There are many ways of thinking about business. One way is to think of it is as the process of turning ideas into money.
A bit crass? Perhaps. Or maybe just blunt. And who says blunt is bad?
This section of our website is dedicated to ideas, and to exploring how ideas intersect with profits, and with a bunch of different aspects of business.
This section starts with an article about business ethics. There are two reasons for that.
First, the Buller Centre is dedicated to finding ways of bringing Christian ideals to life in the business world. And so, naturally, we are interested in business ethics.
Second, business ethics are interesting. Most of the time, business people are reluctant to talk about business ethics. There are many reasons for this.
Some businesspeople think business ethics are obvious: If you follow the golden rule, and provide good products at a fair price, your business will flourish and your conscience will be clear.
Others think that business ethics are irrelevant: So long as you obey the law, anything’s fair game. For them, only people can be ethical because only people make choices. And a business isn’t a person.
Others have found themselves in an argument with someone who thinks making a profit is, by definition, unethical and they’ve felt the discussion was pointless, and have no interest in repeating it.
Others believe that talking about business ethics paints a target on your back and on your business.
But, very often, when business people get together and talk seriously, they find themselves talking about ethics. They talk about a made decision they (or someone else) made. They want to chew it over and figure out if they think it was the right thing to do.
And that’s what makes business ethics interesting—talking over a business problem or decision, wrestling with the options, and trying to figure out what was (or will be) right in that situation.
So that’s why our first article is about ethics. But, as time goes on, we’re going to add a lot of other articles and posts about the intersection of ideas and profits. Some of those will be obviously about ethics, and some will not.
The second article is by Bob Fast. He’s one of our adjuncts, teaching Introduction to Management to the first-year students in Providence’s Business Administration program. He’s a senior manager with Bank of Montreal, and has been involved in leadership at Whyte Ridge Baptist Church for more than 20 years, most recently as their board chair. He is currently Moderator of the General Council (the board of directors) for the North American Baptist Conference. Bob received his MBA from the Asper School of Business at the University of Manitoba in 2009.
He’s also leading our new workshop series Nuts & Bolts for Pastors.
His article explores the need for both transactional and transformational leadership in all kinds of organizations−including churches.
If you have an idea you’d like to contribute, email Bruce Duggan, the Buller Centre’s Director, and we’ll see about posting it here.