Truth to Power has to be Spoken
James O’Toole wrote, “Speaking Truth to Power: A White Paper” for the Markkula Center for Applied Ethics in October, 2015. The Markkula Center is located at Santa Clara University, a highly regarded Catholic, Jesuit University in California. Dr. O’Toole has been a prolific author during his distinguished academic career, holding academic appointments at the University of Denver’s Daniels College of Business and the University of Southern California’s Marshall School of Business. As a Rhodes Scholar, he earned his Ph.D. in Social Anthropology from Oxford; his professional expertise focuses on ethical leadership in business and organizational culture.
A white paper is a brief report that concisely informs an audience about a subject, product or issue. Its goal is to succinctly present the over-arching idea or philosophy behind the subject being presented. The idea of “Speaking Truth to Power,” has a long and tangled history variously undertaken by philosophers, ethicists, politicians and business executives, so writing a White Paper on this concept is not an easy undertaking. Dr. O’Toole successfully presents this labyrinthine subject as only an expert who has been studying this subject for years could do. Two books in my personal library that speak to this same issue were both New York Times Bestsellers: “The Road to Character” by conservative pundit David Brooks and “Good to Great” by Jim Collins. Both authors endorse and advocate the themes Dr. O’Toole presents in this paper. The subject never gets exhausted nor does it fall out of fashion. Indeed, just when the authoritarian regime grows too arrogant to listen—whether it is in business, politics or the military—the disenfranchised will reach their breaking point and speak their truth to those who need to hear it. This paper adroitly unveils the repercussions when this situation arises.
Speaking truth to power involves risk by the one doing the speaking and if undertaken, the act should have strategy behind it. Each new generation that arises needs to learn this and to underscore this fact, O’Toole introduces this subject by going back into ancient history, with the story of the fourth-century play by Sophocles, Antigone. The King does not listen to the helpful truth being spoken to him and in the end he, “stubbornly refuses to listen and brings death to his family, ruin to himself, and destruction to his country” (p.2).
O’Toole then leaps forward 2300 years and shares his experience in modern American business—Cowles Media Corporation and Fed Ex. It is a study in contrast: the former had a toxic corporate culture and resulted in disgruntled employees and the company’s failure; the later succeeded beyond every analyst’s prediction. The reason for these disparate results is the difference in the corporate culture. One encouraged the employees to speak their mind and challenge assumptions and the other did not. As a result, “Fed Express could retain that rare ability to learn and to change” (p. 3).
O’Toole shows how this pattern plays itself out again and again in all varieties of business, politics and military settings. In all of the scenarios, the lesson from Antigone is the same, namely, “It can be no dishonor to learn from others when they speak good sense” (p. 2).
The second half of his paper deals with strategies on how to speak truth to power wisely. He provides guideposts, such as it has to be truthful, do no harm to innocents, must not be self-interested, and be a product of moral reflection (p.9). It is the practical side of his paper and his principles ring true. His premise is that human nature is stubborn, biased, arrogant, fearful and if one is going to speak truth to power, a price will have to be paid.
There are several books we have read as a cohort that speak to this subject. In Kathryn Schulz’s book, “Being Wrong,” we learn that humans love to be right, hate to look foolish in front of colleagues, and have biases that we are blind to. Yet, these are the very traits that keep leaders from listening to helpful advice from others. Leaders have to be self-aware enough to allow others to share opinions and insights and not feel threatened by it. When leaders are comfortable enough in their own skin to allow others to share contrary opinions or to challenge basic assumptions, the organization will have a much better chance of accomplishing its goals.
“Thinking, Fast and Slow” by Daniel Kahneman can be used as a guidebook on how to allow others to speak truth to leaders. Instead of reacting quickly in anger, leaders should pause and think deeply about what is being said. Rashly defending oneself can cause more harm than good. Different parts of the brain are activated when we think fast and different parts of the brain are activated when we think slow—and this book is helpful in teaching us how to regulate this and possess more self-control.
Lastly, even though Max Weber authored, “The Protestant Ethic and the Spirit of Capitalism” in 1905, this book provides insight into the work life found in America today. The book gives a clear historical explanation of the unique development of work and faith that arose in colonial America. We learned that the Puritans who came to the New World placed work and achievement at the center of their lives because that assured them that they were among the saved. The focus was success, profit, business growth, achievement—and with an intensity that remains to this day. This culture of work has contributed to leaders not accepting truth being spoken to them.
O’Toole practices his own advice at the end of the paper by sharing a personal story he experienced. He makes himself vulnerable by describing a situation where he found himself unable to speak his truth to power and instead, resigned. He sates, “I think I erred in not having had the moral courage to ‘go public’ and to call attention to what was happening.” This type of honesty is the step in the right direction and will help others to have the courage to speak their truth to power.
About the Author
Troy Rappold
B.A. Communication - University of Colorado M.Div. Theology - Cincinnati Christian University Currently enrolled in D. Min. program at George Fox University7 responses to “Truth to Power has to be Spoken”
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Troy,
What an excellent summary of the article and connection to other readings throughout this program.
I wonder what might be some things (views, stances, etc.) that Christian leaders are not seeing and hearing because they’ve built a “righteous” and “biblical” echo chamber of their sense of rightness?
I agree with Andy. Excellent summary and connection to previous readings. I really struggle to make those direct connections, so I appreciate your doing so.
I have that book by Brooks… you have inspired me to read it (move it higher up on my reading list).
As you envision what the Lord has next, whatever that may be, how do you foresee this skillset (speaking the truth) as essential or not?
Troy, you include so many great connections to other readings in this great post. I’m curious if you could speak to the kind of dynamic you’ve seen in your church since you began working on the staff. Is there a culture of “speaking truth to power” or not? What insights would you have for senior pastors who want to create or expand that kind of culture in their church? I think you can offer a needed perspective.
Troy, amazing summary with multiple connections to pass readings. I am curious to hear more about how you might apply this reading as leader or subordinate?
Troy, thank you for your excellent summaries and connections. You mentioned, “Leaders have to be self-aware enough to allow others to share opinions and insights and not feel threatened by it.” In your experience and opinion, what are some things that a leader can practice so that one can continue to be self-aware and not to feel threatened by differing opinions from others?
Troy thank you for sharing the connections you made with some of our readings.
How might you apply those connections you have made to your leadership identity?
Troy: I’m particularly interested in your statement “This culture of work has contributed to leaders not accepting truth being spoken to them.” Do you think the lack of observing consistent Sabbath or rhythms of rest play into this for leader, especially those in the church?