A Descriptive

Framework for Loyalty:

Introducing Insight
and Functionality
Major Marek Wakulczyk
A Descriptive Framework for Loyalty:
Introducing Insight and Functionality
Major Marek Wakulczyk
Major Wakulczyk received a Bachelor of Science (Applied) from the Royal Military College of
Canada and a Master of Science in Management from Troy State University. He has published
and presented internationally on issues of organizational renewal and process improvement.
He is also the Director of Small Bear Management Services.
Introductory Material
Background
I
t has long been accepted that an organization
will only maximize its effectiveness if its
members are loyal to the same ideology.
The debate continues, however, over exactly
what such a loyalty is. Some traditional thinkers
contend that loyalty is a one-dimensional
absolute that forms a bond between two ele-
ments, whether individual or philosophical.
This opinion, and its strong influence, have
unfortunately limited discussion in literature
on how leaders can deal with the reality that
loyalties are more often multi-facetted, if not
conflicting. As a result, there is a shortage of
models or tools offering help.
Given the limited tools, the leader at the centre
of competing-loyalties situations has undue
difficulty making the best ethical decision.
Purpose
The purpose of this paper is to provide a frame-
work that provides insight into the question of
competing loyalties. The featured model increases
understanding of the fact that loyalty is multi-
dimensional, and is a tool to bring targeted
stakeholders to a “win/win” resolution.
The Wacowich "Demand for Particulars" was
achored in the Seven Habits, with the AHE Report
("Singh") intended to address the issues as far
ahead as possible.... "begin with the end in mind".
170
Discussion
General
This discussion of the Descriptive
Framework for Loyalty follows the
following sequence:
• Refining an appreciation for the
complexity of loyalty
• Providing detailed description of the
Framework; and
• Communicating basic application of
the principles.
Loyalty is Multi-Facetted
Do you remember the last time you heard
someone described as “a disloyal employee”?
If we push aside any injustice related to
such a comment, we can question whether
the use of the word loyalty is appropriate.
I contend not. The query should not focus
on “Are they loyal?”, the attention should
investigate “To what are they loyal?”. The
difference is significant: the former implies
that loyalty is binary (yes/no), the latter
acknowledges that it is multi-facetted.
Clearly, it should not be marginalized
as being limited to issues of reciprocity
and obedience.
Obedience to Woods' "care plan" and and
ests mandated by jidicial authority does not
change the fact that that CHAP "Distorted
Dontent" was the issue and "Lily Cares"
was the proposed soltution.
Ethics in Practice
 The entire "Consent Order" issue puts the Plaintiff at crossed
purposes if the "provider" refuses to address the core concerns.
C O M P E T I N G L OYA LT I E S
As the next millenium approaches, organizations
and individuals will continue to find themselves
entangled in an increasingly complex world.
As organizations, we are becoming transna-
tional, corporate citizens, and trying to create
win/win situations with all stakeholders.
As individuals, we are juggling a multitude
of roles in days that steadfastly seem to have
fewer hours: we are parents, children, spouses,
friends, subordinates, leaders, volunteers,
Canadians, Manitobans, students and teachers.
Though the Stephen Coveys of the world
would congratulate us for having these delin-
eated roles, a life with multiple commitments
takes its toll on our ability to remain true to
our values and their associated loyalties.
But how do we define “remaining true”
to so many things? I believe this can only
to done through greater understanding of
Hi & Lois, CHAP "Distorted Content", "DCO Material"
addresses the patriarchal social model, leadership theory,
171
those competing loyalties and how they
interact with the environment.
Loyalty has Levels
Evidently, the individual extent of dedication
to our selected roles and commitments is not
binary. Both organizations and individuals
apply a measure of commitment to each; both
also apply a corresponding measure of loyalty
to their selected set, ranging from “loyalty out
of convenience” through to “absolute loyalty”.
Though purists would disagree that “loyalty out
of convenience” even qualifies, the fact remains
that loyalty, like commitment, is not binary
either; it describes a spectrum. This range in
the intensity of loyalty should not be a sur-
prise, since it describes the apportionment of
emotional and resource investment in these.
In case this discussion is not complex enough
already, time adds yet another dimension. The
priorities we assign to our value elements can
change over time, as we grow professionally,
personally or emotionally. So it follows that the
dedication to each of those value set elements
can also change. The shift is usually subtle, but
it can also be dramatic if we are faced with a
significant emotional event. Given the extent
to which our values affect how we interact,
that means how we view our world is typically
changing, slowly, slightly. By extension, the
fact that both individual and organizational
value sets change over time, it should then
be obvious that there is a high probability of
conflict between our commitment items, and
our loyalty items, as their priorities shift.
Aligning the Loyalty Vectors
On a practical, daily level, conflicts arise
when we do not understand the fact that
different activities call upon different
Conference on Ethics in Canadian Defence 1997

A L I G N I N G L OYA LT I E S
Universal Principles of Justice and Equality
National Culture
Regional Culture
Organizational Culture
Organizational Authority
Immediate Authority
Peer
Self (Lower-order Maslow needs)
The CHAP has a page on "Maslow"
samplings of our competing loyalties. The
problem for the leader at the centre of the
situations described is that there exist few
frameworks to provide insight and assist them
to make the best ethical decision. For the
leadership, lack of understanding can lead to
undue hardship on the individuals involved
and the organization. What we therefore should
seek is to maximize the alignment of indi-
viduals’ various loyalties. Just as martial arts
techniques emphasize skeletal alignment
for maximum impact force, alignment of
personnel’s loyalties will greatly improve
the effectiveness of any operational group.
Detailed Description of
the Loyalty Framework
Given the premise that awareness and
understanding are a key step to facilitating
organizational renewal and improved effec-
tiveness, the model defines the kinds of
loyalties, called stratums.
172
Canadian Human Rights Act
Charter Issues (s. 6.2(b), 15, 24, 28)
Fathers-4-Justice,
"Hi & Lois Dissected"
Woods'
"Interrogatories"
CHAP
"Distorted Content"
"Consent Order"
(Elwell)
FACS' Diagnostic
Objectives
"DCO Mat'l" - Maj. Barr
The Descriptive Loyalty Framework stratums
are summarized on page 173.
Basic Application of Principles
The Descriptive Framework for Loyalty
(figure 3) reveals the multiple dimensions
of loyalty typical to a work environment.
Pictorially, the model represents the ideal,
where all loyalty vectors are aligned.
The application of the model always starts with
the self. The premise is that the low-order Maslow
needs of personnel must be addressed first, so
that they can then focus on issues of loyalty.
Its application is actually far simpler than the
convoluted logic that created it. In fact, it is
very similar to many process improvement
approaches and conflict resolution techniques:
1. Define the present.
2. Identify areas of agreement and seek to
understand the areas of disagreement.
Ethics in Practice
 Woods' "Interrogatories"

FACS' job is to review the foresnic record with some degree of care and address the client's needs
in reporting for the Crown (vice the 'ex). As events unfolded, the diagnostic objective was to "treat"
something and this had the end effect of leaving the appellant "disqualified" to justify the battery.

# L OYA LT Y S T R AT U M
1 Self
The period on FACS' meds
was only going to take the
appellant further away from
the Maslow hierarchy by
negating short-term and
long-term employability
concerns.
The custody and access
issues, for the professional
pilot and patriarchal role are
paramount but were opposed
by the "Consent Order"
demands (post "Elwell").
2 Peer
The "Social Crusade" Issue
& (Mrs. Doubtfire for FACS)
3 Immediate Authority
CAME Delegations
4 Organizational Authority
TC's "Refusal to Renew"
5 Organizational Culture
DND Defense Ethics
Issues and Expectations
6 Regional Culture
Alberta Mental Health vs
Transport Canada (via "Bland")
7 National Culture
Fathers-4-Justice
8 Universal Principles of
Justice and Equality
OV E RV I E W
This stratum is the starting point for application of the model,
and is sine qua non (without which not). Loyalty to one’s self
is the foundation and frame of reference for all other loyalties.
Before an individual can have a predisposition to issues of
loyalty their basic human needs of food/shelter/security must
be addressed (Maslow). Only after the basic needs are met,
will the individual be prepared to address their higher-order
needs and loyalty needs. Note that the model does address
that at that later point they may choose to marginalize those
basic needs in support of a higher loyalty.
Here they will seek out and be loyal to those endeavors that
align with their morals and values.
This independent stratum of loyalty focuses on those loyalties
based on an emotional bond, or on principle. Examples include
family members and friends.
This independent stratum of loyalty is with the person’s immediate
supervisor, and what they represent in the workplace context.
This independent stratum of loyalty is with the senior authority
figure of the person’s organization, and what they represent.
This independent stratum of loyalty is with the culture, traditions
and beliefs of the organization, and what it represents. The
loyalty aspects of this stratum go beyond any authority figure.
This independent stratum of loyalty is with the culture,
traditions and beliefs of the broader societal group with
whom the individual interacts, and what they represent.
This independent stratum of loyalty is with the culture, traditions
and belief attributed to the nation, and what it represents.
This independent stratum of loyalty is with the more abstract
universal principles of justice and equality for human beings
and their environment. (Kohlberg stage 6)

This is covered under the Charter; the right to be presumed innocent until proven guilty in a
fair and public hearing (which would try the case on the weight of all materials available to
the Courts etc.)

For German vs DND, this includes pardoned offenses, under-reported issues and
diagnostic observations that were political, not physiological, in nature.

"Unfit for Service" and "Restraining Order" issues; errata at TC Disclosure "Tab #9)

173 Conference on Ethics in Canadian Defence 1997

 3. Envision and document the desired future;
using the areas of agreement, build consensus
of what represents the “best case” scenario.
4. Create a plan to systematically minimize the
significant gaps between the differing positions.
More specifically in the context of understanding
and resolving situations where loyalties are
questioned, the process corresponding to the
previous must:
1. Identify and understand what are the
parties’ loyalties, as per the model; then,
define the extent or intensity for each
one of those loyalties.
2. Compare the matrix of loyalties (and related
intensities) against that of all other parties
involved. Identify areas where the loyalties
align (by subject), then review the intensity
of the loyalties felt for each. Now identify
commitments and loyalties that do not align,
and conduct the same analysis.
3. Realizing that perfect alignment of all
loyalties felt by all parties is difficult, if
not impossible, an important question is
“Does having alignment on this particular
loyalty issue really matter?”. When docu-
menting the vision or end state, the goal
is optimization and the improvement of
esprit de corps, not creating photocopies
of individuals.
4. Create/apply a plan to bring the parties or
stakeholders towards that vision. By maxi-
mizing the alignment of the individuals’
loyalties, organizational effectiveness
will also increase.
Application Notes for the Model
First, it is significant to note that there is
no stratum for “loyalty downward”, which is
a critical aspect of the effective organization.
174
The reasoning is that “loyalty downward”,
I contend, is the superior’s demonstration
of loyalty to the other stratums shown (for
example organizational culture, universal
justice), and is not a different kind of loyalty.
Second, beyond the “self” stratum, it would
be normal to see only a sampling of the other
stratums for a given person or context. With
the exception of the “self” loyalty stratum, no
stratum is a prerequisite for any other.
Third, the model does allow that once an
individual has satisfied their lower-order Maslow
needs, they may later choose to marginalize those
basic needs in support of a higher loyalty item.
Conclusion
It is recognized that peak individual and
organizational performance will only occur
when conflicting loyalties are minimized. The
Descriptive Framework for Loyalty is a unique
tool; it acknowledges the multi-dimensional
nature of loyalty, and provides the situational
insight required to nurture esprit de corps,
and resolve conflicts.
The case became a tug-of-war between Flight Surgeons
and shrinks vs the interests of the pilot.
Plus, the interests of the "accused" vs the interests of the
Crown (which should be synonymous according to "the
principles of fundamental justice").
Due to the adversarial nature of the gender battle, and
the "corrections" system, there was no trust whatsoever
between the physician and the patient... to the point
where diagnostic "observations" were taken directly from
the 'ex.
"Under-reported dependencies", full
paragraph :disclaimers" and "willingness to reinstate his
professional sanctioned care plan" and "follow-up
consultations" are simply political and self-serving
"observations" leading nowhere.
Ethics in Practice
 MEDICAL ETHICS PANEL THEME: “THE MISSION AND MEDICAL ETHICS : IS THERE A CONFLICT

4. Colonel Michael Capstick

Director of Land Personnel

“The Medical Aspects-Doctors, Soldiers and Commanders”

Doctors, Soldiers and

Commanders
Ethics and Operations
ü CF Medical Personnel - Medical Professionals
and Military Professionals.
The Medical Aspects -
ü There will always be friction between the two
Doctors, Soldiers and Commanders
roles.

ü People (including their health and fitness) is the

Colonel MD Capstick most important aspect of operational readiness
and effectiveness.

CANADA’S ARMY/ L ’ARMÉE CANADIENNE CANADA’S ARMY/ L ’ARMÉE CANADIENNE

Doctors…..
Commanders...

ü Need t o f o l l o w t h e c o d e o f c o n d u c t o f both
professions - which first? ü Must protect the confidentiality of medical
advice/information.
ü Treat their patients as their skills permit.

üUnderstand how the “personal” impacts on the ü Insist on open communications with MO.

“whole”. ü Know the state of health of the soldiers and how

problems impact on OPRED.
üAdvise COs on the impact of medical issues on
the unit. ü Ensure that a medical situation does not place
other soldiers at risk.
ü Protect the patient, the unit and fellow
soldiers

CANADA’S ARMY/ L ’ARMÉE CANADIENNE CANADA’S ARMY/ L ’ARMÉE CANADIENNE

"DCO Material' 15 Dec '01

"VERY SERIOUS WARNING" The "medical" situation is handled by very specific criteria for
"Notification of First Lawsuit" aviators, including eye exams, blood pressure and the other blocks
in the CAME medical.
QB 0503 19251 ("battery")
Relationship issues, pardoned offenses, and academic issues from
CAT Summons (es) for a different life situation (taken out of context) aren't addressing any
Bland & CIC Chain of Command "risk" issues that would impact on the safety of the passengers.

24 ETHICS IN OPERATIONS
 MEDICAL ETHICS PANEL THEME: “THE MISSION AND MEDICAL ETHICS : IS THERE A CONFLICT

Maybe so... but if it ain't broken,

don't fix it.

And "wellness" is the responsibility of

the patient, so the pilot needs to
maintain a sense of self-direction
and this was steamrolled under by
Dr. Elwell and FACS.

Commanders (Cont’d)... Soldiers….

ü Insist that soldiers follow medical direction and

treatment - for their own well-being.
ü Need to maintain level of fitness.

ü Provide support for ill/injured soldiers and

ü Report illness/injuries.

their families. ü F o l l o w m e d i c a l orders/advice t o g e t w e l l .

ü Challenge pers policies that seem arbritrary or ü Ensure that illness/injury does not place fellow

unfair. soldiers at risk by keeping chain of command

informed.
ü R e m e m b e r - T h e C O , not the MO , i s r e s p o n s i b l e
for health and fitness.

CANADA’S ARMY/ L ’ARMÉE CANADIENNE CANADA’S ARMY/ L ’ARMÉE CANADIENNE

The implications of this is that

forensic "information" was
presented to the FACS shrinks
("Kolnik" and onwards) and past
over by Drs. Singh, Woods &
Bland... FACS chose to glance
over the issues in favor of useless The "unfit for service" myth
"tests" leading nowhere. came down the pipe the second
Conclusion
time via the CAT
ü Co-operation is essential.
Determination... bad data the
ü COs need information to exercise their
responsibilities and perform their duty.
CHAP "VIS" had already
üMOs need to know that the CO is willing to do
addressed for record.
what needs to be done.

üMos/CFMS - Quality and Continuity of Care Note the plaintiff was returned
ü Each soldier must report and follow med dir to Flight Ops after a layoff that
ballooned from two weeks to
eight months, and was
CANADA’S ARMY/ L ’ARMÉE CANADIENNE dual-qualified in the Transport
Canada venue.

25 ETHICS IN OPERATIONS
ETHICS AND OPERATIONS PROJECT RESULTS

The Trilemma
Environmental
Environmental
LAW Factors
Factors. ETHICS
Doing the
"Respecting the rule of law" Doing the "Respecting ethical imperatives"
To regulate social affairs. Right
Right Rules, consequences, care,
values Thing!
Embodied in laws and regulations Thing I Embodied in organizational values

OBEDIENCE TO ORDERS CUTOFF FOR HEROISM

PUNISHMENT MECHANISM ZONE OF MORAL
REQUIREMENT
"MANIFESTLY ILLEGAL" DEFENCE CUTOFF FOR TRIVIALITY

PSYCHOLOGY
"Respecting psychological influences"
"Individual differences, beliefs, pre-dispositions"
Moral development

Encourages Compliance (Rewards/Punishment) Encourages

Social Identification

Internal Principles

OUTCOME OF THE STRESS AND CHOICES ON THE PERSON

Criminal Morally Stress Cynic Morally

Corrupt Casualty Functional

OUTCOME ON TASK OR ORGANIZATION

Positive or negative effects

31 ETHICS IN OPERATIONS
 "Steer Me into Pills"
"Snot-Gram to Dr. Woods"
"Wrong Answer Dr. Woods"
"Dr. Woods Enabler" faxes etc.
ETHICS AND OPERATIONS PROJECT RESULTS

"Singh" (AHE 22 Mar '02) was "Respecting the rule of law" means
intended to get the issues down reporting to FACS A/R but does not
pre-trial, speak to "motive" and
The Trilemma mean accepting the diagnostic
address the LVC Concerns. "recommendations" and
"conclusions" as binding.
Environmental
Environmental
LAW Factors
Factors. ETHICS
Doing the
"Respecting the rule of law" Doing the "Respecting ethical imperatives"
To regulate social affairs. Right
Right Rules, consequences, care,
values Thing!
Embodied in laws and regulations Thing I Embodied in organizational values

OBEDIENCE TO ORDERS CUTOFF FOR HEROISM

PUNISHMENT MECHANISM ZONE OF MORAL
REQUIREMENT
"MANIFESTLY ILLEGAL" DEFENCE CUTOFF FOR TRIVIALITY
CHAP "Distorted Content" FACS' shrinks have no delegations or training in
"Insight on What's Happening" aeronautics and so, passed over the CHAP issues to
Maslow's Esteem Needs press "community services"... largely a
FS Preventative Philosophy "fill-in-the-blanks" exercise in "health care by numbers".
"Hi & Lois Dissected"
PSYCHOLOGY
"Respecting psychological influences"
"Individual differences, beliefs, pre-dispositions"
Moral development

Encourages Compliance (Rewards/Punishment) Encourages

Social Identification
The "Consent Order" led to social
Internal Principles
identification as assigned by the shrinks,
based on codependency and an
indeterminate period of "follow-up and
consultation".
OUTCOME OF THE STRESS AND CHOICES ON THE PERSON

Criminal Morally Stress Cynic Morally

Corrupt Casualty Functional

The end effect of FACS' "Care

Plan" (via "Bland") was to get
OUTCOME ON TASK OR ORGANIZATION "treated" for a non pre-existent)
condition then "grounded" for an
Positive or negative effects accumulation of political factors.

31 ETHICS IN OPERATIONS