A MATTER OF BALANCE

Year Published: 1960s

Creator: henry-strauss-productions-international-business-machines

Description: This fascinating IBM corporate guidance film, "A Matter of Balance", was made by Henry Strauss Productions and likely dates to the mid-1960s. It was intended to be shown to IBM salesmen and customer relations personnel who were in direct contact with customers, and who might face ethical dilemmas as a result. The film shows three scenarios where customers attempt to put IBM employees in an awkward position, where they might either disappoint the customer or cross an ethical boundary. The film works to educate viewers about IBM's values, underscoring their importance in a competitive, corporate environment where ethical considerations can sometimes be overlooked in the race for success. Here, ethical business practices, decision making, leadership, interaction with customers, and IBM's corporate culture of honesty, service, and ethical conduct is reiterated. The scenarios are compared to a child walking on top of a rail fence, who must keep his balance or fall. They serve as teachable moments or cautionary tales about how not to do business at IBM. The film was photographed by Julian Townsend and directed by Robert Wilmot. 00:00 Intro 0:16 Customer and IBM employee have a confrontation in a data center -- a problem caused because of success in solving other issues in the past. 0:59, a customer tries to show an IBM sales employee a competitor's proposal and asks the employee to evaluate them. He's boxed in because of reputation. 1:30 - Ethical dilemma about giving an honest opinion on a competitor's proposal. 1:53 - Explanation of the competitor's attractive terms for investment. 2:07 - Discussion between salesman and customer about what IBM can offer compared to competitors. Salesman is in a trap because of leadership. 2:30 - Reflection on the ethical implications of giving an opinion on the competitor's proposal. 3:08 - Recognition of the pressure from competition. 3:45 - Kid balancing on rail fence images, playing a board game. Temptation to cheat in competitive scenarios leads to disappointment. 5:24 - Peer pressure in childhood decisions. Drawing the short stick on a dare to steal a piece of fruit. 6:01 - Reflection on how childhood decisions are often pretend compared to real-life adult choices. 6:32 - Rail fence visual transition to a moving highway, and a fast moving Cadillac that is on the verge of being out of control. The reality of adult decision-making and its implications. 7:18 - In a factory, a repairman makes a successful resolution of an equipment issue. 7:34 - Repairman brags about working for various big companies and the information gathered from such work. He tells all sorts of rumors to the manager of the company. The manager tells him to buzz off. 8:36 - Fast talking contractor mansplains to a female client, revealing a misunderstanding about the room's purpose. 10:02 - Sales pitch from a big fuel oil service representative. 11:40 - A major misstep: revelation that the competitive oil company owner being discussed is the executive's uncle. 12:14 - Critique on how competition leads to various aggressive business tactics. 13:05 - Importance of controlling strength in leadership. 13:23 - Scenario where an IBM salesman asks a man in the stock department to manipulate inventory. 14:01 - Discussion on fair inventory management and offering alternatives. 14:49 - Complexity of equipment issues, avoiding simple answers. 15:56 - Revisiting the personal favor request, discussing ethical boundaries. 16:32 - Offering an alternative solution to evaluating a competitor's proposal. 17:33 - Understanding the job's requirements before evaluating equipment proposals. 17:56 Temptation to engage in underhanded tactics. 18:13 - Counterargument emphasizing IBM's ethical practices. 19:45 - Emphasis on solving problems honestly and fairly as a challenge in leadership. 20:02 - Comparison between childhood imagination and real-life decision-making challenges. 20:23 - Conclusion: strength tied to talent rather than company size.

Complete Record: This fascinating IBM corporate guidance film, "A Matter of Balance", was made by Henry Strauss Productions and likely dates to the mid-1960s. It was intended to be shown to IBM salesmen and customer relations personnel who were in direct contact with customers, and who might face ethical dilemmas as a result. The film shows three scenarios where customers attempt to put IBM employees in an awkward position, where they might either disappoint the customer or cross an ethical boundary. The film works to educate viewers about IBM's values, underscoring their importance in a competitive, corporate environment where ethical considerations can sometimes be overlooked in the race for success. Here, ethical business practices, decision making, leadership, interaction with customers, and IBM's corporate culture of honesty, service, and ethical conduct is reiterated. The scenarios are compared to a child walking on top of a rail fence, who must keep his balance or fall. They serve as teachable moments or cautionary tales about how not to do business at IBM. The film was photographed by Julian Townsend and directed by Robert Wilmot. 00:00 Intro 0:16 Customer and IBM employee have a confrontation in a data center -- a problem caused because of success in solving other issues in the past. 0:59, a customer tries to show an IBM sales employee a competitor's proposal and asks the employee to evaluate them. He's boxed in because of reputation. 1:30 - Ethical dilemma about giving an honest opinion on a competitor's proposal. 1:53 - Explanation of the competitor's attractive terms for investment. 2:07 - Discussion between salesman and customer about what IBM can offer compared to competitors. Salesman is in a trap because of leadership. 2:30 - Reflection on the ethical implications of giving an opinion on the competitor's proposal. 3:08 - Recognition of the pressure from competition. 3:45 - Kid balancing on rail fence images, playing a board game. Temptation to cheat in competitive scenarios leads to disappointment. 5:24 - Peer pressure in childhood decisions. Drawing the short stick on a dare to steal a piece of fruit. 6:01 - Reflection on how childhood decisions are often pretend compared to real-life adult choices. 6:32 - Rail fence visual transition to a moving highway, and a fast moving Cadillac that is on the verge of being out of control. The reality of adult decision-making and its implications. 7:18 - In a factory, a repairman makes a successful resolution of an equipment issue. 7:34 - Repairman brags about working for various big companies and the information gathered from such work. He tells all sorts of rumors to the manager of the company. The manager tells him to buzz off. 8:36 - Fast talking contractor mansplains to a female client, revealing a misunderstanding about the room's purpose. 10:02 - Sales pitch from a big fuel oil service representative. 11:40 - A major misstep: revelation that the competitive oil company owner being discussed is the executive's uncle. 12:14 - Critique on how competition leads to various aggressive business tactics. 13:05 - Importance of controlling strength in leadership. 13:23 - Scenario where an IBM salesman asks a man in the stock department to manipulate inventory. 14:01 - Discussion on fair inventory management and offering alternatives. 14:49 - Complexity of equipment issues, avoiding simple answers. 15:56 - Revisiting the personal favor request, discussing ethical boundaries. 16:32 - Offering an alternative solution to evaluating a competitor's proposal. 17:33 - Understanding the job's requirements before evaluating equipment proposals. 17:56 Temptation to engage in underhanded tactics. 18:13 - Counterargument emphasizing IBM's ethical practices. 19:45 - Emphasis on solving problems honestly and fairly as a challenge in leadership. 20:02 - Comparison between childhood imagination and real-life decision-making challenges. 20:23 - Conclusion: strength tied to talent rather than company size.

Transcription

[Music] find out what's wrong yet well I want to check these adjustments more again never could tell I took everything else out well you must know the answer you've run into this kind of problem a thousand times before the with his Customer because of [Music] success hey that looks good Ralph been a lot of help you know that well I think they seem like special order section yeah sure look um maybe right now you could do me a personal favor huh sure well uh a competitive computer company submitted a proposal to my boss he set it down to me for an opinion oh I've gone over it he wants an answer quickly I wondered if you could give me your feelings well got some engineering drawings in it and some stuff they haven't even announced yet you should be interested they made them up for us I can't really evaluate them you IBM fell should know everything that's going on I'm sure you'll give me an honest opinion this man is boxed in because of [Music] reputation well Roberts you can see it's a matter of simple economics big investment they'll Back Up Performance their service is good parts replacement I know they're even working out a special conversion plan for us so we won't have to pay any rent until it's been installed and working for 6 months but if you want to come up with something we're always willing to listen I see you work for a pretty big outfit Roberts what can IBM offer can't you give us extra systems Engineers to do our programming and installing I mean what can IBM offer this man is in a trap because of leadership [Music] if I give an honest opinion I'm unethical if I refuse I'm unfriendly competition shot the works on a giveaway program I've got an idea of what the trouble is the competitive attachment this competitive proposal must be loaded with hot information sometimes I have the feeling it's heads I lose Tails I lose sure you recognize them because these men are you hey come on [Music] [Applause] [Music] when does it begin this Balancing Act from birth for every human being there is an immediate sense of choice to cry or not to cry to get attention or not to roll this way or the the other there was always the pressure the tension the dizziness of choice at First Choice is a pure and simple thing but as you grow so do the complications the uncertainties the pressures the competition neck and neck first one to get a six wins [Music] you go ahead and [Music] spin Temptation one move of your finger and you can win and no one will know the difference except you [Music] well how did you make out rten just a one you got to do it you got to take it there guys will think you chicken of your back out now you don't know you got to take a dare you got to do it want to be one of the gang don't you you go ahead and we'll meet you around the corner when you're a kid most of the tight rope walking is pretense the Rocks a th000 ft Below on one side the Thundering Rapids on the other The Dizzy height the dangers all imagine [Music] when you grow up it isn't make believe anymore it's real very real as you balance between the excitements of daily life and the dangers you move forward with a sense of strength life is a series of choices one long Balancing Act whatever strength you have knowledge experience product it magnifies your smallest move it's alive with temptation with some people a little strength can be a dangerous thing well there you are PAL it's okay now shouldn't have any more trouble with it from now on thank you well you're back in business okay fine now I got to get over to National milling and do the same for them oh got you working for a competition huh pretty busy you said it every big outfit in town National TRV standard Federated you name any one of the top companies and if they got troubled I got work to do they keep me jumping but I sure get to know what's going on how do you mean well take this morning right before I came came here I'm call over to standard and when I get there half the hire UPS from the front office are standing around putting in a new continuous process setup on their model [Applause] 354 and you know those rumors about something going on over at Bridges well I can tell you what's going on all right reorganization Everybody's scared of losing his job scared the whole company might fold up any time can't help picking up all kinds of inside information in my my kind of work have you heard the latest about this place no remind me to see that you [Music] [Laughter] don't well nothing to work worry about here standard measurements we've installed thousands and thousands of kitchen setups like this but look Mr work here's what we'll do now on the top 3/4 in molding and Quin plywood sides and back we know that model 546b 15.9 cubic foot capacity has to go right there but but and at that end we'll put model 4301 six burners automatic thermostat smokeless broiler next Double sinks porcelain Steel 15x 14x 7 1/2 pull out spray and lift out strainers well we certainly do know kitchens don't we you certainly do but my husband the architect meant this room to be the nursery [Music] yes okay fine I'll expect you then on Thursday at 4: bye oh how do you do sir I'm Dave Williams smj Fuel Oil Service oh yes won't you come in how do you do do Salo Mr Williams oh thank you well um I'm sure you've seen our trucks deliver to most of your neighbors in fact our Fleet covers most of the county oh sure but we get our oil from Mike Gilbert I think we're his biggest to come old Mike how is the old man after his operation last summer he's fine still driving that beat up old truck I guess so sure be tough if he got laid up like that in the middle of winter you know what I mean now one of our drivers get sick we just reroute another man the brand new truck 1 2 3 your oil tanks full your furnace up and running and I'll bet we can save you onethird over what you're spending now we don't charge for our repair service you know no I didn't know free of charge throw in a lot of extras filters things like that free cleaning part of sj's standard contract by the way do you have a contract with old Mike Gilbert yes as a matter of fact within the next month he's putting in a new burner for us oh well you can cancel that we'll take care of it you like our product and our service now we're big because we're efficient we're efficient because we're big okay I'll let to talk it over with Gilbert tell him what you said what yes you see poor old mik happens to be my [Music] [Laughter] uncle this man mistakes brute power for strength this one throws up a smoke screen of bigness and expertness and this one hides behind a forest of name dropping and inside information now I got to get over to National milling and do the same for them we've done thousands and thousands of kitchen setups like this well you can cancel that we'll take care of [Music] it because they're pushed into the daily pressures of competition they disparage they unhook they sell Futures they clobber their customers with size they succumb to all the disadvantage an ages of leadership it's right to control strength because it's sensible because it's realistic to think of consequences to weigh your actions against their probable results Frank let me have this I need to right away uh I wish you'd come by 10 minutes ago the only one in stock oh great let's have it uhuh been sold George Service Company sending a man over to pick it up okay when he gets here you're out of stock you made a mistake let them wait I'm working for IBM remember now you're supposed to be on my team Temptation give your friends a break just this once but fairness and the law say you can look Joe I am on your team but the rule is is strictly first come first serve no I I can't let you have this but I just shipped four of these to Henry at Walen manufacturing I'll call them and have them S one over to you right away and you can do something for me what well usage on these has gone up try to give me some idea how many you'll be needing so I can build up a reserve Supply you got any idea what all this downtime is costing us look Readjustment Park replacement Readjustment another Readjustment now I've got a daily production schedule to meet what's happening well Mr Ryan my manager and I have been going over the equipment and we've got a few ideas good you know all this equipment like the back of your hand come on yes or no is it the competitive attachment temptation to go un record as an expert not just on your own equipment but the other guys I'm afraid there's no simple yes or no about it Mr Ryan frankly we think the trouble is in the attachment but we can't be sure and where's that leave me well Don and I have uh double checked most of our equipment we have uh three Alternatives we'd like to suggest now your other company's reputable makes good products so one if we could uh get their representative down here see if we can locate the trouble together two if together we can put on a larger capacity attachment but three reschedule your input flow to balance the load over the total workday rather than compressing all input within the first three morning hours well your first suggestion sounds best to me let me call and see if I can get them over while you're here what do you say Ralph I'm going a spot that's why I'm asking as a personal favor to look this over give me your opinion Temptation open the proposal and tear it to Pieces right before his eyes I mean I'm no expert you are I'm no expert on their product Sam how do I know what they've come up with in the past couple of weeks probably find it in there engineering drawings and all but that's not solving your flow problem and that's where I can really help well at least tell me their equipment doesn't solve it so I can tell my boss I can't do that Sam for one thing it wouldn't be fair well I wouldn't want it to be done to me besides all I have to do is take one look at those engineering drawings and I've compromised IBM's legal and ethical position you know there's a better way to get you out of your spot like what spend a couple of hours and get down to the heart of the real problem which is the job this equipment is supposed to do once we lay that out with the timing required for each step you know equipment you know whether the times and the speeds are realistic so you can make your own evaluation of what they're proposing will it do your job or won't it and for what throughput costs that way you don't have to give your boss my opinion you can give him yours okay all right well R you can see it's a matter of simple economics big investment they'll Back Up Performance the service is good parts replacement I see all you have to do is meet their price or beat their conditions and the sale is yours Temptation play the competitor's game knock the chip off their shoulder out promise them disparage them grind them to shreds with IBM's reputation and size well what do you say I think I can satisfy you on every Point Mr foresight are you sure if you let me set up an appointment for you over at the pure Corporation what for because they use computers much the same way way we propose you would I'd like you to see what we set up for them just last month talk to their operations people see how they're doing in maintenance programming throughput overall costs we're going to get 6 months free rent we've been thinking of initial cost sure you have but as you know IBM is a one price house and we feel that's the fairest and most ethical way to do business and I feel confident that the system we propose will work for you at less cost in the long run and after all you're not buying a computer for any quick discount plan you're buying it for the long range benefits to your [Music] company these are the pressures these are the demands is it the competitive cards is it the competitive attachment maybe right now you could do me a personal favor huh You're supposed to be on my team they progr pramming package makes yours look sick or where does that leave me your sick where does that leave me oh no or are they really calls for help out of their own pressures and problems they turn to you solving their problems that's your job solving them honestly and fairly that's your challenge [Music] you don't really walk a tight rope when you're a kid sure you create it with imaginings it's mostly make [Music] believe you walk on the firm footing of skill and knowledge enabling you to use the strength you command the strength of leadership is not the size of your company but the size of your talent [Music]


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