Self Interest and the Moral Code

On my way to the parking lot after class, I held a door for another student. It seems like a simple act but, after our intense discussion on self interest and morality, it served as a continuation to my internal debate.

Thrasymachus, Socrates, Hobbes, Machiavelli, Rand...each excerpt we read for class had an element of self-interest and morality, whether it was through a character (as Plato presented) or through the theorists themselves. This created a fairly heated debate as we attempted to muddle through the ideas of morality in terms of leadership and our daily lives. At the end of it, I felt that I could not effectively communicate my ideas. I’m not sure if it is because I am on the fence about my own beliefs—that I am easily swayed and confused by a modern form of Socrates’ dialectic—or if it is because I simply do not hold a popular opinion. And if my opinion is not popularly recognized, does that mean it is immoral according to American society? I’m not sure I’m ready to accept either of these conclusions.

Thus, I will try again to flesh out what I believe about ethics, humanity, and the moral code.

I am not denying that humans could be entirely self interested in their actions and judgments. A common theme presented itself in the readings: that one should have the ability to bring happiness and benefit to one’s life; a theme that could be easily interpreted as self interest. They differ, however, in their descriptions of the benefits and how they are achieved, sparking the negative connotation of self-interest.

For Hobbes, men are purely out for their own gain; there is no security as the weaker will band together to overthrow the stronger. For Hobbes, Justice is getting even with those around you as a result of jealousy. Because of this dark view of human self-interest, Hobbes argues that men are immoral and need laws to keep them civil.

In The Republic, Plato presents a discussion between Thrasymachus and Socrates about Justice. Thrasymachus, the Sophist, voices the idea that Justice provides advantage to injust people while ultimately hindering the person who is actually acting justly. Unlike Hobbes, he does not say that men do not have the ability to be just, but that it is less desirable for them. Thrasymachus’ argument is, of course, that there is no self-interested benefit in acting justly; rather, it is in the unjust act that there is a self-interested benefit; therefore injustice is the virtue.

While Socrates ultimately refutes the idea that injustice is a virtue, he does not refute the idea that Justice provides an advantage for others. For Socrates, this service to others is what makes Justice a virtue over injustice. He uses an example of a band of thieves: if they were entirely unjust, they would be at each other’s throats. But instead, they must be partially just as they are able to work together and help each other achieve a common goal. They are benefitted by each other, whether or not their ultimate goal is in fact a moral one (that is another argument in itself). Socrates continues, arguing that the virtue of Justice provides health to the soul – a greater advantage than wealth and power.

In short, although a just being may not be as monetarily successful as the lying, cheating, unjust person in power, he will still lead a better, happier, more fulfilled life because his soul is healthy through the virtue of Justice.

Now, isn’t this Ayn Rand’s argument as well? She states that we “must choose actions and values by the standard of that which is proper to man—for the purpose of preserving, fulfilling and enjoying the irreplaceable value which is your life.”

Rand, however, was using this goal of ultimate happiness in a different context. She argues that self interest is best – an argument that would seem to go right along with Thrasymachus’ original statement. However, Rand argues that “man is a standard for morality, but your own life is its purpose.” In society, we lay out certain moral codes that are generally accepted. We use them to determine standards for right and wrong based on public and private harm, public offense, and public and private benefit (as J.S. Mill outlined). Rand takes this idea of what is socially acceptable and challenges us to think about what we are doing and why we are doing it. You should not have to do something, or refrain from doing something, if you feel it is not helping you to fulfill and enjoy your life, whether or not it is considered “moral.” Although Rand takes an extreme to her argument in favor of self interest, I think we can apply a portion of her reasoning to create a balanced view of morality.

Some may say Rand’s argument is selfish – that we will collapse in to a state of war, unable to work together as we are always fighting for ourselves. Plato would argue that unless we could work for each other, we would never find Justice—what if one tried to justify killing a man because it contributed to the fulfillment of his life?

But even a serial killer cannot say he has thought about his personal choices and decided they were in his best interests. A serial killer begins killing slowly – it would seem that he takes pleasure from his actions. It would seem that he is doing exactly as Ayn Rand suggested. But as he continues killing, he begins to kill faster, going through what is called a spiral. He is going insane, until he can eventually no longer function. Now, I don’t know about you, but to me, this doesn’t sound like a fulfilled life – by neither Rand’s nor Plato’s standards. When one thinks about his actions and decisions as Rand suggests, he would realize that killing is not just, nor does it lead to fulfillment and happiness. He would become a rational, moral human being, able to discover the health of the soul that Plato held so highly.

Of the four, Plato, speaking through the character of Socrates, holds the most straightforwardly positive view of self interest. Though he, too, experienced the hardships of life his view is the least tainted by the corruption of humanity.

In class, before we discussed the above theorists, we discussed the transitions of the Chinese dynasties. Most interestingly, we discussed how the dynasties would begin strong and favorable to the people only to deteriorate in to corruption by the end. Machiavelli presents a similar idea. He directs leaders to be moral when possible, but also warns that leaders will inevitably need to become immoral lest they be overtaken by human immorality. Though I do not agree with Machiavelli’s motivations (to remain in power over people as a means to fulfill one’s own life), I am intrigued by his observation.

If I had let that door swing closed on that student after class; if I had sold my partnership for 4%; if I abandoned kindness and deserted true connections, I would be ahead and alone. I could trust no one, I could rely on no one – and so I would have rely on myself and protect myself against the enemies I may have made on my rise to the top. I’d become bitter and cold. I’d follow the trend of negative self interest. But when I think rationally about what I want to do for people, what I can do for people, and what I need to do for myself, I create harmony. I create a balance between service and success and I am fulfilled.

I don’t think that we are an entirely self-interested species. I think that we often have self-interested tendencies and that we often let ourselves go, but ultimately, we are motivated by something a little more complicated than that. Perhaps, if Plato’s dialectic between Socrates and Thrasymachus were to have continued, they would have discovered the true definition of justice to be balance.

Thoughts on Moral Development

Consider this:

You’ve been working in a theatre as a technical director. You’ve been building four sets a season for the last ten year. Most of these sets are constructed from combinations of wood and cardboard that you purchase from a bulk distributor – the same bulk distributor for the past ten years. However, as you prepare for the new season, you learn that there is a new lumber store in the area willing to offer you a 4% discount for supplies for the whole season. You don’t hesitate – the theatre has been struggling and this would be an excellent way to cut back on the scene shop budget. You accept.

It seems like the obvious choice, right?

In most Asian societies they wouldn’t agree. We discussed in class the different relationships that exist in Asian culture. A business relationship, as you would have developed with your cardboard and wood supplier, is considered equal to that of a friend. You trust who you work with and you only work with people you trust. You uphold the relationships that you’ve built above all other business transactions. In most Asian societies, your deal with the new lumber store made it known that a person could be bought for 4%. You would throw away 10 years of good business and good relationship for 4%.

I couldn’t get the comparison out of my head. Are American’s just cold?

After reviewing Kohlberg’s six stages of moral development, I found an answer.

According to Kohlberg, the sixth stage of moral development is the internalization of “universal principles of justice, of the reciprocity, and equality of the human rights, and of respect for the dignity of human beings as individual persons.” According to Kohlberg, one who has reached the sixth stage of moral development “would not [for example] vote for a law that aids some people but hurts others.”

Perhaps it is not that Americans are cold, but that we, as a society, have not reached this sixth stage of moral development. We are still learning to respect our fellow man as a human being. After all, we are a country that is a mere 235 years old compared to the impressive 7000-year history of Asian civilization.

Returning to Kohlberg, an earlier stage or moral development caught my attention. In this stage, “right action consists of what instrumentally satisfies one's own needs and occasionally the needs of others. Human relations are viewed in terms such as those of the market place. Elements of fairness, reciprocity, and equal sharing are present, but they are always interpreted in a physical, pragmatic way. Reciprocity is a matter of ‘you scratch my back and I'll scratch yours’, not loyalty, gratitude, or justice.” This description of human relationships seems to hit the nail on the head, if you ask me. It is accepted in American society to work for oneself; to work with a notion of self-interest. We are always looking for the best deal, the easiest route, or what is the best for ME. We seem to have no thought or care of what another may be feeling or experiencing, or how our actions may affect them. We would sell each other out for a mere 4% if it meant we could get ahead.

What may be surprising – maybe even a let-down to ever-patriotic Americans – is that this stage is only the second stage; the first level of moral development. We have four stages of development to experience before American society could even begin to be considered “moral” in the eyes of Kohlberg. And yet we have this ever-present desire to be a superpower; to be the leading country of the world; to be the best. We think we can go in to other countries and fix them – give their citizens better lives.

Perhaps we really can help – who am I to say that we are nothing? But when I look around America and see families falling apart, people starving on the streets, groups of people persecuted in the name of “right and wrong,” I can’t ignore how far we still have to go.

In Asian culture, it is expected that the younger respect, obey, and learn from the elder. Maybe it is time we, as a nation in our wild youth, sat down learned from a nation for wiser through its years.

Opportunity

I’ve been taking an Arts and Stage Management course during this semester, taught by Dr. Erickson of the theatre department, and Tommy Wedge, who is a graduate student from South Dakota State University temporarily working with SVSU. Tommy and I worked together as on Hedda Gabler last winter – I was the stage manager and he was the dramaturg – and we have consistently kept in touch since, discussing our work in the theatre department and my work as a stage manager.

A week or so ago, Tommy asked me to stage manage his upcoming winter show, The Road to Mecca, and I’d told him I would need to work out my schedule and get back to him. He asked again after class today, voicing how excited he was to have the opportunity to work with me again as a stage manager.

I spoke with Dr. Erickson today, and we agreed that I should definitely take up Tommy’s offer, which would create the basis and coursework for an independent study on Advanced Problems in Stage Management. Dr. Erickson continued, saying that working on this show would benefit not only me, but Tommy as well.

I discussed in a previous entry that I was missing a way to measure my achievements and abilities in the SVSU theatre department. Although working on shows builds experience, it does not always offer the same benefits as an actual class would. As they are not stage managers themselves, the SVSU directors are often satisfied as long as work gets done in the end, rather than focusing on learning a professional process of stage management. If a task is incomplete, directors would complete it themselves before noting it as a flaw of the stage manager. Therefore feedback I receive from them does not always help me to analyze and improve my approach to stage management. It is encouraging to know that they are not dissatisfied , but I also know that I am in no way perfect and have a lot of learning left to do.

Tommy, on the other hand, has worked as a stage manager in addition to his directing experiences. He is interested in the field, hence his work with our Arts and Stage Management course. As I work with Tommy, we would be trading experiences and feedback from stage manager to stage manager: the type of feedback and guidance that I’ve been searching for this entire semester. I know that working with Tommy will allow the open dialogue and learning that I desire as a stage manager – not necessarily recognition, but advice and encouragement that will help me to grow and improve as a stage manager, as well as build confidence in the skills I have already developed.

The development of this opportunity has been a sort of light at the end of the tunnel, as cliché as that is; a sign that I can, in fact, win every once in a while. I can’t wait to get my script and start working…

Realization

Following my appointment to discuss my journals and the seminar to date, I had a few important thoughts.

We discussed my need for recognition and attention, and my desire to suppress that need. And we discussed the certain lofty level on which I hold the idea of “leadership.” I think they are very much connected.

I placed leadership on a pedestal because of the Roberts Fellows. I never really thought I was a leader, or that I could handle being a leader, until I started contemplating my application to the program. Once I was accepted, I felt required to lead – like if I didn’t, I wasn’t living up to what Donna Roberts hoped for us as Fellows, or what the selection committee saw in us. That is why I struggled so much with the first chapter: stage management is not leadership – it is facilitation, structure, management. I felt that I was somehow not fulfilling my “duty” to the program. I felt that I had to find “leadership” in everything that I did in order to meet the expectations of the program.

Initially, I was searching for something against which I could measure my potential or my abilities – something I’d been missing in my theatre classes. Of course the professors give you grades in your class work or attempt to guide you through time at SVSU, but I didn’t feel challenged or “attended to,” for lack of a better phrase. I didn’t feel that I could go to a professor and receive pure, honest feedback as to where I was at in my development as a stage manager. That is why I craved recognition so much. It wasn't that I needed the compliment – but I had nothing to measure myself against. I do hours upon hours of work, but still have no idea where I stand on my path to becoming a professional stage manager. Acceptance to the Roberts Fellows was something that could act like a “check point” or proof that “I still had it.” It was something that could measure achievement and then push me to achieve more. The title of being a Roberts Fellow was something very lofty in my mind and with that, leadership became very lofty as well.

Perhaps I was missing the point, but I think I understand it better now. It’s perhaps not about achieving more, but about discovering more. The point is to discover the ability to reach ones highest potential. The point is to open avenues to success, whatever that success may be to each individual person. By actively pursuing my dreams and goals, succeeding in them, and becoming successful in my chosen path, I am fulfilling my expectation, both of myself and of the program.  Maybe I am building a path towards leadership; maybe I am opening a door to mentorship of those around me; maybe I am simply focusing on myself – my own achievement and happiness – while letting the rest fall in to place. In the end, I think that is something greater than the lofty idea of leadership that I had initially acquired. 

When Leadership Pays Off

 “Leadership is an affair of the heart: Highest performing leaders demonstrate affection and caring for their followers. Great leaders also love their work.” --Jim Kouzes and Barry Ponser’s “The Truth about Leadership” as presented by Terry Riedinger.

Incorruptible opened today.

I was so nervous and unconfident when I woke up this morning that I almost threw up. I’ve never been so nervous for an opening. It wasn’t that I didn’t think my team was prepared – I didn’t feel that I was prepared. I didn’t feel that I could handle running the show.

But worrying about it and telling myself I wouldn’t be able to do it wasn’t getting me anywhere.

So I took the afternoon to relax, review, my cues, and let my stress go.

And it worked.

Call was at 6:30pm. Dave had added a few sound cues to cover transitions, so I got my light and sound operators together to run through them. When I was confident and they were comfortable with the changes, we moved to fight call. The actors ran through their fights successfully.

House opened at 7:00pm.

There was such a rush at the box office that we had to hold the house for almost fifteen minutes.

The audience was incredible – they loved the show. They laughed at the jokes and even cheered for Jack’s pitiful jester’s routine.

By the time the show was over, I had no doubt that we had created the best show we could create.

I am so incredibly proud of my cast and my crew – all of their hard work and dedication paid off in the end. All of my stress and long hours were worth it and I wouldn’t change it for the world. That feeling of pure joy and pride in what we accomplished as a production team is why I love my job. Knowing that I was able to facilitate the success of my cast and crew is one of the greatest feelings in the world. Moments like that are all I need to feel fulfilled and successful.

On Stress and Coping: Knowing What You Can Change…And Acting On It.

“God grant me the serenity to accept the things I cannot change; courage to change the things I can; and wisdom to know the difference. Living one day at a time; Enjoying one moment at a time; Accepting hardships as the pathway to peace; Taking…this sinful world as it is, not as I would have it; Trusting that…all things [will be made] right if I surrender to [fate]; That I may be reasonably happy in this life and supremely happy…forever in the next. Amen.”

 --Reinhold Niebuhr, the Serenity Prayer

“May today there be peace within. May you trust that you are exactly where you are meant to be. May you not forget the infinite possibilities that are born of faith. May you use those gifts that you have received, and pass on the love that has been given to you. May you be content knowing that you are a child of the earth. Let this presence settle into your bones and allow your soul the freedom to sing, dance, praise and love. It is there for each and every one of us.” -- St. Theresa’s Prayer

It seems strange that a non-religious, never-been-alcoholic college kid might chose these two verses to focus on, but this week was extremely hard; harder than normal, and I was in need of a mantra.

It was as if every group was relying on my time in order to complete their tasks; every group expected to be my top priority.

I am only one person, and I only have so much time. I cannot do or be a part of everything, no matter how hard I try. This week, I had no choice but to accept that fact.

But how do I make everyone else accept that, too? As a leader, if I cannot give my teams what they need to be successful, I have failed them. Or at least that’s how it seems.

This in mind, how does a leader decide where to first focus attention? The very people who tried to remind me that I couldn’t do everything also expected that the one thing I would choose would be their cause. How does a leader decide which is the actual priority?

Roberts Fellows – I am expected to read and reflect to prepare for a 3 hour intensive discussion class, plus a service project requiring organization, brainstorming, marketing, and time to meet and discuss. If I do not follow through with my commitments to the Roberts Fellows, I am letting myself down a long with every person in the class, every instructor, and Donna Roberts herself.

Incorruptible -  My time was required perfect sound for an inexperienced sound designer, lights for a designer with far too many commitments, props for a designer who didn’t care enough about the show, paperwork to keep everyone informed, and rehearsals to run, track and organize. When I don’t complete my job, other people don’t complete their jobs either.

Class – attendance, participation, plus extra time for reading, homework, and projects. If I don’t succeed and do well, I lose the scholarships and opportunities that brought me to Saginaw Valley. Study abroad opportunities – requiring fundraising, writing for scholarships, and time for communication. Work – called in because the other employees are overbooked, needing my expertise for technical theatre.

I spent a week scraping by with the time that I had and the unmanageable work load. I spent a week barely eating, barely sleeping. I spent a week without leisure time, without human connections – simply half hearted attempts to work and be productive. I spent a week stressed, starving, dehydrated, and on the verge of tears. Now how is that any way for a leader, or a person in general, to live and work and be successful?

It’s true that I cannot do everything. It’s true that I can’t lead, live, or succeed on my own. It’s true that I need to focus in on what is immediately requiring my attention. It’s true that worrying and stressing about the demands of my life does not help solve or accomplish anything. All of these things are true. But it is also true that my simple recognition of these truths accomplishes nothing.

Either I need to change the expectations that I am held to or I need to change the way that I live up to these expectations – and I am not sure that I have figured out how to do that. I got through my week from hell and I am very slowly getting back on track, but I know it will begin again with the next show, the next chapter, the next step in our service project. Returning to my previous entry, it’s my short term plans getting in the way over and over again, and I haven’t figured out the balance. I know what I need to do, but I don’t know how to do it.

This is something that I need to figure out and work on before it’s too late.

My edited plan for the future: BALNCE to PREVENT tunnel vision, the need for blinders, and stress. 

Anti-Tunnel Vision

Today: Registration day. This registration put a lot in to perspective for me. I only have two semesters left; two more registration days. And then I have to figure out what’s next. That’s kind of a scary thought.

I sat down after registration and planned out my classes through winter of 2013. But that’s the easy part. Classes are the easy part. Classes are defined; scheduled; required. They fill in blanks to push me forward to where I need to be.

Once the classes end, it’s time to take the next step.

I’ve always had a plan. I want to stage manage – for the Cirque du Soleil, to be specific. To get there, I need more experience – I need to perfect my technique as a stage manager.  I want to complete the apprenticeship with the Purple Rose Theatre Company and attend graduate school at the University of California, San Diego and work with Lisa Porter. Eventually, I’d like to work as a stage management intern with Cirque du Soleil and move on to a permanent position. I’ve also recently been considering working with Cirque’s social work partnership, Cirque du Monde.

Looking at these intermediate and long-term plans, it seems that I am well prepared and focused on where I am going. But thinking about “the next steps” has made me consider what I really need to be doing to prepare. I come home at night and make checklists of things that I need to complete: things like homework and laundry and paperwork for my shows. But all of these things are things I need to do to “get by.” They’re short term goals that are going to get me through my next class period, or get me through the next rehearsal. And yes, eventually getting through my classes and my shows will set me up to achieve the next step in my plan, but it’s basically like doing the bottom line. I’m not achieving anything.

What I’ve realized is that people get lost in the short term. We spend so much time thinking about a single day or week of class, work, and homework that we forget to think about the things are going to develop us as individuals and as leaders.

I’ve realized that I have all of these seemingly grandiose goals and I receive all of these incredible opportunities, but I am floating my way through a regiment of objectives and I’m not actually focusing on my work or really learning from my experiences. I’m drowning in my short term goals, and I’ve developed a type of tunnel vision for simply “getting by” until I have the free time to focus on what really counts for my future. But the thing is: the free time never comes and I never really focus.

I could go on for paragraphs about the things I wish I was doing but am not – school and theatre have had a tendency to control my life since high school. But what I am realizing is that I can’t let that be an excuse anymore. I need to focus on the things that are really going to prepare me for my future. Graduating is a goal, as is doing well in my classes, but simply graduating does not develop or prepare me in the necessary fashion.

If I want to make it to Cirque du Soleil, I need to be great at what I do: I need to be a great stage manager. But to do that, I can’t just “get by.” I need to focus on the things that will set me apart: the Roberts Fellows, my thesis and trip to Spain, and my passion for philanthropy in my work. I need to create the time enhance these aspects in collaboration with my work in the theatre. My class work, as hard as it is for me to say it, is almost secondary.

I can’t have blinders on. Yes, I need to focus on finishing this semester, and the upcoming semesters. But I need to adjust my priorities. I need to prepare for Asia, for Spain, for my internship and my research, and for my thesis just as much, if not more, than I need to achieve perfection in my class work. These are the things that get pushed to the side because of the little things that I need to complete. I plan to focus better in the coming months so that I can actually complete what needs to be completed and get the most out of the time I have left with the Roberts Fellows and the time I have left at SVSU.

I may not know exactly where I want to end up or where my path will take me, but I know the major goals that I want to achieve – I know what will make me happy – And I can use those goals, and the steps that get me there, in order to outline the rest of my life that may be less certain.

My new plan for the future: no tunnel vision; no blinders.