ALBORNOZ, MARIA ISABEL C.

BENE03
4-BEC Prof. Melanio Leal

The Rule of Stability: Finding a Happy Home

OVERVIEW:
“Satbilitas Loci”, or simply translated, community stability is one of St. Benedict’s great
contributions to leadership. This notion began way back prior to St. Benedict, monks, hermits or
other religious folks, where they would wander and join various communities as they travel from
one place to another. With the rise of St. Benedict’s rule, it slowly altered the direction of Western
monasticism. Stable organizations provide continuity in leadership succession, organizational
ideals and culture, and job security.

The concept of stability was a well-established tradition of organization and leadership

during the Roman culture. From strong military and a legionnaire’s lifelong commitment to his
legion to strong politics of a senator’s lifelong commitment to the Senate. This concept was a
natural outgrowth of the Greco-Roman notion of family. An extended family provided stability,
commitment, and the primary structure of an organization. All members of a family were
networked together into a cohesive organization. Of course, each family had a formal head, who
held enormous power over other members and disciplines his members, but who could also be
punished for the members’ wrongdoings. But in the declining years of the Roman Empire, said
families began to act more like petty gangs pursuing economic rewards and family heads becoming
more like crime bosses or dictators, instead of a compassionate and concerned family head. It
seemed that the virtues of community stability were completely lost. St. Benedict, however still
firmly believed in the power of the traditional family model, he had a clear sense of organizational
commitment within an uncertain world.

REFLECTION:

St. Benedict’s rule established stability as a pillar of organizational power. Such rule is
essentially a contract. As each party to a contract promise to or is obliged to give something or
render service, each individual member and the organization promise certain things to each other.
It is also a two-way street. As in a strong and stable family, if the leader asks for stability from his
ALBORNOZ, MARIA ISABEL C. BENE03
4-BEC Prof. Melanio Leal
followers he must also provide for his supporters, because community stability involves three keys,
namely, community, fairness and tenure. Under St. Benedict’s rules, the notion of community
upholds that all members from bottom to top, are considered members of the family. And as a
family, there is a sense of belonging and security. They support each other even though they are
different in roles, responsibilities and levels of authority. The notion of fairness maintains that in
an organization, there is an implied sense of an even-handed application of discipline and rewards.
Everyone is subject to the same expectations, rules and rewards. And finally, the notion of tenure
implies that members are to be nurtured and encouraged, their problems to be addressed and jobs
to be kept secure.

Community stability is a management philosophy. But St. Benedict’s rule is not to be

regarded as a penalty, but rather, a standard. Because the rule allows organizational transfers, but
only under proper conditions and if a certain process is followed. St. Benedict’s rule on stability
had greatly affected organizations, families, groups and other associations into further uplifting
their purpose and pursuing their goals. It provides a standard for better leadership and creates a
bond for the leaders and members of an organization. To become a successful organization, it must
first become a family, no one should be left behind, community, and fairness and tenure are present
and seen within the members and leaders of the organization.
ALBORNOZ, MARIA ISABEL C. BENE03
4-BEC Prof. Melanio Leal

The Rule of Innovation: Nobody Cries over a Broken Paradigm

OVERVIEW:

Oftentimes, innovation seems more like a process of random blundering than rational
thought. St. Benedict knew that innovation was actually a result of proper management and
superior leadership. In understanding innovation, it requires understanding the fundamental nature
of organizational paradigms, and the role they play in framing the way organizations perceive new
ideas. However, not all paradigms or set of rules are the same. There are real rules and assumed
rules. The former are credible and rigorous, while the latter is based purely upon perceptions and
assumptions, which were created from a person’s culture and training, from an organization’s
rituals and the like. Assumed rules generally have greater impact on innovative behaviour than
real rules, because they define much of a paradigm’s boundaries for problem solving.

According to St. Benedict, there are three types of creative behaviour in understanding the
innovation process. St. Benedict knew that his rule on innovation would establish a powerful
organizational paradigm. Sustainable organizations must innovate and adapt to changing
circumstances. The first type of behaviour is called a paradigm-accepting innovative behaviour. In
this type of behaviour, St. Benedict recognized that many innovative ideas are “bottom-up”. The
insights and ideas that percolate from lower levels in the organization. St. Benedict recommends
communicating to those included in the lower levels within an organization, for these people know
the nuts and bolts of the working environment and who constantly think of improvements that will
make their lives better. The next behaviour, the paradigm-challenging innovative behaviour simply
implies bending of the rules. Knowing what to reasonably and productively improve is based upon
an understanding of other possible methods. St. Benedict encouraged the acquisition of knowledge,
he valued information and understanding. He encouraged challenges. His rule supports new ideas,
but of course, in the proper format and at the appropriate moment. The people in the higher level
of authority in an organization need to push the rules and be the source of paradigm challenges,
because they have a better sense of power needed to change organizational inertia and find the
boundaries for innovative thinking. And lastly, the paradigm-busting innovative behaviour, this
ALBORNOZ, MARIA ISABEL C. BENE03
4-BEC Prof. Melanio Leal
type of behaviour is the key to truly revolutionary and radical innovation. With this behaviour, the
old paradigm crumbles and a new one is established.

REFLECTION:

St. Benedict’s rule affects the work of the community within an organization. St. Benedict
believed that all work should have an appropriate mix of process and outcome, and that a leader
must evaluate and maintain balance between the two. Organizations should not be afraid in taking
risks. They should welcome new ideas and concept, because it might just lead them to further
develop and improve their stand. If innovation requires crushing the current set of rules an
organization implements, then leaders must be willing to accept new rules to enhance the
organizational culture. Leaders and members of an organization must recognize the positive and
negative sides of their paradigms and think of creative ways on how innovation might just be the
key to their problems. The organization must be capable of practicing St. Benedict’s three keys on
his rule on innovation to be able to innovate in the proper manner. Through this, process will
follow outcome which will lead to the successful work of the community of the organization.

Adaptability is a must in every organization. They must be able to learn to adapt to the
rapid changing environment. They must accept the challenges of innovation. Of course, innovation
is not an easy process. That is the purpose of St. Benedict’s rules on innovation, to guide
organizations, associations and other groups not to settle, but to innovate and further enhance their
capabilities and work as one community in the development of their organization.
ALBORNOZ, MARIA ISABEL C. BENE03
4-BEC Prof. Melanio Leal

The Rule of Ethics: Organizations in Equilibrium

OVERVIEW:

Ethics, more specifically business ethics aim to inculcate a sense within an organization
and conduct business responsibility. It is a structure of values which guide individuals in the
decision- making process when behaving within their organization. St. Benedict did not dwell on
the subtleties of complex ethical philosophy, his view on management ethics was to create
organizational conditions for ethical behaviour. After all, the Benedictines were among the first to
offer business ethics seminars. To them, business ethics is a question of equilibrium. There must
be balance between the natural desires of individuals and the imperatives of organizational
incentives, controls, discipline, promotions and hierarchy around the four most fundamental
Benedictine management concepts, namely, stability and cohesion, obedience and humility,
fundamental equality and respect and flexibility and innovation. From the middle ages, chivalrous
knights to the modern era, hospitals and schools are encouraging ethical behaviour and using the
Benedictine model for building ethical organizational behaviour.

According to St. Benedict. There exist ten steps toward an ethics-based organization. First, ethical
values of the organization are always explicit. Second, these ethical statements must be well
thought out and limited in number. Third, there needs to be a clear and easily understood
explanation as to why these are ethical values for the organization. Fourth, members of the
organization must be regularly and formally reminded about the ethical values. Fifth, ethical values
are an integral part of screening, hiring and training. Sixth, leaders must set the highest example
of ethical behaviour. Seventh, there must be unwavering equality in enforcing ethical rules and
moral standard. Eighth, there must always be a clearly understood enforcement mechanism. Ninth,
the leader must design the organization outweighing the cost of violating its rules. And lastly,
survival of the organization and good of the community must take precedence.
ALBORNOZ, MARIA ISABEL C. BENE03
4-BEC Prof. Melanio Leal
REFLECTION:

In the business world, organizations can’t help but compete with each other. But St.
Benedict reminds us the notion of ethical competition and fair play. Society however hinders some
people and is consumed by greed, leading to fraud, dishonesty and unethical practices for creating
unlimited profit. Ignoring the values and rule of St. Benedict on ethics would be the death of a
person’s soul. For an organization, corporate cohesion is more important than short-term
profitability. Profit and power may be taken away, but the bond between the members of an
organization and the ethical and moral values instilled in the members’ souls will forever foster.
But of course, in upholding ethical and moral values, these cannot be forced, but rather leaders
must find ways and choose ethical decisions in creating a work environment practicing ethical and
moral values. There must be a so called, “ethical equilibrium” within an organization. A balance
that ultimately tips the powers of organizational effort and productivity toward the direction of
longevity and sustainability.