Ethics: 13.1
Key Issues
Spiritual commitment in the workplace Growing ethical confusion Strong ethical leadership Josephson’s ethical principles
Ethics: 13.2
CEO of a Fortune 500 Company
“There is going to be a Day of Judgment. If there isn’t a day up there, it’s when you’re lying on your deathbed. And you’re going to say to yourself: ‘Well, what did I achieve in my life?’ It’s not how much money you’ve made, or how big a house you’ve got, or how many cars. It’s what you did for your fellow man. It’s ‘What did I do to make the world better?’ That’s what it’s going to come down to.”
Geoffrey C. Bible,Geoffrey C. Bible,Chairman and CEO of Philip MorrisChairman and CEO of Philip Morris
Ethics: 13.3
The StationRobert J. Hastings
Tucked away in our subconscious minds is an idyllic vision. We see ourselves on a long trip that spans the continent. We're traveling by passenger train, and out the windows we drink in the passing scene of cars on nearby highways, of children waving at a crossing, of cattle grazing on a distant hillside, of smoke pouring from a power plant, of row upon row of corn and wheat, of flatlands and valleys, of mountains and rolling hills, of biting winter and blazing summer and cavorting spring and docile fall.
Source: http://www.storybin.com/wisdom/wisdom104.shtmlSource: http://www.storybin.com/wisdom/wisdom104.shtml
Ethics: 13.4
But uppermost in our minds is the final destination. On a certain day at a certain hour we will pull into the station. There will be bands playing, and flags waving. And once we get there so many wonderful dreams will come true.
So many wishes will be fulfilled and so many pieces of our lives finally will be neatly fitted together like a completed jigsaw puzzle. How restlessly we pace the aisles ... waiting, waiting, waiting, for the station.
Ethics: 13.5
However, sooner or later we must realize there is no one station, no one place to arrive at. The true joy of life is the trip. The station is only a dream. It constantly outdistances us.“When we reach the station, that will be it!”
When I graduate, that will be it! When I get a real job! When I get married! When I have children! When I get that new BMW! When I win that promotion! Then … I shall live happily ever after!
Ethics: 13.6
President Hinckley
Anyone who imagines that bliss is normal is going to waste a lot of time running around shouting that he's been robbed.
The fact is that most [golf] putts don't drop, most beef is tough, most children grow up to be just people, most successful marriages require a high degree of mutual toleration, most jobs are more often dull than otherwise.
Life is like an old time rail journey ... delays, sidetracks, smoke, dust, cinders, and jolts, interspersed only occasionally by beautiful vistas, and thrilling bursts of speed. The trick is to thank the Lord for letting you have a ride.
Quoting Jenkins Lloyd Jones
Ethics: 13.7
Morally Difficult Situations
• Your biggest customer has asked that you, a mfr of fashion goods, “delay” shipment of a new product to competitors for a few weeks.
• You own a small metal plating co. & accidentally dumped some zinc solution into the city sewer system. The amount is small but could cause a few people to become temporarily ill.
• In real life, the "moral dilemma" we most often face is: I know what's right, but it's difficult, costly, unpopular, or inconvenient to do it. Do I have the determination to do it anyway?
Ethics: 13.8
What’s the value at which a gift from a supplier or client becomes troubling?
Is a $50 gift to a boss wrong?
Is a $50 gift from the boss wrong?
From a supplier, is it wrong to take …
- a $100 holiday food basket? - a $25 gift certificate?
Is it wrong to accept a $75 prize won at a raffle at a supplier’s conference?
Source: WSJ, 10/21/99
Wall Street Journal Ethics Quiz:How would you answer? Other people?
Yes No
Ethics: 13.9
Have you had occasion to talk about your religious faith in the workplace in the past 24 hours?
Does modern life leave you too busy to enjoy God or pray as you would like?
Do you feel the need in your life to experience spiritual growth?
Do you believe God exists and have no doubts about it?
Do you have absolute trust in God?
Source: Business Week, Nov 1, 1999, based onMcKinsey’s A Spiritual Audit of Corporate America
You Will Work With Good People!
Ethics: 13.10
Why the Lord has aWhy the Lord has abusiness schoolbusiness school
Firms’ Moral Development
The Amoral The Amoral CorporationCorporation
Pursues winning at any cost; views employees merely as economic units of production.
The Legalistic The Legalistic CorporationCorporation
Concerned with the letter of the law, but not its spirit; adopts codes of conduct that read like products of legal departments which they are.
The Responsive The Responsive CorporationCorporation
Interested in being a responsible corporate citizen because it is expedient; has codes of conduct that look more like codes of ethics.
The Emergent The Emergent Ethical Ethical
CorporationCorporation
Recognizes a social contract between business and society, and seeks to instill that attitude throughout the corporation.
The Ethical The Ethical CorporationCorporation
Balances profits and ethics throughout its culture.
Linda Starke, The New Paradigm in Business -- Emerging Strategies for Leadership and Organizational Change
Ethics: 13.11
Model of Moral Response
Different Life ExperiencesDifferent Life Experiences
The mostThe mostethical pathethical path
Dif
ficu
lty
of
Mo
ral A
ctio
nD
iffi
cult
y o
f M
ora
l Act
ion
Magnitude
Magnitude
of our
of our uneth
ical
unethical
lapses
lapses
Our chosen pathOur chosen path
We must Close the Gap … We must Close the Gap … WhyWhy do we cheat? do we cheat?
Ethics: 13.12
The Fraud TriangleWhy We Behave Unethically
FraudTriangleO
ppor
tuni
ty Pressure
Rationalization
Bad NewsGood News
Steve Albrecht, 2005
Ethics: 13.13
Questionable State of Ethics
Did you cheat to get into graduate school? “Yes”
43% Liberal Arts 52% Education 63% Law and Medicine 75% Business
Source: Rutgers University survey of students
Ethics: 13.14
Questionable State of Ethics
Business School Graduates 76% were willing to understate expenses that cut
into their companies’ profits Nearly all believe shareholder value is more
important than customer service Convicts in 11 minimum security prisons had
higher scores on an ethical dilemma exam than MBAs
Steve Albrecht, 2005
Ethics: 13.15
Survey of Employees
65% don’t report ethical problems they observe
96% feared being accused of not being a team player
81% feared corrective action would not be taken anyway
68% feared retribution from their supervisors
Source: Society of Human Resource Management
Ethics: 13.16
Deterioration in Ethical Values
1940: 20%1983: 11%
1940: 20%1969: 34%
1969: 58%2000: 28%
Based on several different ethics studies,2003-2005
75-98%49%
88%68%
98%39%
College students whocheated in high school
Self-reported cheating
Believe cheating is commonUsed cheat sheets
Let others copy workWilling to lie to get job
Then Now
Ethics: 13.17
Why is Dishonesty Increasing?
ModelingModeling
HonestyHonestySteve Albrecht, 2005
PositivePositiveLabelingLabeling
Ethics: 13.18
Why Is Dishonesty Increasing?
Little Good Modeling Makes up our news —
more explicit than ever Focus of TV/movies Dishonest “leaders” Sports, business,
entertainment “heroes” Good models are rare
Little Positive Labeling Home … families spend 10
hours/week less together vs 20 years ago
Vocabulary of school children
Schools Churches
Steve Albrecht, 2005
Ethics: 13.19
Ethical LeadershipHelping Others be Ethical
Ethical CourageWillingness to Pay the Price for Doing the Right Thing
Application of Ethics to Business SituationsFraudulent Practices, Unfairness
You Must Prepare to Teach Ethical Values
Personal Ethical UnderstandingRight/wrong, Fairness, Honesty, Personal Integrity, Respect for Others
Steve Albrecht, 2005
Ethics: 13.20
Importance of Ethical Leadership
SwingGroupCould Go
EitherWay
DishonestEmployeesPolicies Won’t
Help Much
HonestEmployeesWill Alwaysbe Honest
Where do you want to be?Where do you want to be?
Steve Albrecht, 2005
Ethics: 13.21
SwingGroupCould Go
EitherWay
Importance of Ethical Leadership
HonestEmployeesWill Alwaysbe Honest
Strong Ethical LeadershipInduces the middle group to behave as
if they were the honest employees.
Where do you want to be?Where do you want to be?
Steve Albrecht, 2005
DishonestEmployeesPolicies Won’t
Help Much
Ethics: 13.22
SwingGroupCould Go
EitherWay
Importance of Ethical Leadership
DishonestEmployeesPolicies Won’t
Help Much
HonestEmployeesWill Alwaysbe Honest
Where do you want to be?Where do you want to be?
Steve Albrecht, 2005
Weak Ethical LeadershipPermits the middle group to behave as if they were the dishonest employees.
Ethics: 13.23
Ethical Principles
Fairness. Be fair & open-minded, be willing to admit error and to change positions and beliefs; show a commitment to justice, and tolerance for diversity.
Honesty. Be truthful, sincere, forthright, straightforward, frank, candid; do not cheat, steal, deceive, or act deviously.
Integrity. Be principled, honorable, upright, courageous and act on convictions, abide by the spirit as well as the letter.
Fidelity. Be faithful & loyal to family, friends, employers, and country; don’t use or disclose information learned in confidence.
I am only one, but still I am one. I cannot do everything, but I can do something. And, because I cannot do everything, I will not refuse to do what I can. --Edwin Hale
Source: Josephson, “Ethics & Decision Making,” Ethics Easier Said than Done, Winter 1988
Ethics: 13.24
Caring. Be caring, kind and compassionate; share, be giving, serve others; help those in need and avoid harming others.
Respect. Show respect for human dignity, privacy, and the right to self-determination of all people; be courteous, prompt, and decent.
Responsible Citizenship. Obey just laws if a law is unjust, openly protest it; exercise all democratic rights and privileges responsibly by participation, social consciousness and public service.
Accountability. Be accountable, accept responsibility for decisions and the consequences of actions and inactions; set an example for others.
Source: Josephson, “Ethics & Decision Making,” Ethics Easier Said than Done, Winter 1988