A Commentary on The Age of Responsibility by William
C. Frederick
Dear Wayne,
I’m writing to tell you that, regretfully, I shall not be
reviewing your new book. It pains me to bring you this news, particularly
because as you must know from my previous reviews of your earlier books, I
have the highest regard for you and your admirable understanding of what
we once called “Corporate Social Responsibility” or “Corporate Social
Performance” and you now call “Corporate Sustainability
and Responsibility.”
Having twice read your book carefully and with growing
admiration, damned if I could find anything to say about it that others
haven’t already said. After all, nearly two dozen of the world’s leading
lights in the CSR field—activists, university professors, film makers,
sustainability pioneers, corporate consultants, NGO/CSO
affiliates—endorsed your views even before the book was published. One of
them even called it “an instant classic.” Wow!
Oh, I suppose I could summarize your main theme—you know, the
various stages of CSR, the new principles of your CSR 2.0, plus the
chances of getting everyone (especially big corporations) to go along. But
that would only give some potential readers—students and their profs?—an
excuse not to read the book itself, or possibly they would just convert
the whole thing into a set of bullet points. So they would then miss out
on the richness of your textual analysis.
I will, as a side note, say that I do indeed admire you for
taking your “CSR world quest” trip around the world to talk face-to-face
with all the CSR (or CR) experts. No one else has done that. And for
describing the almost countless numbers of localized CR initiatives that
seem to be bubbling up from inside the world’s diverse
ecosystems— spreading their messages and programs to reduce global
poverty, lighten carbon footprints, roll back corruption, and temper the
constant quest to acquire more and more “stuff.” It’s the kind of global
trip that all of us should take some day, if not in person then by reading
about your travels among this fertile undergrowth of local CR initiatives. You
make it abundantly clear that this is the wellspring of CR’s future—an
upwelling of hope from below rather than a top-down push.
While I’m at it, I’ll take another minute or two of your time to
express my gratitude to you for revealing to readers much of your own
personal life and dedication to CR causes—not always an easy thing for
authors to do. From the opening pages to the very end, you tell about the
forces that shaped and drove you onward to find the sources of CR, and to
foretell its possible future. It is indeed an inspiring story for all of
us.
So, why not just do a review? Because I’d rather reinforce and
strengthen your ideas about CSR 1.0’s “ages and stages” and then encourage
you to expand your “principles” of CSR 2.0. Your basic point about CSR 1.0
is that neither greed, philanthropy, marketing, management, nor
responsibility itself made a sufficient impact on the way corporations do
business. That’s probably true today but you might want to see what the
CSR pioneers who started it all had in mind and how they did it – from
the mid-1950s to the mid-1970s. Here is a brief thumbnail sketch of the
main characters and supporting infrastructure of CSR 1.0.
Conceptual Foundations of CSR 1.0:
Adolf A. Berle & Gardiner C. Means (1932); Howard Bowen
(1953); Clarence Walton & Richard Eells (1961); Joseph McGuire
(1963); Keith Davis & Robert Blomstrom (1966)
Faculty Pioneers (mid-1950s to mid-1970s):
George Albert Smith (Harvard Business School); George Cabot
Lodge (Harvard Business School); Raymond Bauer (Harvard Business
School); Robert Ackerman (Harvard Business School); Clarence Walton
(Columbia University); Richard Eells (Columbia University); Neil
Chamberlain (Columbia University); Joseph McGuire (University of
Washington-Seattle); Sumner Marcus (University of
Washington-Seattle); Earl Cheit (University of
California-Berkeley); Dow Votaw (University of
California-Berkeley); Edwin Epstein (University of
California-Berkeley); Prakash Sethi (University of
California-Berkeley); George Steiner (University of California-Los
Angeles); Neil Jacoby (University of California-Los Angeles); William
C. Frederick (University of Pittsburgh); Gerald Cavanagh (University of
Detroit-Mercy); Lee Preston (University of Buffalo; University of Maryland); Archie
B. Carroll (University of Georgia); Harold Johnson (University of Georgia)
Institutional Support:
The business schools listed above; Committee for Economic
Development’s 1971 policy statement Social; Responsibilities of Business
Corporations favoring social contracts, stakeholder advocacy, and
government-business partnerships; General Electric Corporation’s
sponsorship of CSR conferences; U. S. Department of Commerce Secretary
Juanita Kreps’ advocacy of social audits; National Affiliation of
Concerned Business Students, initiated by Kirk Hanson; Harvard Business
Review; California Management Review.
Public Policy Advocacy:
Black (African American) Movement; Consumer
Movement/Nader’s Raiders; Pollution/Ecology/Earth Day; Women’s
Movement; Workplace Safety & Health
Goals:
Analyze intersection of business firms and societal
institutions/attitudes. Increase business’s social awareness. Propose
voluntary corporate initiatives. Shape public policy.
Methods:
Analytic, skeptical, critical, ideologically neutral (neither
anti- nor pro-business).
You may already know that a much bigger picture of CSR 1.0’s
beginnings and accomplishments is on the way, organized by Kenneth
Goodpaster, Corporate Responsibility: The American Experience (Cambridge
University Press, 2012). Running parallel to this CSR 1.0 development was
an emerging Business Ethics field that applied philosophic principles of
ethics to business activities.
My sketch above shows pretty clearly that the CSR 1.0 movement
was clustered in a handful of business schools, with limited support from
the business community and rather grudging interest shown by the public
sector. The pre-NGO activists—blacks, women, ecologists, consumers,
workers—were scattered and unequally effective in their efforts to reform
corporate practices. Advocacy, not research, was the main method of CSR 1.0:
generally conservative, largely academic, occasional mass demonstrations,
not revolutionary. CSR 1.0’s goals were to enhance business awareness,
propose voluntary corporate initiatives, and shape public policy. The
“social” part of CSR went far beyond corporate philanthropy. Did CSR 1.0
achieve those goals? It did indeed succeed by calling attention to social
issues and needs not being addressed by either business or government. Did
it go far enough? No, of course not – at least, not by today’s standards.
Does that mean CSR 1.0 failed? Well . . ., in your book you say
“CSR is failing to turn around our most serious global problems . . . and
may be distracting us from the real issue, which is business’s causal role
in the social and environmental crises we face.” So, that leads me to your
idea of CSR 2.0, what you call “the new DNA of business.” But Wayne, I’m
not sure there could even be a new CSR 2.0 if those CSR 1.0 pioneers
hadn’t laid down the conceptual foundations on which today’s corporate
stakeholders make their claims, corporate codes of conduct are proposed,
social contracts and social compliance programs are formulated, human
rights are defended, and market justice is pursued. For all those reasons,
I suspect the CSR 1.0 pioneers would be cheering your pursuit of CSR 2.0.
CSR 2.0 builds so well on what has gone before plus offering
much that is new and worth pondering. You put sustainability and
DNA—Nature itself—at CSR 2.0’s very center. The five principles of CSR
2.0—creativity, scalability, responsiveness, glocality, and
circularity—may indeed be indicators of DNA’s presence in the
business world. But while you are speaking of DNA only metaphorically, how
about taking a closer look at real DNA—the actual genes present in all
Earthly organisms—and the influence those genes exert on organic behavior,
including the actions and decisions of corporate managers? More and more
researchers are doing just that—evolutionary psychologists,
bioevolutionists, neuroscientists, ecosystem experts, organization
theorists, behavioral economists, biomimicry specialists. And you know
what they are discovering? Amazing research that points in one direction:
an understanding of human (and business) behavior that is greatly expanded
in scale, depth, and global range.
So, for your next project, why not explore the real DNA
influence on corporate creativity, scalability, responsiveness, glocality,
and circularity? It’s there to be discovered, with leads provided earlier
by such pioneers as Paul Hawken and Amory & L. Hunter Lovins in
particular, whom you cite. Along the way, you’ll discover that the DNA is
in the people who inhabit the corporation, not the corporate shell itself, but
those human genes in employees and managers exert a powerful influence on
all the corporation’s activities and decisions. To get a handle on the
fearsome sustainability challenges we face in today’s warming planet which
you have identified so eloquently, take a stroll down Organic Lane—I guess
it could be called CSR 3.0. I’ve just produced a guidebook of sorts to
guide your way: Natural Corporate Management: An Evolutionary
Interpretation (Greenleaf Publishing, forthcoming 2012). It will be great
to meet up with you somewhere on the Evolutionary Cascade as we explore
our shared CSR pathways, CSR 2.0 and CSR 3.0.
With much respect and admiration for your creative work, my best
wishes,
Bill