility to respect human rights goes beyond legal compliance. What is lawful may still violate an individual’s rights. Challenges arise for companies when local law or its enforcement conflicts with international standards. Companies must be prepared to challenge government actions that are unconstitutional or violate human rights.
In countries where laws explicitly contradict international human rights standards, companies have found ways to minimize their connection to human rights violations by others. In China, Brazil and elsewhere, for example, foreign technology firms have insisted upon valid judicial orders before acquiescing to demands from government officials to turn over personally identifiable user information for questionable purposes. Companies may face similar situations in the United States if asked by law enforcement authorities to turn over personal information related to their employees’ or customers’ national origin, immigration status or religious beliefs. Businesses can exhaust all available legal processes, as Apple successfully refused to collaborate with the FBI to unlock encrypted iPhones, and challenge the legality of government actions in court, as some companies are now doing in opposition to the immigration ban. Companies can also communicate publicly about government actions that violate rights, using transparency to highlight actual and potential rights violations. Since 2009, for example, Google has published a “Transparency Report” with data on government requests to hand over user data, and how the company responds. Companies will need to be more transparent about what the U.S. government under Trump asks them to do, and the likely consequences of compliance.
Corporate advocacy is most effective when it reinforces company values. U.S. companies in recent years have publicly opposed state laws in the United States that would permit discrimination based on sexual preference. Since the election, U.S. companies have spoken out to let their stakeholders know where they stand on the most extreme Trump proposals.
When engaging in public advocacy on rights issues in the United States, companies will need to overcome any cultural reluctance to speak out publicly. This will seem even riskier because Trump has embraced the “naming and shaming” of individual companies to advance his political agenda. Companies at the center of the business and human rights movement, however, understand that customers, employees and investors often view corporate silence in the face of rights violations as tacit complicity.
Human rights impact management accounts for all of these strategies.
The discipline that accounts for all of these strategies is human rights impact management, an approach that more and more business leaders may now embrace to effectively manage the Trump administration. What is your company doing to meet its corporate responsibility to respect rights in the United States?
https://i0.wp.com/www.logosconsulting.net/wp-content/uploads/2017/02/Business-and-Human-RightsLessons-for-Managing-the-Trump-Presidency-BLOG-logos-scaled.jpg?fit=1706%2C2560&ssl=125601706Anthony Ewinghttps://www.logosconsulting.net/wp-content/uploads/2021/05/HQ-Lambda-Consulting-Lockup-1030x562.pngAnthony Ewing2017-02-13 21:52:262021-09-07 23:59:03Business and Human Rights: Lessons for Managing the Trump Presidency
We’re back from a Presidents Day break last week (and, well, for me from being very under the weather as well).
Pew Research on Privacy: The Pew Internet and American Life Project released new data on social network users and privacy, “Privacy management on social media sites.” The report notes, “Profile “pruning” is on the rise. Deleting unwanted friends, comments and photo tags [has grown] in popularity.”
China and Human Rights: This is a worth listening, but if you didn’t hear the This American Life episode in January with Mike Daisey, “Mr. Daisey and the Apple Factory,” it’s recommended. (Part of the episode is excerpted from Daisey’s live show, “The Agony and the Ecstasy of Steve Jobs,” running in NYC currently at the Public Theater).