Another thread which contributed towards the inspiration for the book has been a series of informal dinner conversation events hosted with Nigel Nicholson, LBS Emeritus Professor of Organisational Behaviour. Guests have included historian Peter Frankopan, politician and government minister Tessa Jowell, former police commissioner Lord Ian Blair, Rothschild’s Deputy Chair Sir John Rose, Parliamentary Ombudsman Dame Julie Mellor and Sir Roger Scruton.
“Our focus was on where the world is going. What do we want to do about it? Very quickly it become philosophical” notes Professor Houlder. “Because if we want to make the world a better place or a less bad place, then what does better mean? And what does less bad mean? It goes back to the question of why?”
Both Goddard and Houlder are serious that these kinds of enquiries are universal and essential. It was after one of these evenings that they resolved to study – with their co-authors – under Sir Roger.
Fundamental to the curriculum
Business schools have huge discretion for what they determine the curriculum really to be,” says Goddard. “I remember when we didn’t teach ‘strategy’ and I recall Charles (Handy) proposing we teach leadership – which was a very brave idea. Of course now strategy and leadership are both fundamental to the curriculum.
“It seems to me that business schools are a preparation for life in any active and influential domain, largely the commercial domain but also government and certain professions.
“I think the curriculum is changing, just as strategy and leadership became of interest in the 80s. So philosophy of morality is becoming absolutely fundamental to our curriculum.
“We do not often paint the really big pictures; we do not teach, for example, a philosophical defence of capitalism. It may be between the lines and in the way in which economics is being taught, but business schools can be like technocracies, and I think we need to grow out of that notion that there are formulaic solutions to moral and ethical decisions. The solution to a problem often lies in the specifics of the situation and it needs firsthand thought.”
Both Goddard and Houlder are convinced that moral judgment is not a luxury for the highest echelons of business but an important thread in any career. Think how essential it could be in developing or even mature economies where rule of law is often weak. This is philosophy not about our place in the universe but grounded in how we can pragmatically apply philosophy to our decisions for better business and a better world, says Professor Houlder. For Goddard it is about empathy, seeing the world through other people’s eyes and taking an alternative approach.
“We’ve had a lot of encouragement from colleagues to go down this route,” adds Goddard. “Charles Handy in particular; Gary Hamel and Lynda Gratton have been very influential on the philosophy of management and so has Nigel Nicholson. Dean François (Ortalo-Magné) has been enormously encouraging. Probably more than anyone could do in any other organisation, at LBS we have been able to cross intellectual boundaries and to have open conversations. François has been instrumental in creating that environment for which Dominic and I are very grateful.”
Both authors also acknowledge a great debt to Sumantra Ghoshal, a former Professor of Strategic and International Management at the School. He argued in his book The Individualized Corporation that the purpose of business was to enable people to flourish. It is a concept of the corporation that has radical implications for work today that is shared with What Philosophy Can Teach You About Being A Better Leader. Both books ask us to humanise the workplace, as courageously and thoughtfully as we pursue our own happiness.