Daniel Satinsky: Well, no, but it’s that insight, knowledge that you got that I want to try to preserve through this process of doing the interview with you, and it’s part of the goal of this.
Patricia Dowden: Yeah, I guess it’s one of those things that I’m not sure you can explain it. Russia is not…it’s not easy to explain Russia, that’s for sure. But I, but, you know, what I…what I do understand now is that I think that we…not understanding Russia has been a terrible—has caused a terrible crisis. I don’t think we needed to be where we are now with this war. I do not forgive Putin for what he’s done. I mean, I was explaining to a Russian friend of mine about a week ago about this, and she’s going through all the reasons why, bad stuff that we had done, you know, moving forward with NATO and so on and so forth.
And I said look, I agree with you about all that, I said, but let me just give you an analog here. Let’s say that two neighbors have a problem with each other, and one of them is really nasty and does all kinds of bad stuff that get on the nerves of the other person, and it goes on for a while, and finally the good neighbor murders the bad neighbor. That is…there’s no excuse for that. No matter what other bad stuff may have preceded it, there is no excuse for that. And so, I think I feel that way about this war. But I wish that we had done a number of things differently. I mean, we treated them…we treated Putin like an outsider from the beginning, and he finally, I think, just said okay, then I’ll be an outsider. And I don’t think it needed to happen.
Daniel Satinsky: Yeah. Well, okay. I don’t know if there are things that you wanted to discuss that we didn’t get to in this interview. Are there? Because I think we kind of have wrapped our arms around this and gotten your experience. Is there more that you wanted to say or that I didn’t ask you about?
Patricia Dowden: Yeah, you know, I could go on for days about my experiences in Russia. I had fascinating experiences there. But we’ve covered the top line of the big pieces of my… Well, I guess not, no, I guess there is one more piece, actually, a pretty big piece, as a matter of fact. After the experience with Sharon…let me see if I can remember how this… One of my Gaidar group friends introduced me to the university in St. Petersburg, which is a very big one. It’s not the St. Petersburg State University, it’s the one that’s—I don’t know if you know St. Petersburg very well, but it’s called UNECON. It was—
Daniel Satinsky: Yeah, I actually met the vice rector there at one point, so I know what you’re talking about.
Patricia Dowden: Maksimtsev?
Daniel Satinsky: Yeah. I think you might have introduced me, I’m not even sure, back when we first started this. But that’s okay, go ahead with this.
Patricia Dowden: Well, his name is Maksimtsev now. He replaced somebody when I first started working with them who had been very corrupt. But anyway, so it’s now called UNECON. And so, my friend Slava, who was one of the Gaidar group, took me up there to that university, and I was supposed to help with them designing some new curriculum or something or other. And so, I met with the rector and so on and so forth, and they were very eager to have a connection, an American connection. They had a program for American students and so on and so forth, and they wanted help with introductions in the United States.
And I found out while I was there that they had a terrible reputation for corruption. And so, I just, I couldn’t let that one go. And I had a colleague at Wharton who I’d done some work with when the lawyers had come, and so I got him… What I did was I wrote a letter to Maksimtsev and I said, you know, we really appreciate meeting with you and working with your university, would be happy to continue it, but I said there’s a major issue here, you know, this corruption, and I understand this corruption issue—and I’ve forgotten how I put it—but I said I just, I think we would like to work on this with you and like to have UNECON change its brand to standing for ethics, for business ethics.
And so, they agreed to that, and we started a series of seminars which we did every year with my colleague from Wharton and I and this Gaidar guy who was a professor at that university. And we would organize pretty important conferences with people like Jack Matlock, for example, was our keynote at one point. We had some pretty big names who participated in those things to discuss about Russian values and business ethics and stuff.
And that sent me off on another leg which involved developing an online evaluation system of business ethics for companies to use, which I did with a lot of meetings with corporations in Russia and all that. And we got it developed and up, and it was funded by the Eurasia Group. Got it up and running and then, you know, things sort of came apart with the Putin thing. I guess it came apart right—it didn’t come apart until COVID. COVID started to shut things down and then, you know, events since then. So, that’s that, and—
Daniel Satinsky: So, it lasted past 2014 then. You were—
Patricia Dowden: Oh, yeah. No, I did a lot of work on my own past 2014, mostly with this colleague from Wharton. And we would go over…I would go over at least twice year, maybe three times, and he was usually with me one or two times, and we did various seminars in various places. Plus, we did this annual seminar with UNECON. UNECON was FINEC.
Daniel Satinsky: Yeah, right. I know those acronyms. So, who came to these seminars on business ethics?
Patricia Dowden: It was a lot of academics, but a lot of businesspeople. They were responsible, UNECON was sort of responsible for the guest list. And it would be some political people. One of the people that was one of our speakers, and one of the last ones, was the deputy minister of…oh boy, it was a big agency that had to do with standards and stuff like that. He’s a lovely guy. So, we had people from the political realm. But as I say, a number of academics, academics and businesspeople, basically.
Daniel Satinsky: You were advocating for forms of business ethics, and what was the incentive then for Russian businesspeople to adopt that kind of ethical approach?
Patricia Dowden: Well, they wanted to do global business. A lot of these people were working for American companies, and so they were interested in it because their American companies were interested in it, and anybody who wanted to do business with them would, the idea of this online self-evaluation system was for them to demonstrate their proficiency on these subjects to potential partners and suppliers, contractors, whatever, and to use it as an internal auditing tool, too.
And it was quite well received. I mean, they helped develop it. They were part of seminars where we would talk about what issues needed to be confronted with it and things like anonymity of whoever was filling out the form and stuff like that. And there were some very interesting cultural issues that came up there. But we spent a lot of money getting this thing online, and it was of interest to international groups and everything, and then poof, it disappeared.
Daniel Satinsky: What was maybe either the most important concept you were trying to get across or maybe the most difficult concept in terms of that business culture that you were trying to bring?
Patricia Dowden: Well, actually, in the process I ended up getting very interested in the subject of trust, and I realized through my experiences in Russia—maybe this is…I’m glad you brought that question up because actually that may be my most important takeaway, is the importance of trust. Russians are not trusting people, as I’m sure you know, and as one person said to me it’s poison in our veins. And so, developing, you know, getting them to understand the importance of trust.
And my Wharton colleague and I were published, actually, on the Russian International Affairs Council website, which is the think tank of the Ministry of Foreign Relations. We published an article on stakeholder trust. And we published articles in the United States, too. And that is…I mean, I think that’s the key to good business. It’s a key to everything, you know, personal relations, political, international relations, everything. If you don’t have trust, you’ve just got no foundation.
And so ultimately, we sort of morphed from business ethics techniques and stuff. I mean, there were lots of articles being written about business ethics rules and things back in those days, and various ways to measure it. There was an ISO something or other that had pages and pages of questions you had to answer for that. And ours was intended to be sort of an abbreviated version of that. But it ultimately came down to how do you establish trust. And one of the ways you do it is to know how…to know what the standards of behavior are so that you can trust the way people operate. You have a common language for what’s appropriate conduct in managing your people and managing your relationships with your customers and so on. But at the bottom line it was about trust.
Daniel Satinsky: And part of it was developing techniques for building trust?
Patricia Dowden: Yeah. Well, but it, you know, build—I mean, like obviously the rule of law is a big piece of trust, that you know, you have sort of…that’s the importance in democracy. It’s not really as important as institutions, that you need to be—you have a way of knowing what the rules are and expecting that everybody will have to abide by those rules. Of course, we are now throwing that all into a [unintelligible] in our—
Daniel Satinsky: Yeah, so my experience with Russians was trust was family members and school classmates. Those were the networks of trust.
Patricia Dowden: Yes.
Daniel Satinsky: And strangers were not trusted.
Patricia Dowden: That’s right. That’s my experience, too.
Daniel Satinsky: And so, the idea that you would put an RFP out and select a company that you didn’t know because they won a competition, you know, was kind of a very strange notion in the Russian context.
Patricia Dowden: Well, and the idea of this ethics, business ethics self-evaluation was to develop some common language for what the behavior was of the company, what the culture was in the company. And then, you know, and if you…and you could audit the results of this questionnaire and give some assurance to—you know, it’s like auditors here—I mean, it gives some assurance to your counterparts or your customers or your contractors or whoever that they can expect certain rules of behavior from you.
Daniel Satinsky: Right. So, this was just getting started when relations were breaking down, so do you know if it’s still being used in any sense at all now?
Patricia Dowden: I don’t know because basically the website was, you know, all of a sudden, the dot RU websites disappeared, and so I don’t know. I mean, anybody who had—there were different, there were companies who were using it, and whether they’re still using it, what happened to all that I just don’t know. We gave a lot of seminars about it and introduced people to it and so on. We had a pretty good group of colleagues who were supportive of it and so on and so forth. But first of all, a lot of those people ended up getting transferred out of Russia by their companies. And, you know, so who knows? I’ve kept up with some of them, but I don’t know. But I believe, I believe that in fact there’s pieces of this stuff there. And whether, what, you know, whether it will morph into something else, how it…I don’t know. I don’t know where it will end up. But I do believe that there were seeds planted, and they will grow.
Daniel Satinsky: Yeah. Well, maybe that’s a good place for us to sort of wrap this up because I think yeah, the future is unknown. But the point is it doesn’t come from nothing, and it comes from seeds, and from past practices that manifest themselves in ways that we can’t predict.