Wednesday, October 18, 2006

Day One Session One – Ethics

Is Ethics Really an Issue?

  • Nearly a third of respondents say their coworkers condone questionable ethics practices by showing respect for those who achieve success using them.
  • The types of misconduct most frequently observed in 2003 include abusive or intimidating behavior (21%); misreporting of hours worked (20%) lying (19%) ; and withholding needed information (18%).
  • Despite an overall increase in reporting of misconduct, nearly half of all non-management employees (44%) still do not report the misconduct they observe. The top two reasons given for not reporting misconduct are (1) a belief that no corrective action will be taken and (2) fear that the report will not be kept confidential

Additionally, the workshop participants added (3) fear of the rebound effect where the reportee is now considered the problem and (4) fear of retaliation in some form from either management or colleagues.

  • Younger employees with low tenure are among the least likely to report misconduct (43% as compared with 69% for all other employees). They are also among the most likely to feel management and coworkers will view them negatively if they report it.
  • Less than three in five employees (58%) who report misconduct are satisfied with the response of their organizations.

Taken from the Applied Leadership IV workbook section 1 page 9
Originally from the Ethics Resource Center: National Business Ethics Survey, 2003

Tools for Making Personal and Group Ethical Decisions

  1. The “Every Person” Test

If every person in this society did what I am thinking of doing, how would it impact the society?

This is one of the most basic ways to gain perspective when making an ethical decision. It is not flawless, but it is effective as it relates to issues that may not be illegal or even socially unacceptable, but may have a potential negative effect on others.

  1. The Three Questions

This is a simple process. These three questions will often help the decision maker gain perspective and see the situation through the eyes of those involved.

    • Is it just to all involved?
    • Does anyone gain unjustly at the expense of another?
    • Do all involved deserve the results of this action?
Taken from the Applied Leadership IV workbook section 1 page 15

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