SCU Ignatian Center: How Jesuit Education Informs Business Leadership in Silicon Valley


– First, welcome everyone and thank you so much
the honor of asking me with my distinguished fellow panelists. So I’m in religious studies, I’m Catholic and a Zen teacher. And to me, being just a teacher, teaching and living, I live in one of the residential
learning communities, so I really live out the desert way. And here on campus I lead meditation groups on campus, I go to Mass at the Mission Church, so I tell you all of that although it may not seem to link to Jesuit education, to tell you that what I think it means is to create a home for
all parts of ourselves. So our spiritual part, our Learning part, our need for the sacred, our need for new learning. There’s a quote from Father Nicholas, a former Superior General
of the Jesuit Order, that I’ve never forgotten. He said that we’re not converting our
students to Catholicism, we’re converting them to humanity. And so that’s what a Jesuit
education means to me. – Thanks for the, I’m gonna jump in on before you Long Lee. So, you mentioned Disney, I’m pretty interested in the way that as a corporation Disney
perpetuates itself. If you work for Disney you
need to know the Disney story. It’s really a Disney mission which is very clearly articulated and it’s based in the deep DNA of Walt Disney and his life and it’s a really creation. So I’m very interested
in the institutional DNA. How a particular institution
reflects the character of its founders and a time
in which it was founded. So the Jesuits were founded
at the age of discovery and there was a complete turnaround in how people thought of
themselves in the world. They with the discovery of the or the encounter of cultures, the world is much bigger than
the people originally thought, it was also a religiously diverse within Ignatius his own
lifetime Christianity, European Catholic Christianity fractured and at the same time then even how the cosmos was arranged changeD in Ignatia’s lifetime. So what it means I think
at this point is that this question of discovery is it actually one of those key ingredients
of a Jesuit education. And one ways about
thinking about this gesture is about Jesuit education
that it is engendered to allows people to
escape from the confines of their own experience up
to the part of the present. So Beyond zones of comfort. So inventiveness and innovation and imagination are part of what we do. Secondly, and Sarita has
already alerted us on this, the Jesuit education was born at the time of the development of
Renaissance humanism, deep deep respect for the complexity of the human person. But the Renaissance humanists also rediscovered ancient wisdom as well. So I think while also one things we do is historical perspective
is really important, so that we can learn from others mistakes but also learn from others experiences. The Jesuit was set up to do two things which was really to
spread the Catholic faith but also to contribute to
the welfare of society. So there’s been a social
remit of Jesuit education. So I’ll also say then,
our education really has an inbuilt ethical imperative which means choosing. And the choice is never
between good and bad it is always between
what is good and better. So there’s a kind of a desire
to improve all the time. And then finally Sarita you talked about education paying attentions
to all parts of the self, you’ll hear a whole person
everything in Santa Clara. Whole person education,
a person spaghetti, I don’t know any way to go but I said which just means that essentially this there is a part of each human life which cannot be reduced to rationality. there is something which
escapes our own sense of ourselves as well. So the education therefore
is person-centered and our decisions really
taken not only a question in what should I do or must I do but if I take this path, who is the person who I will become and what will it do to
other people as well? So it’s always in reference to the person. Thank you. – Just to pick up father
Dorian in terms of choice, for me I believe that you
know I become my choices. And that the reason why
I came to Santa Clara is because my believe in the
importance of Jesuit education. For me what it means
is knowing who you are, know how to love and
know how to accept love and know how to live with others and know how to hope for a better future, the best future. And for me I try to live
it as much as I can, I try to bring that into my teaching, into my research into my service projects that I do with students and and I love it. I’m not sure what students think sometimes when I embed Jesuit principle
in my business courses but for me I don’t think I have
been happier than ever been since I’ve been at Santa Clara. So for me you know I’m blessed that I can live with the
choices that I have made. – I am hearing themes of the whole person bringing students or
converting students to humanity but also not just making
this about an education of right-wrong principles but beyond comfort and acknowledging the ethical complexities of our choices. So being that we are in Silicon Valley and we’ve been well
inundated with the news about business leadership in Silicon Valley, how do you think that the Jesuit education speaks to or is related
to business leadership? – You want me to jump in a little bit? I have notes on this one so. I think for me when I think of Jesuit spiritual Jesuit spirituality and business leadership
or business education, I think of being compatible but I also see it has intension. And when it is intension, the question is what wins out? Get to it values or
business profit oriented? And I think one of the things that I would like for students
to think about in my course is what type of person do they want to be and what type of world
do they want to live in? particularly as many of them
will work in Silicon Valley. And my job is to in some ways bring in that reality of
as much as I can I try to bring in the marginalized
community in my classroom, I try to bring in people in
the bottom of the pyramid even though I teach international business and I focus on many of the
Silicon Valley companies, I take time to bring these issues in and I find that what’s interesting about our students at Santa Clara is that they have this two type of
education at Santa Clara. At least for business students one is the humanity classes that they take and then when they come
to the business school sometimes they divorce those two things. And what I find is when I start to introduce some of these things students say oh, you know I
was in an immersion program at a nation center and this is I connect this
to this and this and that and then issues of homelessness
Silicon Valley comes up, the question of how do i how
do I think about technology innovation in some ways, and how do I see my work in
a corporation in some ways to deal with that type of issues? But I wanna get off to truck
but I’ll leave it as that. – So I think that education that is best is about leadership. I think that’s what we do. So whether we’re in business or any other field, I think we should be probably be our own when we are our best we
are in producing leaders. Now the question for me is the query is there any difference
between Ignatian leadership and a any other kind of leadership? Or is our practice just good practice that we get or that you could get in any other business core
or any other universities? In certain fields I mean
the Ignatian of the Jesuit and the catholic piece really
are very little to say. There are no catholic electronic circuits. So our faith say our convictions really make no difference
in certain fields but where I think they can
do is actually in terms of what I talk about story
style and substance. I think Ignatian leadership
really comes from is inspired by faith in its roots but it is also relevant to those who do not share the faith because it is based on the
on the human person as well and it is profoundly human. And therefore because
it is based in the human it is profoundly universal. So I was really nautical yesterday with some of these just about what is Ignatian leadership? for me in my job and I found
the question of leadership is is it makes me a bit
squeamish in some ways because it’s not, I’m not in a field which is in a management you know but there are no techniques of it that way and it’s something you pick
up in some ways by osmosis, the article suggested however that there are certain characteristics of Ignatian leadership
which would be humility, second would be compassion, the third one is the one
that caused most common which is the quote for freedom. And freedom in this way it
means not so much freedom, its freedom from but
it’s also freedom for. It’s the freedom to be able
to make those good choices in the light of what
our own ultimate values without being conditioned by others with sub values as it were. The one of the founding
pieces in the Ignatian charism is the Spiritual Exercises of St. Ignatius and within that one key principle, within that is flexibility. So the importance of context what sin did you notice called
people’s times and places so when wholes the principles but you apply them in a way which is Tailor’s natural context there. Which means that the education or the leadership rather, when when there’s a
leader talking to people who were has responsibility
for in towards, it always needs to be personalized but never privatized. Its individual but it’s
never individualistic. When there’s a holders intention so I think in these ways
the leadership piece there I suspect that for indignation
and Jesuit education the distinction actually
comes in motivation, certain things are just going to be no that’s not cool sure
we’re not going to do that, we’re not going to teach
our students to be immoral or be unethical but I do hope that we’re able to show that there
is more than being ethical as you say that to move beyond the ethics into actually something
which is actually I would say is in the terrain of love. – So hearing my distinguished colleagues beautifully present on
this particular question, I think I’ll focus on the transformation in the students that I work with and how it would relate to this question. And in some cases also my experience leading retreats on campus and leading the meditation
groups on campus a couple of them. So across worldviews
whether they’re religious whether they’re not religious, whether they’re Catholic spiritual but not religious Jain
Sikh Muslim et cetera, what I have found is that at its best, Jesuit education can form
leaders from any worldview in the ability to be oriented
from a different place. So I teach the Zen and I
also teach Catholic mysticism and in that there’s this
model of ordinary awareness, spiritual awareness and then connection to your sacred power, whatever that might be and the middle and the
contemplative practice intersects with social justice and with internal change
when you get to the middle, to the to the center point. So of course for centering
prayer in Catholicism this is God but I teach a non-theistic version that is hopefully open to all and the students choose
what their sacred is. So although I don’t have
the time to then relate it to the different ways I
teach in other classes, the similarity is that then oriented from this place, their connection to their sacred and I think that is something Santa Clara University does
very well across campus and across disciplines, that then they can be fearless and make choices that their
parents might not want. I actually have had students
in my classes change careers, that’s not actually what
they’re supposed to be doing and I have gotten in in
trouble a couple of times and choose for example a non-profit or go into teaching, when they had been headed
to a very different job or something their
parents wanted them to do. So I offer that to
demonstrate the way in which I think that my hope for Jesuit education in Silicon Valley would be that our students could gain the fearlessness and the knowledge to address
the stark moral failures of many of the technology
companies in our Valley who are not oriented from that Center. Not sure where they’re oriented from not for me to say but apparently hopefully it’s not where
we’re asking our students to be oriented from. So I could go on and
on as you might imagine but I’ll stop there. – Thank you one of the
reasons that this forum is so dear to my heart is that I lead a class on spirituality and business leadership
for our MBA students and I also teach at the undergraduate and other MBA classes. And one of the things that we talk about is that you have an
opportunity to be a leader every moment of every day. People are watching you and you never know how you will or will not inspire somebody. And the leader isn’t about profit, it’s about values. So to get to the heart
of being a strong leader, is to be a values driven person and values driven leader. And recognize the whole person. So these responses
definitely resonate with me on what I’ve seen in my own classroom where students haven’t
been or have a acknowledged that they may be taking a finance course or a religion course but really it’s about their whole person and who they want to be
as a values driven leader not about who they,
what their profession is or what their bottom line is. And that’s it that takes some time. So building on this, why do you think that Jesuit education especially
for business leadership is particularly important now? – Have you got about 45 minutes
for me to talk non-stop? So at the end of September there was a very big
conference in the Vatican organized by the by the Vatican which the second one on technology that they’ve done this year. Brian Greene from the Markkula Center and also John Haider were there when the keynote speaker
on day one was Reed Hoffman who I think in a somewhat
tongue-in-cheek way didn’t know we bring right
up when his LinkedIn okay, so when he said well the thing
about you’ve invited me here and I should tell you that I’m in the business of making money. So he is a values driven person and this is a question of which values? You know so he said and in a way it was a very provocative question you know but it was basically since if you want to get
into a dialogue with me about values well I’ll
tell you what mine are. So I guess one of the
challenges there is actually is that where the lack of
a common moral currency and that people can
talk about those things that lack of shared values. I meet around you know
in receptions to sort of I meet CEOs, I meet
producers of technology like just a couple of ranks below and in many cases what they will say is that personally they
have a faith commitment or a sort of an ethical commitment but it is always kept private because the very nature of the business the industry itself is that
conversations around values about what ultimate matters of somebody are really really hard to
have in a public situation, in a work situation. So in a way I think what
we have ended up there with a sort of where I’m talking about, I guess when convictions
can be easily Prime in the remain of the
level of being privatized. And they don’t really intersect with how a business actually how actually a business actually works. I think it is changing because
I think some of the crisis that is happening in particularly
in social media firms are realizing well actually this. There are unforeseen consequences. The last point I wanna say here is that one really really is probably at the heart of Jesuit education, is the value of reflection which means hitting the
pause button on okay. Let’s just stop and think
about what’s going on so that in order where our next action can be more mindful and
it can be more impactful and then we can evaluate
it more effectively. The problem but it seems to me is that the pace of technological
change is such that there is not enough time
built-in for reflection because reflection itself is
antithetical to the business where you’re racing to
develop the next product to get out ahead of other people. And that’s where I think that
is education in that case has a tremendous value but it’s a value which may not be loveable by some sectors of technology industries. – Just to pick you up on father Dorian I find it not easy to incorporate Jesuit spirituality in
the business courses because sometimes they conflict. And I’ll give you an example like if you are in the
business education design thinking this in and design thinking is you
know how do you understand have empathy how do you
understand the human experience? Well when business students
or business leaders when they see design thinking they’re like I’m gonna use empathy to
understand the consumers so I can sell more products and services. And what I’m afraid of is if you don’t teach Jesuit
value principle correctly, some students will use it in a way to serve their own interests
for their own company. And I think and for me it comes down to if you really believe
in the Jesuit principle, particularly if you are going to be future business leaders is you have to think about what is best for the Silicon Valley. And not to be the best
in the Silicon Valley. And I think I try to convey that as much as I can to students is how can you be the best
for the Silicon valley, and if you do that other things may come and it may not. I’m not sure, but if you’ve
truly have the freedom to allow the spirituality into your work and detach things that are unimportant, then I think maybe the
outcome of our students who will be future
leaders in Silicon Valley maybe things would look differently. – So I have a lot of ambivalence about this particular issue and all right so I wouldn’t say that out loud but I do have some thoughts and the first one is that while listening to my fellow distinguished panelists, what popped into my mind was we didn’t used to be Silicon Valley, we used to be the valley
of heart’s delight. And so how then to that Silicon Valley needs a heart transplant basically and how could the Jesuit values Aid with that heart transplant? I am actually very pessimistic I apologize but I am not pessimistic about the ability of a Jesuit education to shape leaders who could do that. And in terms of then thinking about changes that could be made. What the obstacle for
me even on this panel and Jennifer actually and I met and talked about this exact issue is the commodification of spirituality and in particular the
commodification of mindfulness. So it’s actually I think more difficult to commodify the Ignatian exercises which is good, but it’s very easy to
commodify mindfulness and use it to make
workers more productive, to lessen conflict so that you you can fire that HR person, that you were hoping to
fire et cetera et cetera. And so I think that’s the challenge. And whereas the Abrahamic faiths I think have not had concrete ties
to Silicon Valley businesses. Some leaders actually have and I think in part it’s because that lease in itself
is a moral way of life than a religion. And then also it’s cool and trendy and thus it doesn’t appear to be a threat. So lastly though, my perhaps subversive hope is that then shaping our students as leaders from a an Ignatian and Jesuit perspective and that does not necessarily at all mean that they have to be Catholic, that then they themselves would subvert. At in their leadership positions and my personal hope. Would then be that we could return to the valley of heart’s delight as opposed to Silicon
Valley as our identifier. – I have a quick question
for the Father Dorian and then I wanted to ask and quite a bit (mumbling) – No I didn’t do it. – My question for you is, do you think whether it’s Jesuit education or Jesuit with spirituality, can it be taught or is it caught? – Oh, that’s a really good question because you’re only talking about two parts of the human person. But catching bit would be
perhaps the more experiential the more effective piece and then taught would be
the more intellectual piece. So what I taught you at the beginning was actually some facts
about Jesuit education. The history of the DNA and
how affects its way through. I think that can be actually as I start that’s a way in. We’re an intellectual
community as a university. I think that’s a piece information. The affective things and actually I think it was Jennifer who mentioned there’s a question of time and reflection. What I did wonder about this is that in terms of there may be question of age and stage appropriateness for those of you who are
undergraduate students, the questions that the
existential questions would be very different from somebody who’s thoughtful those who’s mid-career. – The other question then
in terms of our education is that our business school has significant investment
in graduate education. And the graduate education experience is always very different because you don’t then
largely not residential, you are actually it’s much more in terms of actually skills acquisition. Then I think along it’s actually it’s more difficult to put that in. Jennifer if you want to
talk about your business and spirituality course and
what you’d be doing with that. – To picking back some of the things that have been discussed and the next where we’re
going with this conversation, is that one of the things that we offer as the Jesuit school or
university of Silicon Valley, is the opportunity to reflect. At the undergraduate level, at the graduate level, whatever it is, this is a place that’s safe
to reflect on these issues before getting into those situations And I always tell people
especially entrepreneurs time is a luxury. And when you’re in the heat of the moment and you’re making decisions, you don’t have time to
reflect on who you are and what your values are but if you’ve established
that ahead of time, you actually had the opportunity to consider your own foundation. Whatever it might be. That gives you a much more solid place to make those decisions. And that is one of the things that we offer as Santa Clara. What do you guys think
in terms of Santa Clara and what we have to offer? What do we excel at ? This was not a trick question. – That I actually had an immediate hit and I think we excel at humanizing people, movements, ideas that others have told us are inhuman. So immersion programs humanize the unhoused, humanize other other you know areas where perhaps there are gangs, humanize an idea for example about a different way to run an economy et cetera et cetera. I so that is something I see across disciplines and across different units of the university. Certainly it’s often aspirational but I think that it is
something we excel at. – Can I show you that I think I mean again in conversations that I have on this stuff with an
older generation of people as I meet people is
that a number of people who are alumni here tell me how really in their Jesuit
education at Santa Clara they’ve taken it through with
the whole of the careers. I’m a theologian so I’m
quite happy to boast that they say it’s often their theology and philosophy classes that they’ve actually
carried most forward, so it’s made them
different kinds of leaders as they’ve gone on. You know one ethical Theory talks about units its virtue ethics and it took Jennifer that piggyback on what you’re saying I think
at its best our education. We talked about is being formation transformational but also formation. So a virtue in this case is something that is built like a muscle, you develop by constant practice so it becomes a second nature. So in fact if when you are
in the heat of the moment and you do not have time
to sit down and discern and to enter into your Zen position and for the right emergent to say somehow you have resort more
ethical and moral reserves, that you can draw on that and I think that’s the way it works. – Well I’m going to be out there, so I’m going to say in
terms of Jesuit principle in the business school. I think that Business School has a ways to go. I would say that in part if you if you believe in Jesuit education in terms of being taught, what tends to happens
is when we hire people we don’t ever account whether their values align with Santa Clara mission. We hope that it does but we never you know during the hiring process in fact Jennifer probably
know more than I do I just assumed that it doesn’t come up. And if it doesn’t come up there’s a reason why the business school doesn’t do well in
teaching Jesuit principal or integrating the classroom because we don’t hire on those basis. I could be wrong. But that’s that’s just my feeling. So I think there’s much
more that can be done in terms of top down, I think and bottom up. I think it is the responsibility
of business educator to allow the spirituality
into their teaching. If you’re going to be at
a Jesuit Business School then you would have to think about it and I you gonna be a church
with a business school, then you would say you know you have to give yourself
some space and time to think about how to
bring that spirituality in the classroom. And we do have activities not to say that we don’t
attend eclair for faculty to think about these things such as the diggnation a faculty forum the orientation when
a faculty are highered but most part I don’t think it’s very structure or very consistent to say to a professor hey. You know you need to you
need to think about this. well that’s just my opinion. – So if I make that comment on that, so I would differentiate
there between graduate and undergraduate education. Because with undergraduate education we have a core curriculum, we have residential life, we have four years
generally for most students to spend time with. So but time is so precious
for a graduate student and those of you who are in MBA would you know get a sense of this. But essentially you are
just learning the skills. So the challenge to impart a kind of what would be a distinctive and say this is what makes this place, this is what makes my
education different from yours if you went to the
Stanford Business School, I think it’s exactly what it’s much harder to do it there. I don’t have an easy answer to them about how you would do it
within graduate education. – That is something that we look at in terms of principal leadership. That is a core part of
our business education. At the undergraduate and at the MBA level, ethics are pervasive as
a topic of discussion. So it’s not as though we
haven’t discussed that. But we all have challenges. What other challenges do you see for Santa Clara as a whole? Where can we improve? – Across discipline. And I was fortunate enough to be part of the faculty immersion and there I met Father Amar Fusco and he has a love for business and artificial intelligence and through that conversation and through our time together We were able to create
a co-teaching course based on accounts as
every religious artistry where it’s this design theory innovation and Jesuit principles. And and so I was fortunate
enough to kind of meet somebody who is different, who not different but a Jesuit and and brings you know and that really just that cross discipline relationship collaboration. I think it could be done better. – I have a fantasy, that we would all get
more than the one hour an academic year for the
mass of the Holy Spirit where everything is canceled so there could be meetings or there could be these fruitful times when our own department
Religious Studies department we’re struggling to find times to know what each other is doing, to support one another, to reflect. We cannot reflect together because we cannot all be in the same place at the same time together. And the only time in all 30 weeks that the administration tells us, this one hour you must you can well I’m sure people take naps or not everyone goes to the
mass of the Holy Spirit. But it is the time where
everything is canceled and that is approved. And so I have this fantasy that we would go back to
at least once a month, that this one hour you cannot. It’s not for teaching, it’s not for a meeting, it’s not for and you will
get paid for this hour and it’s for your department to learn what the other person is doing, to reflect. We do not get time for reflection. And then the faculty staff retreats are few and far between as well. And so I’ll stop there. – I’m thinking back to a speech that Father O’Brien gave in Hekima University, he gave a key in this last summer which is a fascinating
and some more scary speech because he provides
what you’d expect people to talk about Jesuit education but he actually then goes into some very challenging language. And really it’s a call
to at least to feel free to consider the possibility of a radical alternative
to Jesuit education. Now our dirty little secret is that academia is a highly
conservative industry. We don’t do change very easily and we like our hierarchies and we like our ranks and we are slower to adapt than just about any other industry. Am I right? – Give me a week to think about it. (laughter) – So I think for me the wish list is it would be too right to imagine can we allow itself
the freedom to imagine? What this might look differently. Now we are a tuition driven University. So the money has to actually come in through the front door in order for us to pay salaries and in order to provide
an excellent education to our students. Particularly the increasing
number of students who are going to need significant amounts of financial aid. So in a way what we are
trying to do at the same time is to be an excellent University cause that’s what we were set up to do. Is to provide an excellent education. I think our task is really there always to question and to ponder and allow ourselves the freedom to say well what does
excellence in education anyway let alone Jesuit education, what does that consist consist of? What is our industry? What is our end product and why do we exist? And I go back to that kind
of original information Disneyland peace there in the DNA, we exist amongst other things for the welfare of society. So we have a social rement. That’s important not to lose that. So it’s not only about
producing individuals, it’s about the effect that
those individuals will have for generations to come. So we’re investing with our students particularly are undergoing this not only for what they
would be getting now but who they were what kind of leader they will be 40-50 year times. When somebody who started on startup and then is now runs a
million-dollar business. – Any final thoughts on that one? Well I think this would
be a great opportunity to open up the floor for questions and it from you all from the audience. Are there any questions that you have for our panelists? – [Ghostly Voice] Every now and then a question comes out up about whether Jesuit values should be included in faculty evaluation, staff evaluation. I wonder what your
thoughts are about that. – Is there a getaway out of here? – So the first thing
that pops into my mind is the plight of fixed-term faculty and temporary staff and those who cannot lose their job because of health care benefits or what for whatever reason or those who have a three and a half, one-hour commute or rather one-way commute and a three-and-a-half, hour
one-way commute back home. And so unless it is
accompanied by training, unless it’s accompanied by pilots, it certainly, I would welcome that but not unsupported and not without some type of investment top-down and bottom-up. And so I think the most
vulnerable among us who statistically are
disproportionately impacted by the evaluations would be those who might be left out hung out to dry. So that is what worries me. I would love for it to happen but not without a lot of infrastructure, a lot of accountability for those who are training people in the mission and then some type of appeals process. If there has been no training but the person is fired anyway. – [Ghostly Voice] (mumbling) – That would be wonderful. Thank you. – It’s a really interesting question because in some ways they might argue, well first of all if you
were going to do that you’d really need to be very clear about what are Jesuit? Somebody can be evaluated tell her what she’s gonna be evaluated on, make it clear to her and
then you know give her but in some ways I would
actually argue that they already are that
our faculty are already because teaching, scholarship and service if we are think about them properly, they are already manifestations
of Jesuit values. you know because that’s it but I think probably what
we need I would say there is actually to be able
to explain that better and why is it to be a good teacher is a value in within a Jesuit University, why scholarship itself
just the life of the mind. You’re not kind of that tradition exists for there up kind of technically it was called pious learning. The scholarship itself actually studying what you know if you’re writing a book on the history of Armenian shoelaces, it’s actually a kind of holy act. There’s something about discovery, about learning and itself
in the search for truth, which is already a Jesuit value. And then certainly service, is right at the heart of what we do, so service to one’s colleagues, certainly service towards students and then say this to the wider community and that would include our wider community would be to the world of Silicon Valley. – I think for me I probably would would not support that however I would support something like Ignatian faculty forum where the faculty is an invitation where if you get in it maybe you get a course off and there you can engage
get to it principal or Jesuit education based
on where you are at. Because you know it’s where you’re at and the more that we
have those opportunities where we give incentive for faculty to think about reflect and
give them incentive whether it’s a course off or half of course off or service or a big major service, I think that’s probably way to go. – But I do wanna bring it
back to Disneyland again in this sense because in there so really, it’s a cogent example because
if you work for Disneyland if you are the lady who puts the invisible ink on your hands so you can go out of the gate and come back in again, you need to know something
about the institution. And you probably need
to like Mickey Mouse. So there’s a sense in, but so it’s a question of sort of brand that he runs is
probably not the right word but that identification that there needs to be something within the organization with its own ego so you can say, somehow I’m part of this and this is part of me
and that’s the ideal. And here I will be true this University but also if I was running a company and God bless the
company that I would run, that’s what I would want for the people that I work with. Where we’re all in this together so that the mission the
values is not imposed but it’s freely espoused
because people think it’s good. – [Charles] Thank you so hi, the lady Business School
has an executive center. And that’s where I work so I work in the Silicon
Valley executive center which provides executive
education to companies that come in and they
get training information in various areas sometimes
it’s certifications, sometimes it’s leadership sometimes it’s its basic management, so my question is what would you advise me and people in the center
to do to reflect more the Jesuit values and these things that you’ve all been discussing in ways that are not just going
to be palatable to people but are actually going to be there they are able to act on them and to make them real because one of the things I
was also thinking about is that people know what to do, and even if the right answer is the question it becomes how do you do it? And so which is why I like Father Dorian you’re bringing up virtue ethics because you know how do you give people the courage to do that? So my question then is can you help me work with executives in Silicon Valley too so that they can be we can reflect more of our own mission? Thank you. – I’m gonna cop out of that one and say the way to deal with the current situation is to invest in the
undergraduate students. I think that the undergraduate students see themself as leaders and we should see them as leaders. And we should equip them with and you know whether
it’s a stipend for them to to learn how to
understand homelessness, so that when they get into a corporation then they can promote this company. The company that I work in I want you to do more on homelessness and I want you to have some type of activities to do this. So I think that importantly I think we need to really do more and invest more in our
undergraduate business students. Because they, like you said everybody has a leader to play no matter what role in the company that you’re in and companies today are
looking for talented and they care what then you know new crop of students
view on the environment, view on corporate social responsibility and things like that. – And it used to be that we would have the spirituality and
organizational leadership course for Executive MBA cohorts. And I’ve seen over time of larger hunger for these types of topics. We can offer that. We have talent on campus that can speak to these issues for the Silicon Valley Executive Center and I guess for you it’s a matter of
determining what those are, what it is that they want from us as a home? So we offer a lot of different programs for our executive teaching. Well, what do you want? We’ll figure out a way to do it. I think is kind of the ethos that we use at Santa Clara. As we will figure out a way to help whoever we can. – I wonder if also there’s a
question we talk about time and reflection and Sarita you talked about the way that mindfulness is now packaged as an app, I don’t think one of the
most frenzied students I ever taught is now a major
marketing manager for comm. So, but I do wonder and it may be that certain things just aren’t transmittable. The format itself if you have people who are coming to you for five sessions, it may be that sudden, so they have that Ignatian worldview the Jesuit values that made what put out whatever we call it, maybe you can package it
if I got five sessions. It just may not fit into that and just may require more time, more and a greater openness in that. So I would worry about the
potential commodification of this because you’re really talking about human formation, human I mean we are complex and we take time to mature you know and particularly to in when we’re learning new things which actually change our sense of self. – So I have a crazy idea and I don’t know if you have
any type of immersive part in terms of thriving neighbors or you know there’s some many partners but I suggest that they spend the night in st. James Park and live for a day on one dollar and wear clothes that are ragged and try to get along and I think that would be have a quite the impact. – I’d love to see you market that. – I’m trying, but am
not a business person. – [Ghostly Voice] So I
am in the MBA program and I also work in the ignition Center and I’m about halfway through the program and my reflection so far
is you would not know that we’re at a Jesuit university unless you’re actively looking for that. It was I think maybe casually mentioned in the orientation and
almost as an apology sort of an afterthought. Jesuit University and through the classes I think it’s only been
maybe mentioned once by a professor. I know that the spirituality
and leadership course has been offered but
that’s only been offered on Saturdays and so in
terms of accessibility because it’s not integrated in a concrete very noticeable way, you’d have to sort of seek it out and so I wonder if you really possible to go through the program and get a very strong Jesuit MBA without knowing that. That is actually infused
with some Jesuit values and so I wonder if you find it valuable or important for the fact that we’re at a Jesuit university
to be explicitly named and to be discussed as to
how that looks different than an MBA from Stanford or you know San Jose State University. So I’m not sure that my
cohort or my classmates would know that they were
getting a Jesuit MBA. – So from the faculty standpoint, it’s too bad that you don’t know because it’s embedded in everything we do. And maybe it’s the silence that is not being heard. They’re undercurrent
because we design courses and curriculum with the
Jesuit mission in mind and I’m not sure how things are marketed so I apologize but it is definitely part of who we are as an institution and even as an MBA. wWe do think about very deeply
even in our accreditation how are we distinct? How are we Jesuit? How are we adding value to an MBA beyond just being an MBA. We are not just any MBA. How that’s perceived though I have no idea. I’m not in the marketing part, so it is there and maybe it needs to be a bigger presence but it’s definitely a part of our DNA. – So I’m thinking here, Thank You Charles for being there and asking that intelligent question. If you will enroll
currently at Santa Clara as an undergraduate I think the view book it’s called It’s designed for 17 year olds and it’s largely a lot of pictures and it’s I think about 30 pages long, it’s page 17 into the book before you find the word
yes written into it. And it’s not explained. Why? Because it is marketed at 17 year old. So maybe come for a very religiously diverse background. I think that’s actually probably the right decision. I’m told I’m like totally Jennifer and this is you know is this getting broadcast somewhere? So I’m not going to say what I was to say. No I guess in the questions so let me pose it as a question for those of us who are in marketing for different parts of the university. Who do we lead with the word Jesuit in it? Where do we bring that into that about that is that distinctive. So the second general
of the Society of Jesus a man called Father Linus came up with a phrase as Jesuit education we go
into our students doors in order to bring them out through ours. System or wrong way which means that you don’t necessarily need to lead with explicitly with these things but you do need to make sure that somehow, that they don’t other people are affected and changed and transformed
by that as well. So I think in that way
it’s a question of tactics about the strategy. I would argue more and
this is a bit theoretical but I think implicit values are good but we also could make
them more explicit as well. And one of the great challenges in a complex organization like ours, is we have very many moving parts and a university is a
bit like a federation. And/or a conglomeration of states and that you know quite
often we discovered that somebody else is doing something we knew nothing about. Or they’re doing it in
a very different way or indeed our terminology
is so fluid and loose. So if you ask people you
know what does it mean you know what’s a Bronc O? Give me five characteristics of a Bronc O or a bronc X. You would come up with a very different you know very different list. I think we have I would
say as the university that I’ll say as the mission identity guy we have some work to do in articulating these things in a more meaningful way and particularly to get beyond our usual jargon and to get actually the real
human meaning of these things. Why do these things matter? I’m convinced that our
education is different, I think we’re pretty we have some work to do about explaining that better. – I think two things can be true, I think in terms of the institution. I think I definitely agree with Jennifer in terms of the Jesuit peace is embedded and an explicitly and
marketing too as well, I think what the the the missing part is in the classroom. Is that in terms of the classroom the Jesuit education doesn’t get into the business school like it should. So on the institutional level the top leaders realize that I need to embed, I need to be explicit with Jesuit but in the classroom I’m not sure if it gets all the way in there. So I see that difference
between institutions and in the classroom. – I think we wanna be careful about that since we’re not in the classrooms. Because I know some people
take it very seriously and some of our students
are definitely impacted on on a per class level. So I would love to get more feedback but that’s something that
may be an area of growth and well definitely an
area of growth for us. – [Ghostly Voice] (mumbling). – That’s great to hear that because so I did the wedding last year of a young couple and there the gentleman who married was a civil engineering graduate from here and I asked him this precisely. This conversation what it was the difference between people who graduate from in
civil engineering here and they do from say Stanford. His comment was really interesting. He said that you know
that the first of all that business leaders
recognize the human skills that actually that kind of a just the interpersonal
relation skills are there but it’s also he said something about the willingness to learn. And as things evolved
five years down the road, you know your field is not
going to look like it is now. So instead of having it all packaged they said the Santa Clara
stood Engineering students have the path, they have a reputation that they learn on the job. They may arrive with less skills than other people when they arrive but there but they’re humble enough I think enough to learn about that, that in itself I think is a you know it’s tremendously attractive value. – [Ghostly Voice] Thank you. I teach in our school of engineering but I don’t teach engineering. I teach innovation theology and innovation is design and spirituality at the graduate at the graduate level. So there’s some things going on in the engineering school. My question take the
any of you in the panel or all of you, we talk about the phrase Jesuit values is used a lot, so whatever you mean by
that and going deeper is part of this question but it seems the reason for that question is not just get specific, it’s a belief I have because business is all about value and if they don’t produce value, it’s in a competitive context, they die. So there is exchange value which neoclassical economists focus on transaction value would
be another word for it. It’s what markets do and move we can call it the financial economy. And then there is something
called the real economy or instrumental value and then those intrinsic value. I think what we mean by choice advisors is we’re pointing to intrinsic value. For any I mean if you could comment does the Jesuits value show up and in entries in instrumental value as well as transactional
or exchange value? – I’m extremely to maybe explain about the the use of the
phrase Jesuit values. Because I think it’s a philosophically it comes out of, its a certain point I actually don’t like it, I don’t use the phrase charity values in the impossible and when you use the phrase
Jesuit characteristics and I will use Jesuit virtues. But the question of values
I think is a little fuzzy around the edges. So I mean I often if
you ask is cross-section of undergraduate students here or indeed faculty or staff You know what are generate values? I don’t think we come up with
a particularly cogent list nor would they be able
to make the distinction that you make between between those. So for me this speaks to again work that we have to do in actually more clearly articulating. What is the nature, what does it mean to be this Jesuit Catholic University in this time and in this place and what is the current
positive contribution that we can make to the common good to the world, for society. – [Ghostly Voice] (mumbling). – Well there isn’t at the moment. Well nobody owns the responsibility doesn’t mean that it’s not going to happen but currently you know
there is no committee for defining Jesuit values. I think father O’Brien is
moving us in that direction. – At the same time these are questions that we do approach in business leadership and say entrepreneurship, social entrepreneurship, the Miller center, many initiatives that we have on campus that we do look at these
types of questions. In my own research I’ve looked at beyond economic value, What are the other
characteristics of value that businesses actually attend to and in terms of social entrepreneurship it’s the application of a business model to actually overcome or at least attend to societal needs. How that’s defined is
not necessarily economic. And there are thousands of ways that you can actually create value that’s not about the profit about the individual dollar sign. And that’s something that we discuss in the Entrepreneurship courses and the innovation courses because it is relevant to everybody. And whether or not they
are in entrepreneurs or taking their first job, how they add value and how the business whatever type of organization it is, add value beyond the profit is actually something
that’s important to people at an individual heart scale. They yes they want to be
in a successful company but they care about what values they are actually helping enable. And so it is something
that we do attend to. I don’t know if they do
that in engineering school but it is core to the Jesuit values however they’re defined or Jesuit characteristics because it’s important
to the person as a whole. There was another question or two back in the back. – [Ghostly Voice] I guess
I don’t come as a critic. I’m 91 years old and I first
came to the Silicon Valley back in 1942 and there was 75,000 people in San Jose and I want to address
the first of my issues to the woman on the right here. Do you know anything about the late Bishop Frank Klean and his sleeping on the
streets of San Francisco in 1968 he slept on the streets for four nights to see what the homeless problem was. And as the Bishop of centers of Sacramento it was instrumental in
getting the city Fathers into the transfer of the
Travis Air Force Base into a magnificent rehabilitation center. I would recommend that you get some information on that. You don’t have to go down
to the st. James Park. – Now that’s a beautiful story and certainly right now what inspires me is bishop’s at the border when ice is dumping immigrants or I’m from Texas and so not a parallel story, I did not know this one so thank you for that, I will look it up. – [Ghostly Voice] The other,
I refer to the man over here with the Jesuit type of things. I’m judgey at school got a master’s degree in psychology from USF and we have seven lawyers
in our family out of USF. And the last little kicker on the Santa Clara football teams before they became defunct was a McMahon from Butte Montana and he’s my first cousin. So I’m the Santa Clara man at heart. Basically I’m disappointed in the sense that I don’t hear the things, nothing of Vatican true and the Jesuit values. I mean everybody got upset, I mean everybody got turned upside down and you’ve got a Jesuit Pope that he’s willing to say, Who am I to judge? And the famous picture he’s
like that David thinker watching a group of
people listening to them. And I think I guess this is the thing that you’re speaking about excelling. How do you excel when we’re all on the bottom
rungs of the ladder? We haven’t even got to first base yet and then I’m not trying
to be critical of you. It is a most difficult experience. We’re fighting for a church to stay alive for heaven’s sake. I’m all for what you’re doing but at the same time are you looking at the past the history of what has already been done? – Can I jump in there? Thank you. This one may be unconscious
in forgiveness okay, so when I was talking about the importance of looking at the past I would say yes. I think we do but we’re
also future focused as well. The past gives us out to
a path towards the future but as an educational business, where our investment is in the students, so it’s important to know that history, it’s important to know the
mobile context as well. But yes thank you ma’am. – [[Ghostly Voice] Hi, so I don’t Know if this is so much a question as an I wonder statement but one of the things
that I’m in love with in the Ignatian model is
how it gifts me a gaze that is not immediately my own. So where I might see scarcity, I’m invited by st. Ignatius and the sacred to consider that perhaps the fruit has not been born because the seed is still underground. So when I sit and I practice the examine, I’m asked not to hit
consolation and desolation against each other, there’s no competition here, there’s two movements that
I’m asked to listen to. And I’m asked to imagine
beyond my own vision. And to take on God’s gaze as much as I possibly can. And so even when the world seemed the road seems to be ending, perhaps it’s just turning. So I am wondering in this Ignatian model with business, is there an opportunity to
create some companioning or some partner partnering with executives who are developing their own friendship. It sounds like not only with themselves but perhaps with the world? Are there spiritual directors who can sit with an executive and not just say, you had an immersive experience but how is it with your soul now that you have had
an immersive experience? Because in my experience I may not have time for reflection but my soul is not gonna shut up? If it is discontented or contented it will rattle within me until I pay attention and it will get louder until I do. But without the priests and the and the women’s groups and the friends that have come alongside me in my life I wouldn’t have this capacity to listen which is still growing. So that that’s my I wonder statement. Do we have companionable listening at all levels in this institution? – So I think it’s here but you have to look for it. And but I have to say Rob first I thought there’s your answer you should speak with this woman after we close. So I actually do not feel qualified to fully answer your question but I think that there are opportunities. There are pockets where this can happen, the Ignatian faculty forum has been mentioned multiple times and so there are ways for that to happen but again I think personally this is my personal view that because there is not or at least it appears to me there’s no time carved out for that, that we will pay you for this or we will you know that one hour of the mass of the Holy
Spirit type of thing, that everyone I think has good intentions and could seek it out but gets overwhelmed. Or that is what I see
when people come to me. And then I get overwhelmed. And so I’ll stop there. – I guess I respond to that I mean both as a spiritual director myself and somebody’s main administrator and faculty at the same time. But the thing is with, what’s the purpose of a university? Is the question that it brings up. And who is who is our primary audience? And I would say it’s our students. So with all respect that
I think executive is one more ingredient the
weight you know that we can do but we can we couldn’t have a university without executive education. We couldn’t have a university with us without undergraduates and
graduate students as well. So it’s a question in terms of resources and then where do we when we
concentrate our resources? And when do we not duplicate in the sense that we’re not a retreat center, there are retreat centers in the area but I would say in count with you, your comments about the soul is really important, what I would say this where it may be antithetical to the word. A CEO generally does not have time hardly to speak to their family. Let alone I mean because there and when your time when you
need to make your figures by the end of the quarter, there isn’t much time for contemplation. It may be then that retired see people are out the age of stage might be apropriate for that but institutionally I’m
finding it hard to imagine that they would be you know that we could make that. Much as I think it’s a beautiful idea to give it you know as a priority. – Last question. – [Ghostly Voice] [ That’s Me. When I think at Disney I think of Steve Jobs. He had a really nice saying more of the most powerful person in the world is a storyteller. A bunch of stories here. But transparencies what father
O’Brien was talking about. He’s talking about principal based transparent leadership. How do you see a more transparent Santa Clara becoming? – That’s a good question. – I think that’s above my pedigree, I think that’s a great question, a fantastic question but that’s coming from father O’Brien, that’s something that the administration will really have to tackle first, I have a sense that faculty and staff would definitely appreciate it and it does have to be both bottom-up and top-down. – I think any organization
that functions well needs good communication but in both directions. So telling people what is happening and why it’s happening and I’m not allowed I mean then it avoids an awful lot
of misunderstandings. But yeah I mean I would say that appropriately that’s certainly in a goal to aim for. Our Catholic moral tradition is like Italian traffic lights which is you know the difference, so I know a Saxon law is
based on the fact that you must have laws and then you have to obey them. But you have the minimum of the amount of laws. Roman law is based on the on the idea that you aim towards the ideal. So what’s an Italian traffic light? It’s a suggestion. So that the question within
the ignition tradition of the code word is magis which really means more authentic more intimate, it’s not about doing more. So if we are pointing
in the right direction, that’s good enough. – So I was on the campus climate committee and we had the campus climate but so much worked on In order to try to
anonymously take the pulse of the university at all levels and across all units and so I think that is part of the effort of making things more transparent and it’s slow and it’s bumpy and it’s definitely not perfect but I think it is a goodwill gesture towards this transparency. I think that an area of transparency that I would like to see is to focus on solidarity with the vulnerable on our own campus as much as focusing on solidarity with the vulnerable off campus. That that part I think
is not very transparent right now this is my
anecdotal personal view and so I think that that
is an area of growth for the transparency on our campus. – Well thank you all for coming, I’m going to close our panel now and I want to provide a
thank you to our panelists and thank you all for coming again. Thank you for being here and for such a fantastic conversation. (Applause)

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