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Culture, Technology, AGIL Functional Requisites, Ethics, Persuasion, and Corporate Scandals (Video Notes)

Culture, technology, and social structure

  • Culture and technology are framing elements of society; they are two sides of the same coin.

    • Example: Inuit daily realities (snowshoes, harpoons, dog sleds) shape norms, beliefs, and values in their harsh arctic environment.
    • In modern industrialized societies, artificial environments and technologies (electricity, cars, films/TV, social media, internet) shape norms, beliefs, and values, which differ from those of the Inuit.
    • Despite differences, similarities exist: both adapt to environments and develop norms, beliefs, and values accordingly.

  • Parson’s AGIL framework: four functional requisites that all viable cultures must meet.

    • AGIL = Adaptation, Goal setting, Integration, Legitimization.
    • Adaptation: societies must adapt to their environment, including resource gathering/distribution and division of labor. The concept of economy reflects adaptation to environments (natural or artificial).
    • Goal setting: there must be mechanisms to make decisions. Tribal societies often rely on a council of elders; modern societies rely on government at local, state, or national levels, with influence from interest groups (industries, labor unions).
    • Integration: use of a common language and shared norms/beliefs/values to keep members aligned. Includes kinship systems, marriage customs, and child-rearing norms. In modern society, families may be secondary to educational institutions, law enforcement, and social services in some roles. In the U.S., “family” often means the nuclear family, while traditional/tribal societies view family as a communal group including extended kin and fictive kin.
    • Legitimization: also called the legitimization function. Shared tales, rituals, and sacred texts create a cosmic/shared identity. Examples include Hopi myths (Spider Woman) and seasonal rituals among Hopi/Hapai. In modern societies, ethnic or religious divides can occur; a common ritual can be the pledge of allegiance.

  • Extending Parsons’ ideas: how to think about different cultures

    • Distinctions among cultures can be explored using the relational (heart) vs. objective (head) axis.
    • Left brain vs. right brain analogy: left brain = language, logical/analytic processing; right brain = pattern recognition, creativity, and holistic processing.
    • In cultural terms:
    • Western civilization tends to be more left-brained (rational, fact-based thinking; emphasis on argument, measurement, and external validation).
    • New Age/countercultural movements opposed some Western rationalities (e.g., their emphasis on spiritual development, myth, pacifism, and communal living during the Vietnam era).
    • Flower Children (1960s counterculture) opposed military involvement; later anti-war movements broadened and were not solely Western/government-aligned.
    • Rational mode (heart knowing): nonverbal, nonlinear, time-unconstrained, direct insight, and big-picture thinking.
    • Objective mode (head thinking): language-based, abstract, secondhand knowledge, analysis, decomposing ideas.
    • Correlation of modes with Parsons and Jung (mapping below) shows how social institutions align with psychic functions.

  • Relational/heart cultures vs. head-thinking cultures; practical implications

    • Heart cultures tend to emphasize nurturing, cooperation, empathy, sharing; right-brained values.
    • Head-thinking cultures emphasize rationality, formal institutions, and monetary/capital-driven logic; left-brained values.
    • Many heart cultures tend to be matrilineal (kinship through maternal line):
    • Zuni and Hopi: women own houses; mothers’ clans transfer surnames.
    • Iroquois: tribal mothers select participants in tribal conferences.
    • These dynamics influence ethical norms and perceptions of power, leadership, and gender roles.
    • Important cautions:
    • Do not idealize tribal cultures; not all are superior; some have contradictions or environmentally harmful practices.
    • Western societies also have feminine virtues (care for environment, environmental policy) evident in Green Party members and environmental initiatives, though gains can be slowed by political/economic interests.

  • Ethics vs morals; internal vs external codes

    • Ethics: socially acceptable codes of behavior imposed by organizations or professional bodies (external, rule-oriented).
    • Morals: personal notions of right and wrong (internal, value-based, often rooted in religion or personal philosophy).
    • Codes of ethics are externally enforced in many contexts (bar association, physicians, public officials, corporations, stock exchanges, etc.).
    • Morals serve as a personal compass; they guide behavior beyond formal rules.
    • Brad Reed’s view on virtues: virtues originate from multiple sources and become habits through socialization; internal standards that evolve over time.
    • However, ethics vs morals are not always aligned; legal compliance does not guarantee moral action (Hitler example; critique of how legality can mask moral failure).
    • In business, fiduciary duty may prioritize shareholders’ interests, sometimes at odds with broader ethical concerns. Yet individuals can demonstrate ethical values through actions beyond self-interest.

  • Technologies of persuasion in modern society

    • The Internet and digital communication have transformed information access and social influence.
    • Persuasive technologies: technologies that change attitudes/behaviors via social influence.
    • Language as foundational technology for social order.
    • Behavioral psychology basics:

  • Classical conditioning and behaviorism

    • Pavlov (1902): classic conditioning; dog salivation as a response to food; neutral stimulus (bell) becomes conditioned stimulus with pairing to food; conditioned response (salivation).
    • John B. Watson (1913): behaviorism; psychology as the behaviorist view; mind/consciousness considered irrelevant; behavior explained by learning experiences.
    • Watson’s provocative quote about shaping any profession by controlling experiences in infancy.
    • Advertising/PR rely heavily on classical conditioning: repetition reinforces conditioned responses; reality of ads is often “distorted” or idealized.
    • Spin in political communication involves reframing events or omitting facts to support a position; audience learns to associate specific messages with desired responses.

  • Technology and culture: a global, connected system

    • Egbert Schuurman: technology as a world-encompassing system; traditional technologies were integrated with daily life; modern tech creates a globally connected economy and culture.
    • Regardless of development level, technology connects people (cell phones, satellite TV in remote villages).
    • Benefits of technology in modern culture:
    • Longer lifespans, improved public health via water purification and healthcare innovations.
    • Food production improvements; access to unprecedented information; mechanization/automation reducing manual labor.
    • Wealth growth and potential to shape a future of prosperity.
    • Drawbacks and risks:
    • Income inequality and unequal access to innovation.
    • Environmental degradation and one-dimensional culture when tech dominates.
    • Social costs of mega-technology (less face-to-face contact, alienation, loneliness, social disintegration).

  • Corporate social responsibility (CSR) and corporate ethics

    • CSR/Corporate Citizenship: a corporation’s responsibility to be a positive force in the community; consider customers, competitors, and stakeholders (shareholders, communities affected, and society at large).
    • Common CSR actions: scholarships, funding parks/art museums, supporting charities, environmental stewardship.
    • Tension between CSR and fiduciary duties: firms may prioritize shareholder value over environmental/resource concerns; externalities like toxic waste often go unaddressed without accountability.
    • Historical examples of responsible corporate behavior: Ben & Jerry’s wage policy (historical policy: pay ratio never greater than 5:1 to its lowest/highest paid employee); automation and cost control evolved over time to remain competitive.
    • 3M as a CSR exemplar: global footprint; sustainability initiatives; environmental achievements.
    • 2014: ENERGY STAR award (10th consecutive year); Dow Jones Sustainability Index listing since 1999; launched sustainable products; Pollution Prevention Pays (P2P) program; reduced global greenhouse gas emissions by 57% from 2002 to 2013 while sales grew by 38% over the same period; joined UN Global Compact in 2014.
    • Other prominent CSR cases: yet, the transcript notes multiple corporate misdeeds and the ongoing tension between profit and social responsibility.

  • Notable corporate scandals and public consequences

    • Triangle Shirtwaist Factory Fire (March 25, 1911): 146 deaths; 257 workers; insecure workplace conditions (locked doors, unsafe exits, defective fire escapes); exposed widespread negligence and led to labor reform and workplace safety legislation.
    • Ford Pinto controversy (early 1970s): development in 1968, production in 1971; cost-benefit analysis led to releasing a car with known fuel-tuel vulnerabilities; fuel tank design issues caused deadly crashes; Ralph Nader’s Unsafe at Any Speed (1965) helped mobilize public demand for safety.
    • Nestlé baby formula boycott (began 1977; prominent in the 1980s): aggressive marketing of infant formula in less developed countries; risks due to lack of clean water and education on preparation; UNICEF reports link formula feeding to higher infant mortality in poor regions; boycott by IBFAN and others.
    • Bhopal disaster (December 2–3, 1984): MIC gas leak at Union Carbide plant in Bhopal, India; thousands died immediately; long-term health consequences; hundreds of thousands affected; concerns about maintenance, safety oversight, and governance in multinational operations.
    • Enron scandal (late 1990s–2001–2002): formed via mergers (Houston Natural Gas and InterNorth); deregulated energy markets; unethical accounting (creative accounting, off-balance-sheet entities) and an opaque trading platform; collapse led to massive shareholder losses, employee savings losses, and prison sentences for executives; Arthur Andersen’s involvement highlighted auditing conflicts.
    • WorldCom followed Enron; magnified concerns about corporate governance and regulatory oversight.

  • CSR in practice: business can be a force for good, but also poses governance challenges

    • Fiduciary duty vs broader ethics: corporate officers must balance shareholder interests with societal impact; potential for externalities if not adequately regulated.
    • The potential for corporate misuse of power: corporations can influence states and policies; cases cited include historical leverage of some U.S. business interests over national policy.
    • Illustrative CSR stories:
    • Ben & Jerry’s (early culture): strong emphasis on employee welfare and community impact; evolved compensation practices to attract talent while maintaining a community-centric mission.
    • 3M: long-standing commitments to sustainability and social responsibility; global impact through diverse product lines and environmental leadership.

  • Key terms to remember

    • AGIL: Adaptation, Goal setting, Integration, Legitimization
    • Heart cultures vs. head-thinking cultures: relational vs. objective modes of consciousness
    • Rational vs. Objective modes (Jungian and Parsonsian alignment): heart knowing vs. head thinking; corresponding social institutions and psychic functions
    • Ethics vs morals: external codes vs internal moral sense
    • Virtues: internal standard/habit formation; socialization as mechanism
    • Persuasive technologies: technology-driven influence on attitudes and behaviors
    • Classical conditioning: Pavlovian learning; unconditioned vs conditioned stimuli/response
    • CSR/Corporate Citizenship: corporate responsibility to social and environmental welfare; stakeholder theory
    • Notable disasters/examples: Triangle Fire, Ford Pinto, Nestlé formula, Bhopal, Enron, WorldCom

  • Connections to broader themes

    • Technology amplifies both benefits (health, information access, wealth) and risks (inequality, environmental harm, social disintegration).
    • Culture shapes ethical norms and legal frameworks; ethics and morals interact with corporate governance, public policy, and social movements.
    • Understanding AR relationships (AGIL) and Jung’s functions helps explain why different cultures organize institutions differently and why some societies emphasize certain values over others.
    • Critical appraisal of corporate conduct emphasizes the need for accountability, transparent governance, and alignment of profits with social good.

  • Practical implications for study and exams

    • Be able to define and distinguish AGIL components with examples.
    • Explain heart vs head cultures with real-world examples and map Jung’s functions to Parsons’ institutions.
    • Describe the difference between ethics and morals, with examples from professional life and business.
    • Summarize Pavlovian conditioning and its role in advertising and persuasion.
    • Explain both the benefits and drawbacks of modern technology at the societal level, including issues of inequality and social cohesion.
    • Recall major corporate scandals and CSR cases, including dates, key figures, and outcomes, and understand how these inform regulations and corporate governance practices.

  • Quick reference equations and numbers

    • Triangle Shirtwaist Fire: 146 deaths; 257 employees in building; tragic demonstration of labor neglect.
    • Ford Pinto cost/benefit example: cost of safety fix estimated at 5 ext{ to } 8 ext{ per vehicle}; production decisions impacted by cost calculations.
    • Nestlé boycott: began in 1977; intensified in the 1980s; estimated infant mortality risk differences in poor regions due to formula use not prepared with clean water or education.
    • Bhopal disaster: MIC leak; estimates of immediate deaths range roughly from 3{,}000 ext{ to } 6{,}000; long-term health impacts and up to tens of thousands affected.
    • Enron: stock price fell from 90 to $0.12 between 2000 and 2002; losses around 11{,}000{,}000{,}000; thousands of employees affected; executives imprisoned.
    • CSR metrics for 3M (selected): 57 ext{%} reduction in greenhouse gas emissions from 2002 to 2013; environmental awards and global sustainability indices; Energy Star awards (2014); Dow Jones Sustainability Index since 1999.

  • Note on sources in the transcript

    • References to Jeanette Armstrong (Okanagan people, British Columbia) and Mountain Lake dialogue with Jung observer reflect indigenous perspectives on heart-centered knowledge.
    • The transcript cites other authors and sources, including discussions of ethics, morality, and socialization, plus examples from history and industry to illustrate CSR and corporate malfeasance.

  • Summary takeaway

    • Culture and technology co-construct each other, shaping norms, values, and social institutions.
    • Parsons’ AGIL framework provides a lens to analyze how different societies sustain themselves.
    • The heart vs. head distinction offers insight into differences in worldviews, ethics, and governance, while recognizing that no culture is monolithic.
    • Perspectives from psychology (Pavlov/Watson) illuminate how technologies of persuasion work and how modern advertising exploits conditioning.
    • Technology brings profound benefits but also risks, including environmental harm and social fragmentation; CSR offers a pathway for firms to contribute positively but must be aligned with ethical duties beyond profitability.