Building an Ethical Culture! Presented by: Tish Mogan and Stephanie Taylor

Transcription

1 Building an Ethical Culture! Presented by: Tish Mogan and Stephanie Taylor

2 At the heart of all visionary, successful and lasting companies is a strong sense of ethics. Built to Last, Successful Habits of Visionary Companies Collins & Porras

3 Where does it start?

4 Levels of Ethical Reflection I. Individual/Personal Ethic II. III. Organizational Ethics Ethics of the Corporation/Profession

5 Ethics Definitions Lord Moulton Obedience to the Unenforceable

6 Ethical Influences Family Friends Religion/Spirituality Social and Cultural Milieu Education Professional Environment Media Experience

7 Universal Belief Buddhism: Hurt not others in ways that you yourself would find harmful. Christianity: Whatsoever you wish that men would do to you, do so to them. Confucianism: What you do not want done to yourself, do not do to others. Hinduism: Do naught to other which would cause pain if done to you. Judaism: What is hateful to you, do not to your fellow man. Islam: No one of you is a believer until he desires for his brother that which he desires for himself.

8 Cultural Influences Western Dualism Graeco Roman influence Utilitarianism led to Cost Benefit Analysis Ford s choice: Cost of Dying in a Pinto. Eastern Holistic versus dualistic Collectivism vs. individualism

9 Influences (continued) Gender Note: How much has the hunter/gatherer experience shaped our moral decision making? Increased awareness of the differences in male and female behaviors and decision making. Models of authority hierarchical vs. collaborative. Jacob s ladder vs. Sarah s circle.

10 Ethics and the Organization Problems Cultures Products/Services

11 Organizational Ethics Involves Everyone What is a Shareholder? Consumers/Customers Employees Boards Community Vendors

12 Organizational Culture What is culture? Problems with Cookie Cutter approaches Aligning multiple systems to support ethical behavior Audit of Ethical Culture

13 It s more than a code! Policies and Codes 98% of firms addressed ethics in formal documents increase in past 20 yrs. Code alone is not the answer ( Daily actions centered around core values It s a system!

14 Align the formal and informal Source: Managing Business Ethics: Straight Talk about How To Do It Right, Linda K. Trevino and Katherine A. Nelson Leadership Structure Formal Systems Rules/Policies Reward System Selection System Orientation/ Training Decision Processes Ethical/ Unethical Behavior Norms Heroes Rituals Myths/Stories Language Informal Systems

15 Trevino s Managing to Be Ethical: Debunking Myths Five Business Ethics Myths Myth #1 It s easy to be ethical. Reality Ethical decisions are complex and ambiguous. 80% of adults look outside themselves for guidance.

16 Trevino s Managing to Be Ethical: Debunking Myths Five Business Ethics Myths (continued) Myth #2 Unethical behavior in business is the result of bad apples. Reality Most people are followers; bad behavior comes from a system that is flawed.

17 Trevino s Managing to Be Ethical: Debunking Myths Five Business Ethics Myths (continued) Myth #3 Managing ethics can be accomplished through formal ethical codes and programs. Reality Must be part of a larger coordinated cultural system supporting ethical conduct every day.

18 Trevino s Managing to Be Ethical: Debunking Myths Five Business Ethics Myths (continued) Myth #4 Ethical leadership is mostly about leader integrity. Reality Need to address what you expect of others.

19 Trevino s Managing to Be Ethical: Debunking Myths Five Business Ethics Myths (continued) Myth #5 People are less ethical than they used to be. Reality Scandals are age old. Business & economies addressed in Scripture, Talmud, Koran, etc. Greenspan: It is not that humans have become anymore greedy than in generations past, it is that the avenues to express greed have grown so enormously.

20 Levels of Ethical Reflection Name and live our own personal ethic Define and maintain a culture of ethics within our corporation, company, business Support raising the bar for the corporation/profession/nonprofit organization as a whole.