Issue link: https://www.e-digitaleditions.com/i/61375
www.gsm.kaist.edu ferent fromtheir own.Honoring cultural integrity requires the ability to work with the both/and logic of paradox, the ability to synthesize multiple interests and constituencies, and the ability to analyze situations and solve problems. A grasp of complex change. The modern world is facing so many transformative forces it's impossible to list them all: the technological revolution and the growth of e-commerce; the emergence of small businesses and entrepreneurial companies as the dynamic force in market-based enterprises; the surren- der of local commerce to global commerce and transnational corporations; the crises of overpopulation, poverty, and eco- logical devastation; the spread of HIV/AIDS and other worldwide health issues; and the tensions between religion- based regions in the East and consumer-based societies in the West. All of these forces andmanymore create a global drama of Shakespearean proportions. To deal with a world of con- stant and complex change, future leaders will need to devel- op skills of conflict resolution and collaboration—as well as the ability to be transparent, reflective, and open to responsi- bility and accountability. Profound Implications To meet the challenges of doing business in the modern world, management education must undergo a transforma- tion. Courses on analysis must also consider implications of corporate and individual actions. Corporate-centric courses must become society-centric or even nature-centric. Passive sions based on principles and relationships; theymust be pre- pared to question the system. They will not be operating from conventional levels of moral reasoning, but from post- conventional levels that allow them to view situations from a variety of perspectives that include all stakeholders and soci- ety as a whole. It will not be easy to create such leaders; but if we don't, we live in danger of creating leaders who are much worse—the hollow men and women that T.S. Eliot described. We live in danger of ending up in aworld ravaged by inequity, corruption, materialism, and wasted resources. Surely management educa- tion has the power to reverse some of those trends, working toward a world of integration, intention, and integrity. s z Sandra Waddock is professor of management and senior research fel- low of the Center for Corporate Citizenship at the Carroll School of Management at Boston College in Chestnut Hill, Massachusetts. BizEd JULY/AUGUST 2004 29 knowledge transfer must give way to active engagement in learning. Disciplinary specializations must be approached within the context of an integrated perspective on business's role in society. The values-neutral posture must shift to one that recognizes the inherent values-based nature of manage- ment itself. A narrowfocus on shareholderwealthmust broad- en to a focus that encompasses many stakeholders, including the natural world. We must strive for a world in balance—for a world in which society takes precedence over economy. Furthermore, today's leaders must be able to make deci-