Essence of concept of integration to fair-mindedness - Essay Example

?Insert Essence of concept of integration to fair-mindedness This paper on concept of integration will focus on fair-mindedness as an imperative tool in organization leadership. The first time I came across the idea in practice was during my stint at Job America Organization (JAO). The organization employed the idea when handling issues that related to recommending the most appropriate applications for enlisting in organizations who were in need of new workforce. I served in as a management trainee in the organization for a period of six months. The institution was specialized in job recruitment, and strived to solve the crisis of joblessness in the entire United States by providing a linkage between qualified employees and their potential employers. The nature of the job I engaged in demanded adequate knowledge and familiarity with the different types of employee qualifications, certificates and the content of the curriculum vitae. It was significant that different approaches be encompassed to ascertain the validity of the testimonials availed; some over the Internet. Fair-mindedness was paramount in virtually every aspect of the company operations. In spite of its significance, executing fair-mindedness sometimes presented enormous challenges to the employees: that is, the nature of intellectual approaches or practices that were supposed to recommend a new applicant for recruitment despite the lesser qualifications of candidates who had been on the waiting list for many years. Concept integration was a challenging task as to the ‘amount’ of each concept should be incorporated in an effort to execute fair-mindedness between applicants who had had immense experience but inferior training and those that were highly trained but had limited experience to show. In view of this, there are several philosophies on fair-mindedness that cast grievous misgivings on its essence as a rational virtue. Regardless, its essence is enticing to contemplate as basically in line with situations revolving around intellectual disagreement, resistance, challenge, or row, and essentially, to situations revolving around a disagreement between an individual’s morals, on opposing a position based on logical reasoning as to who should get the green light to join employment. Diestler (339) suggests a fair-minded individual essentially moves beyond his or her own doxastic inclinations in order to offer a fair judgement to the logical opposition. This presented immense challenges to the management team of which I was part of, especially when decision-making was required. Although, fair-mindedness is an essential quality that the organization leadership attempted to uphold, tremendous pitfalls such as balancing the the employment opportunities between poor and rich neighbourhoods presented gaping pitfalls which the management had to tread carefully to maintain professionalism in the organizations who absorbed their workforce from our company; and proper balancing of employment opportunities across the country’s major socio-economic demographics. Fair-mindedness used to be quite involving: for instance, while a modification of the conflict of dealing with only the local employees and employers resulted in acceptable outcomes, especially among individuals who felt they were excluded from the exercise, the organization made it clear that in intended to include human resources from other countries as a strategy of expanding its operations globally within the next decade. While serving in the organization, concept integration manifested in the organizational leadership when different pressing issues relating to employment such as gender, race, qualification, disability, and employee experience was looked into from different perspectives. The recommendation of qualified candidates was based on the monetary loses or benefits that an issue could result in, such as taxation issues, bond issues, rent, and pension schemes. Additionally, the management team explored the long-term expenditures that organizations may incur orienting new recruits or the financial requirements that would be needed to sustain experienced workforce. Diester (396-399) indicates that such organizational initiatives explored, purposely meant to ventilate on the financial implications in the execution of an impartial decision in an organization. The estimated costs were presented in clear figures so as to inspire the execution of a sound decision by JAO management. In the functional organization, candidates who were most likely to be affected by say would reluctantly be to any proposal which is intended at eating into their pockets. Development of new programs such as the extension of the job search for potential employees across the world would also be considered in fair-minded decisions based on concept integration approaches. For instance, the organization put into consideration the fact that the contemporary American culture may not be the same as different cultures across the world, in terms of employment issues. The challenges to my leadership practice Fair-mindedness in the company was a challenging task to my practice as a management trainee. Sometimes the exploration of both sides of a situation could not alter my judgement, hence hampered my position as a fair-minded leader. For instance, I was always torn in opinion, between supporting a fair remuneration program, when what the applicants indicated was more than the amount that the potential employers could comfortably fulfil, despite the challenges an employ was bound to face under a state of unemployment. Nevertheless, to some extent I would understand what both sides stood for. The lack of an insight will likely hinder balanced arguments, on which the best decision possible could be drawn. So, in order to execute fair-minded decisions, I had to constantly examine individual beliefs outlined in their resumes to find them a compatible employer. As a member of the management team, I had to uphold utmost vigilance in an effort to handle all perceptions alike, which mostly was never the case, because intellectual thresholds such as precision and conscious reasoning are not separated from self-interest. Nevertheless, if any of the values was taken lightly, the pitfall of intellectual self-centeredness hindered my practice, in which case I strived to secure employment opportunities for only the flexible lot. Additionally, a show of intellectual modesty, self-assurance based on facts, empathy and honesty also proved difficult to me. In view of this, I was always tempted to base my decisions on self-interest and high production or short-term cost-saving measures for the business organization. Eventually, this sometimes resulted in weak decisions founded on half-baked reasoning and weighing of the possible consequences; a recipe for disaster. Diestler (385) notes the lack of intellectual courage may be a major pitfall to practicing fair-mindedness. As a rookie manager, decision-makers I held a particular notion about the major issues that the human resource organization was facing. This influenced my tendency of a tendency of giving precedence to the notion and organizational culture. This challenge often took the toll on the leadership, especially when a decision is associated with an issue that strongly affects them, such as the financial strings attached to the recruitment-remuneration programs across organizations. In view of this, upholding intellectual courage used to be tricky and risky to me, in my effort to execute effective leadership. Nonetheless, the widespread disapproval of rational decisions, normally served as a motivating factor aimed at transforming the popular notion from unfounded insecurities into rationally conscious society. The lack of intellectual empathy is also a significant virtue which hindered my leadership practice. This usually involves deep understanding of the situations whereby a leader must summon the essence of imagination to clearly feel the situation of another; in this case the interest of job seekers. By so doing a leader can get the clear picture of the people who may be affected by a decision or policy. This way, proper reconstruction of the subject’s philosophies, predicament and notion would be taken into account, when decisions are being made. Fair-mindedness also involves the incorporation of other virtues which include intellectual fairness, neutrality, and sincerity, as well as particular cognitive abilities such as comprehension, notion, and individual thoughts, though these qualities are hardly exhibited by ‘fair-minded’ leaders. During my experience as a manager strong intellectual conflict would arise from fellow executives, especially on management programs. I often experienced difficulty shunning my own inclinations to give a sober, fair, and sincere evaluation to a divergent opinion. These linkages between fair-mindedness and other logical excellences raised two issues in regard to my practice: First, whether fair-mindedness is actually anything beyond a disposition to implement these other variables; and second, suppose that it is, the issue becomes what is really the linkage between fair-mindedness and other cognitive traits. In view of this, it should be rationally apparent at this juncture that my execution of fair-mindedness would not be limited to a single intellectual virtue, or a cognitive ability. General Observations Nevertheless, fair-mindedness can be differentiated from other cognitive qualities on the basis of its incorporation of a particular willingness and capacity to rise above a certain cognitive perception. Although, the ‘rising above’ the applicant demands and the potential employer requirements was linked to activity typical of other morals or capacities, this process is therefore, unique. Intellectual compassion, for instance, encompasses the readiness or capacity to see through issues from the perception of both parties. Nonetheless, the ‘breaking free’ and ‘resorting to a standpoint’ slogans differentiate issues, the former implying proper fair-mindedness and the latter relating to logical empathy. On the same note, creativity, believed either as an individual trait or innate ability for exploring new possibilities, ideas or approaches, is usually based on fair-mindedness. Nevertheless, the actual ideology behind a leadership belief which was needed of the management team, in regard to tackling both parties’ demands needed profound creativity. In view of this, fair-mindedness often took the form of a distinct nature within my cognitive sense. It was not wholly dependent on or limited to other logical capacities. Conclusion Generally, my leadership practice as a manager demanded the execution of sound judgement based on fair-mindedness. The fair treatment of all stakeholders, who comprised the job applicants, organizational team and the potential employer proved challenging to me. My leadership practice required utmost level-headedness and delicate balancing act, as there were always more than two arguments for every issue that arose. Concept integration explores all the different perspectives and presents them at once, to aid in sound decision-making processes. When one party holds a given perception on a contentious issue, it should be certain on the possibility that other rational thoughts will oppose it. Critical thinking is a quality required of leaders, and which enables them to try to comprehend all perceptions, even if they deviate from the leader’s thoughts. This is essential for many reasons: first, a leader should be able understand what the each concerned party champions, so as to effectively inspire a clear perception about it. It is irrational of a leader to refute what he or she does not comprehend. Additionally, anybody who is keen on pushing through their beliefs should be in a position to comprehend what the opposing views will look like, so proper responses to them can be initiated. The arguer who gets the picture of the point(s) behind all arguments will be better placed to win the fair-mindedness. Works Cited Diestler, Sherry. Becoming a Critical Thinker: A User Friendly Manual. New York, NY: Prentice Hall, 2007. Read More