by Rushworth M. Kidder
Don’t look now, but there’s a Business Values War a-brewing.
It’s like the Family Values War, in which each side uses that maddeningly inexact phrase to beat the other upside the head in a “my-values-are-better-than-your-values” tiff.
Here, however, the stakes are more economic than social. And the protagonist is Bill Gates, chairman and CEO of Microsoft Corporation.
“How ironic,” huffed Mr. Gates in response to lawsuits filed last week by the U.S. Justice Department and a bevy of state attorneys general, “that in the United States–where freedom and innovation are core values–these regulators are trying to punish an American company that has worked hard and successfully to deliver on these values.”
We’ll get to his core values in a moment. First, some context.
This certainly is a major antitrust case, seeking to rein in the apparently monopolistic power of Microsoft. But it’s not like the case of Standard Oil, a firm that produced commonplace and comprehensible things–kerosene and gasoline–before Teddy Roosevelt’s trustbusters broke it up in 1911. And it’s not like Big Tobacco, the other feds-versus-firms standoff in the news today, whose products are downright dangerous.
Microsoft, by contrast, doesn’t sell necessities to the general public. And it doesn’t make things that kill. It invents benign things that few can fathom–software programs–and sells them to people who dearly want them. So many people use them, in fact, that Microsoft has established a de facto communication standard.
So why break it up?
That’s the vexing question. Ethically, of course, it’s wrong to use overwhelming economic force (as Microsoft allegedly is doing) to crush out rivals whose only sin is seeking to compete. It’s often done. But it’s morally wrong–and it feels wrong to us because we admire the little guys who sometimes get crushed, and because we prize competition.
But it’s also wrong to impede the creative energies that produce breakthrough systems–especially when the frontier is so untraveled that nobody can guess what’s next. Along this frontier, breakthroughs don’t always come from little guys starving in a garage. They often arise because you have the financial luxury to think outside the box, build for the long haul, and find a sure market for the results. For that, size can be key. So we admire big guys who make things happen, and we value concentration.
Result: a right-versus-right dilemma. We want the goodies that Microsoft’s Windows operating systems provide. But we want to preserve competition. That public confusion provides a perfect arena for this new and befuddling Values War.
Never mind that Mr. Gates runs his rhetoric up the flagpole of “American” patriotism. Never mind that he invokes the Puritan ethic in talking about how hard the company has worked. The real complication comes in his reference to the “core values” of “freedom and innovation.” Sounds good, doesn’t it? But what exactly does it mean?
Freedom, with its overtones of liberty and independence, resonates well in this patriotic context. But if it’s not reined in by some higher values, it can veer swiftly into licentiousness and excess. Similarly, innovation can be put to good or bad ends: A pocket calculator helps both the greengrocer on the corner and the drug dealer in the ally.
Put more formally, these two values can lead either to ego-centric or socio-centric ends, supporting either selfishness or altruism. Why? Because they’re what philosophers call “instrumental” or “operational” values. They aren’t ends in themselves. They’re means to other ends–ends that are usually described as “intrinsic” or “terminal” values. Only if those other ends are high and noble, then, will freedom and innovation reflect such intrinsic core values as truth, compassion, or responsibility.
This confusion of the operational with the intrinsic is one of the slickest weapons in the Values War. It lets us seem to talk about core values. But it blurs the vision and muddles the logic. Despite the fact that any amount of evil can be perpetrated in the name of freedom and innovation, these words are so positively charged that we think we must approve them uncritically. After all, who could be against these things?
Answer: the public. For “innovation” it’s beginning to read “wiliness.” For “freedom” it’s starting to think “permissiveness.” Sorry, Mr. Gates: You’ll need to put some really core values on display, and demonstrate how Microsoft is honoring them, to win this Values War.
(c)1998 by Rushworth Kidder