When Ethics Collide: Business, Government, and Global Power

Mission Mindset — NASA Proposal & The Opportunity

Welcome to Workshop One: Mission Mindset — The Proposal & The Opportunity. In this opening session, students are introduced to the bigger purpose behind the NASA-inspired robotics competition and what it truly means to think like a mission team. This workshop explores where NASA is today with Mars exploration, why robotic systems matter, and how future breakthroughs often begin with students who can recognize opportunity and solve real problems. Listeners will learn how strong proposals are built, how winning teams align around a clear objective, and how innovation requires both bold imagination and disciplined execution. This episode sets the foundation for the seven-week journey ahead as teams prepare to design, build, test, and present a prototype rover capable of supporting scientific objectives on Mars.

When Ethics Collide: Business, Government, and Global Power

In today’s interconnected world, business doesn’t operate in a vacuum—it operates across borders, cultures, and political systems. And with that comes a fundamental challenge: what happens when different societies define “right” and “wrong” in completely different ways? In this conversation, Dr. Claude Kershner explores the deeper tensions behind global business ethics—where culture, government power, economic systems, and human values intersect. From capitalism vs. socialism, to individual freedom vs. central control, to real-world examples from the United States and China, this discussion breaks down why ethics becomes both simpler—and far more complicated—at a global scale. We examine: -How political systems shape business decisions -Why companies face pressure from both markets and governments -The difference between economic power and political authority -What happens when innovation meets regulation -And why global business is ultimately a balancing act between competing values This is not just about business—it’s about how systems shape human behavior, opportunity, and outcomes.

Tragedy of the Commons in Organizational Culture

This talk explores how the classic concept of the tragedy of the commons applies directly to organizational culture and ethical behavior in business. Traditionally, the tragedy of the commons describes a situation where individuals, acting in their own self-interest, gradually deplete or damage a shared resource—even when it is in everyone’s long-term interest to preserve it. In organizations, culture is that shared resource. When individuals prioritize personal gain, short-term results, or convenience over collective standards, they slowly erode trust, accountability, and ethical norms. No single decision destroys the culture, but over time, small compromises accumulate and become normalized. This creates environments where unethical behavior is not necessarily intentional, but becomes embedded through group norms, incentives, and leadership signals. The talk emphasizes that organizational culture is both powerful and difficult to control. It is not dictated solely by policies or statements, but by behaviors, expectations, and reinforcement systems that develop over time. Left unmanaged, culture drifts toward self-interest and fragmentation—mirroring the tragedy of the commons. Therefore, leaders carry a critical responsibility: to actively define, reinforce, and protect the culture. This requires aligning incentives, modeling behavior, holding individuals accountable, and creating systems where ethical standards are shared and sustained collectively. Ultimately, solving for the tragedy of the commons in culture is not optional—it is a central leadership mandate. Organizations that get this right build trust, resilience, and long-term performance, while those that do not risk ethical breakdown, reputational damage, and internal dysfunction. Key Concepts (Quick Breakdown for Framing) Tragedy of the Commons (Definition): A situation where individuals acting in self-interest degrade a shared resource over time. In Organizational Culture: Culture = the “shared resource” Small unethical decisions = incremental damage Group norms = reinforcement of behavior Leadership signals = permission structure Core Problem: Everyone benefits from a strong culture… but individuals are tempted to take shortcuts. Leadership Challenge: Culture is hard to control Culture is constantly evolving Culture must be actively owned and reinforced Why This Matters Culture determines how decisions actually get made Most ethical failures are not dramatic—they are gradual If leaders don’t shape culture, it shapes itself Long-term success depends on collective discipline, not individual shortcuts

Guerrilla Marketing & Leveraging Resources: How Small Businesses Win Without a Budget

What they actually need is a different way of thinking. In this session, we break down guerrilla marketing and resource leveraging—two of the most powerful strategies entrepreneurs can use when money is limited. Instead of relying on expensive advertising, this approach focuses on creativity, relationships, and using what you already have to generate real traction. We walk through practical, real-world examples including: • The Enterprise Rent-A-Car “donut strategy” • Sidewalk chalk marketing that drives foot traffic • Leveraging partnerships instead of paying for resources • Turning everyday interactions into growth opportunities This is not theory. These are strategies used by entrepreneurs who had to figure it out without large budgets or teams. If you are building a business, leading a team, or trying to create momentum with limited resources, this mindset is essential. The question is not “How much can you spend?” The question is “How creatively can you think?”

Business Ethics and Sustainability: Is Business the Problem or the Solution?

In this classroom discussion, Dr. Claude Kershner explores a central question in modern business ethics: what role should businesses play in addressing environmental sustainability? Scholars, policymakers, and business leaders often approach this issue from different perspectives. Some argue that corporations bear a direct responsibility to reduce environmental impact and integrate sustainability into their operations and decision-making. Others suggest that businesses contribute most effectively by continuing to innovate, produce efficiently, and generate the economic resources that enable technological progress and environmental solutions. This conversation examines these differing viewpoints and considers the broader institutional landscape in which sustainability challenges are addressed—including firms, markets, governments, and specialized organizations focused on environmental problem-solving. Topics discussed include: -The concept of sustainability in business ethics -The role of markets, innovation, and economic growth -Corporate responsibility and stakeholder expectations -Resource use, energy systems, and environmental pressures -Competing perspectives on the role of business in society The goal of the discussion is not to settle the debate, but to help students better understand the ethical and economic arguments that shape how businesses engage with sustainability challenges.