Who should decide what you can’t say on social media? Debate rages ahead of potential government action | The Star

Some observers say these actions are long overdue. But there is also worry about the possibility of overreach
— Read on www.thestar.com/news/canada/2021/01/31/who-should-decide-what-you-cant-say-on-social-media-debate-rages-ahead-of-potential-government-action.html

We have a United Nations and a World Health Organization; perhaps it’s time for a World Communication Ethics Council. Independent of private enterprise interpretation of morality on the internet.

Clothes or No Clothes, and COVID-19

Research today shows a connection between the virus and how clothes can harbour it. One recommended protection move is to shed and wash your work clothes when you get home, and then not wear clothes until the next day. Silly?

Perhaps.

Of course, apartment dwellers might have a more difficult time with this concept, and suburbanites too. Owners of acreage-size lots and farmers? Not so much. (trees and fences work great!)

But there are other possible roadblocks to this virus prevention idea. Some that come to mind are:

  1. religious values that associate nudity with shame, sex, sin
  2. traditional family values about the human body
  3. strangers and non-sypathetic relatives who might randomly come to your door, etc.
  4. how many and how large are your windows (in principle, windows are for looking out of, not for looking into).

Nonetheless, if you can get away with it, or you are already doing this, or are a bona fide nudist/naturist, then a no-clothes homelife might not be a bad idea…at least until the pandemic has reached the bottom side of the curve. We have enough trouble as it is accepting the human body as made, so this idea, if it catches on, might alleviate our body prejudices as well as help keep us healthy (and make the world a safer place in more ways than one; but that’s another blog).

Cheers!

Being a successful change agent: models and techniques

change agent (CA) is someone who brings about change in another person, process, set of circumstances, group, environment, family, organization, institution, community, or theory. He or she can work for example, from the outside or the inside of a community, business, or organization, etc., to alter values, motivations, procedures, knowledge, communications, products, physical and psycho-social environments, and policies. A CA usually assists as a process helper, catalyst, resource linker, or solution giver.

Effective change agents are assisted by resources such as talent or skill, charisma, facts, techniques, access to funds, and access to influencers and key stakeholders. Internal change agents generally act in accordance with their prescribed roles or job description, whereas external change agents are paid a fee for their services by the employer. Exceptions for example, are government change agents who provide services to others, as part of their duties. The active relationship (duty or contract; ongoing or short-lived) between the CA and his or her audience/client, is called the interface.

The internal model of change has the following interface features:

  1. Objective and subjective factors tend to be minimized, due to familiarity;
  2. systems are task, human, structure, technology;
  3. functions are goal attainment, integration, adaptation, pattern-maintenance;
  4. agent brings knowledge, skill, loyalty/duty
  5. change time is relatively short;
  6. outcome bias tends to be high;
  7. knowledge is academically derived, or a reformulation of current;
  8. change impact is parochial/amorphous.

Advantages

  1.  he knows the system;
  2. he speaks the language
  3. he understands the norms;
  4. he identifies with the system’s needs and goals;
  5. he is a familiar figure.

Disadvantages

  1. he may lack perspective;
  2. he may lack the special knowledge or skill relevant to the innovation;
  3. he may not have an adequate power base to elicit support;
  4. he may have to live down his past failures;
  5. he may  not have the independence ofmovement within the organization;
  6. he may have to face the difficult task of redefining his on-going relationships with the other members of the system;
  7. he may place duty above reason.

The external model of change has the following interface features:

  1. objective and subjective factors tend to be maximized, due to unfamiliarity;
  2. systems are task, human, structure, technology;
  3. functions are goal attainment, integration, adaptation, pattern-maintenance;
  4. agent brings knowledge, skill, neutrality, motivation;
  5. change time is relatively long;
  6. outcome bias tends to be low;
  7. knowledge is acaademically derived, or a reformulation of current or new;
  8. change impact is substantively pervasive/durable.

Advantages

  1. he starts fresh, unburdened by possible negative stereotypes;
  2. he is in a position to have perspective and objectivity;
  3. he may have access to a wider spectrum of resarch facilities and data
  4. he is independent of the power structure of his client system;
  5. he is in a position to bring to the interface, something genuinely new most of the time.

Available change strategies to both internal and external CAs:

  1. rational-technical (reasoning, data, majority vote, utopian thinking, instrumental);
  2. normative-reeducative (fosters personal growth, consensus, value change, norms, group process);
  3. power-coercive (strategies of non-violence, confrontation, edicts, manipulation).

CAs who have professional credentials, e.g., economist, community developer, mental health worker, psychologist, engineer, etc., may, in their idealizations of professional ideology, separate out several distinguishable, but often intermeshed, sets of activities. These are:

  1. researcher (emphasis on objectivity; experimental/laboratory; field surveys, sampling);
  2. ‘sociotherapist’ (emphasis on subjectivity; advocate/activist [action researcher]; enabler, catalyst, facilitator).

Professional CAs adhere to codes of ethics often supplied and proscribed, by their respective professional associations. These codes act as control devices, implicitly or explicitly, to protect the public, organizational members/clients, audiences, from exploitation or incompetent delivery of services.

I will write more on professional ethics in my next post. Feel free to contact me by email (hillphd2@gmail.com).

 

© Terry Hill, PhD