View
215
Download
0
Category
Preview:
Citation preview
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 1/39
Ethical Issues:
in Virtual Environments Managing Knowledge
Dr. And rea Hornett Penn State
Knowledge Management Group of Philadelphia
– March Meeting 2005,
UNISYS Corp.
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 2/39
Today’s Format & Flow
1. Round-Robin of experiences / ethical
dilemmas with audience participation-Mapping experiences vis a vis the variousethical paradigms
2. Review of trends in ethics & KM
3. Speculations about the future…
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 3/39
Differing Views on Ethics:
Ethics: Standards of moral conduct;
judgments about whether human behavior
is right or wrong.(Source: Hackman & Johnson, 2002, Leadership)
Ethics: live a good life, act justly as well as
decide and judge rationally our actions
and our forms of living and working.(Source: Cane, 1994, Financial Times)
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 4/39
The Dictionary Says
―A discipline
dealing with good and evil
and with moral duty.‖
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 5/39
Can we talk?
Round Robin
of Ethical Issues
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 6/39
Different Ethical Paradigms
. ―Us‖
Moral Development
Kohlberg
Situational Values
Rest’s Model
―Shoulds‖
Normative
Kant; Aristotle; Hobbes
Light of Day
Trends:
Competing Values
Of Multiple
Obligations /
Competing Duties
―Me‖
Values Clarification
(Rokeach)
One’s Own Values
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 7/39
Ideas from my students’
interpretations
Accountability? No connection of actions
to consequences and vice versa.
Lying about it when caught worse than
unethical acts (HBR – Miss Manners).
Many values >ethics, especially getting
ahead and taking care of family
Winners (aka Leaders) deserve more than
others. The Alphas get the toys.
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 8/39
Effective Ethics Program:
1. Establish corporate standards & procedures
(S & P).
1. Appoint at least one high level individual to
oversee compliance.
2. Require all to participate in training or at least
read about the S & P.
3. Implement monitoring & auditing systems.4. Enforce the standards – detect & prevent.
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 9/39
Legal Compliance
The tip of iceberg:
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 10/39
Gestalt Principles – Help to explain
the phenomena – anesthetizedPrinciples that Heighten
Awareness
Perception Principle- data is clearly
and sharply focused vs.
background state
Co-Existence Principle – data that isopposite but counter-balancing
(heart vs. mind).
Realization Principle – data that is
intimately personally perceived vs.
present but unrecognized
(perhaps foggy) data
Present Principle – Data that is dealt
with in the ―here-an-now‖ vs. past
or future data.
Principles that Anesthetize
Perception
Blind-Faith Principle – uncritical
acceptance of another person’s
values
Shifting-Responsibility Principle-Making another person
responsible for your behavior.
People-Pleasing Principle –
Continuous ―buying into‖ another
person’s value system in order to
be identified with that person.
Diversion Principle – The ―warding
off‖ of the main issue to a
peripheral or insignificant issue.
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 11/39
Criteria of Heightened Ethical
Awareness & DiscernmentPrinciples that Heighten
Awareness
Perception Principle- data isclearly and sharply focused vs.background state
Co-Existence Principle – data thatis opposite but counter-balancing (heart vs. mind).
Realization Principle – data that isintimately personally perceived
vs. present but unrecognized(perhaps foggy) data
Present Principle – Data that isdealt with in the ―here-an-now‖vs. past or future data.
Implications for the Management Aspects of Ethical DecisionMaking & KM:
Question Data – check/recheck
Values Clarification
Ask for implications
Identify trends
Note: 1st is Six Sigma; Second isMcKinsey 7 S; final two areSYSTEMS Thinking.
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 12/39
Necessary but not sufficient
Need ethical discernment in DM, not just legal
compliance
Decision making cultures that reduce anesthesia
And….hit a moving target…
Increase in globalization and virtual nature of
decision environments increase both the amountand the nature of ethical dilemmas.
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 13/39
KM lives in Virtual World
Ubiquity of computers and networks raises
new issues and increases complexity ->
Copyright infringement
Corporate assets for personal use: email,
Internet searches
Privacy & use of data on individuals Extend company ethics to vendors…?
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 14/39
A Gap
―There is often a gap between ethics in the
workplace and the sense of what is right
and wrong in the family or with friends.‖
At work vs at Home
[Source: Hodel-Widmer & Luthi, ETHICOMP.]
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 15/39
Why the Gap?
What is Work Like?
5 Factors:
Peer Pressure
Conflict Avoidance
Market Factors
SpeedEnvironments
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 16/39
1. Peer Pressure
Peer pressures at work tend to create
conforming behaviors, less freedom /
liberty than at home. No data on how
working from home may change this (or not).
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 17/39
2. Competition
Paradoxically, competition generatesconflict avoidance.
Competitive pressures both within and
outside work environments tend to createbehaviors that avoid open conflict (littledialogue around values).
Lack of fully collaborative electroniccommunications serves to further limitsuch dialogue.
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 18/39
3. Market Forces
Market pressures at work tend to create
cultures of action (not reflection, a key
ingredient in ethical discernment).
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 19/39
4. Speed
Increase in speed of transactions and
decrease in personal interactions moves
accountability from persons to systems
(making accountability more ambiguous).
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 20/39
5. Environments
Organizational environments create
internal organizational dynamics. These
organizing mechanisms respond to the
relative variability and instability of thecorporation’s environment.
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 21/39
Organizing Mechanisms
derive from environmental factors^|
V
A Networks Virtual OrganizationsR
I
AB
I
L Markets HierarchiesIT
Y
|
o ---- ---- ---- ----- I N S T A B I L I T Y > ----------------------------------
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 22/39
Assumptions:
Virtual forms will proliferate due to increasinglevels of complexity and variability inenvironments.
Therefore, managing across geographic andorganizational boundaries will be critical.
Therefore, knowledge management strategiesare also critical.
The temporary, morphing/modulating nature of virtual organizations poses unique ethicalissues.
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 23/39
Some Current Scandals &
Organizational Type
Network
WorldCom, Qwest,
Global Crossing
Quattrone / First
Boston
Virtual
Enron
Arthur Anderson
Martha Stewart
Market
Krispy Kreme
Health South
Hierarchy
TYCO
Adelphia
Parmalat
Boeing
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 24/39
Unique Ethical Issues in
Virtual & Network Situations
Enron created virtual companies to absorbloses while the parent company (a tradingcompany, not an energy company)
appeared profitable and growing. Telecom companies (WorldCom, Global
Crossing) booked assets to both partnersin swap deals creating virtual tradewinners and no losers in a zero sumgame.
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 25/39
Prospective Ethical Issues in
Virtual Organizations A virtual enterprise is created for a specific market opportunity. After
the goal is completed, some partners create a new virtualorganization with competencies acquired from the joint project. Isthat ethical?
Is it ethical that one firm works at the same time in two virtualorganizations if each of the partners are competitors?
Who is the responsible / accountable party in a virtual partnership if there is no single legal entity?
Virtual firms can allocate projects to lower cost countries withunregulated working conditions - Off-shoring is essential virtual.
Source: Mario Arias Oliva, The ETHICOMP E-Journal vol.1.
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 26/39
To the Contrary
Virtual organizations actually offer
opportunities for a more ethical, more
equitable society and corporate
environment.
And, virtual organizations are more
democratic – always a good thing.
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 27/39
Virtual = Team = Ethical Values
Virtual organizations offer community,
excellence, integrity, respect for the individual
Lead to > character, profile, and a positive
climate and culture for the company. Distance is irrelevant therefore a new kind of
collaboration is possible. Time is compressed
and memory is electronically available.
Source: Thomas B. Hodel-Widmer &Ambros P. Luthi, ETHICOMP Journal
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 28/39
More Benefits
Because everybody can ―speak‖ at the same time in asynchronouscomputer meetings, fewer ideas are forgotten and more ideas are born.The participants do not have to follow the meeting permanently withouthaving the time to form their opinion.
In computer-supported meetings there is no dominance of team members
due to position or other qualities. There is no monopolizing of a discussionby certain team members because of their position, their character or other reasons.
Teams with communication –supporting systems recognize errors, problemsand dead ends in ideas more quickly.
Teams with information supporting system have more information at their disposal than teams without such systems. Therefore, they can makebetter decisions.
Source: Hodel-Widmer & Luthi
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 29/39
Show of Hands
Virtual environments
are more ethical
Virtual environments
foster unethical
behaviors
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 30/39
Different Ethical Theories
―Me‖
Values Clarification
Rokeach
One’s Own Values
Taught to MBAs
―Us‖
Moral Development
Kohlberg OD
Situational Values
Rest’s Model
―Shoulds‖
Normative
Kant; Aristotle; Hobbes
Light of DayLegal Compliance Training
Trends:
Competing Values
Of Multiple
Obligations /
Competing Duties
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 31/39
Map Your Experiences
..
Map Your Experiences
―Me‖ ―Us‖
―Shoulds‖ Trends:
Competing Values
Of Multiple Obligations /
Competing Duties
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 32/39
Scandals &
Organizational Type: What’s Your Type?
Network
WorldCom, Qwest,
Global Crossing
Quattrone / FirstBoston
Virtual
Enron
Arthur Anderson
Martha Stewart
Market
Krispy KremeHealth South
Hierarchy
TYCO
Adelphia
Parmalat
Boeing
---V— A—R—I— A—B—I—L—I—T—Y
I
N
S
T
A
B
I
L
T
Y
^
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 33/39
Thank You!
I appreciate the opportunity to explore a
wiggly worm that is nowhere near the
hook.
Many thanks to UNISYS for the venue.
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 34/39
Notes – Page 1
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 35/39
Notes – Page 2
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 36/39
Notes – Page 3
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 37/39
Notes – Page 4
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 38/39
Notes – Page 5
7/28/2019 2005-03 KMGroup- With Notes
http://slidepdf.com/reader/full/2005-03-kmgroup-with-notes 39/39
Resources:
Randy Cohen: The Good, The Bad & TheDifference {ethicist from NY Times}
Marianne M. Jennings, A Business Tale
{Speaking at AstraZeneca today}.
Ethicomp – a Journal of research on ethicalissues affecting computerized functions andcommunications.
Wheeler & Sillanpaa, The Stakeholder
Corporation, 1997. http://www.aicpa.org/sarbanes/index.asp
newsletter ―Ethically Speaking‖
Recommended