With the non-controversial topics out of the way, they moved on to what they all knew was the most difficult issue. Everyone felt the tension, though perhaps no one felt the pressure Trish did. She knew that whatever they announced publicly would affect the share price, and the critical factor would be her estimate of the delay on Metronome. Everyone in the room would feel the pain.
"On to Metronome," Jack pronounced. "Trish?"
Here we go, she thought. The dates were bad news, but the estimates were Peter's, and Peter was the best. The dates were right. "As you all know, the news isn't good. The estimates are June 30th, best case, but possibly as late as November."
Silence. Warfield, as usual, spoke first. "That's unacceptable. What are your plans for replacing Peter?"
"I have no plans for replacing Peter, or anyone else," Trish replied. "They've all done a marvelous job with what we gave them, and it's up to us now to manage this."
In some organizations, Trish's recommendation is unusual. Rather than blaming someone for an organizational failure, Trish believes that the company must tell the public the hard truth. What would you have done?
Now that CEO's will be personally accountable for statements they make about their organizations, we can all expect to be held to higher standards of professional ethics. Some professions have codes of ethics, but most of us don't even have professional associations we could join, let alone formal codes of ethics to guide us.
When you doubt the propriety of an action or decision, what principles guide you? Whether or not you can turn to an association for ethical guidance, writing down a code of ethics for your job can help. Try it. Here are some principles to get you started.Unethical behavior
need not be proactive.
In some situations,
can be unethical.
- Beware personal benefits
- If you would personally benefit from an action you're about to take, it could be questionable. Examine such actions carefully.
- Appearance counts
- The appearance of unethical behavior is as damaging as actual unethical behavior. Avoid even the appearance of crossing the line.
- What you don't do can be damning
- Unethical behavior need not be proactive. In some situations, doing nothing can be unethical.
- Be open about key phrases
- If you intentionally use a key phrase, explain its significance to the listener. Relying on listeners to grasp the importance of innocent-sounding words could be a way of misleading people.
- Consulting an attorney can be a red flag
- Legal standards are usually less restrictive than ethical standards. Excessive concern with the legalities of your actions might mean that you're in danger of ethical transgression.
See "On the Appearance of Impropriety," Point Lookout for December 2, 2009 for a bit more on the appearance of impropriety.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Ethics at Work:
- Ethical Influence: II
- When we influence others as they're making tough decisions, it's easy to enter a gray area. How can
we be certain that our influence isn't manipulation? How can we influence others ethically?
- The Attributes of Political Opportunity: The Basics
- Opportunities come along even in tough times. But in tough times, it's especially important to distinguish
between true opportunities and high-risk adventures. Here are some of the attributes of desirable political
- On the Appearance of Impropriety
- Avoiding the appearance of impropriety is a frequent basis of business decisions. What does this mean,
what are the consequences of such avoiding, and when is it an appropriate choice?
- Personnel-Sensitive Risks: II
- Personnel-sensitive risks are risks that are difficult to discuss openly. Open discussion could infringe
on someone's privacy, or lead to hurt feelings, or to toxic politics or toxic conflict. If we can't
discuss them openly, how can we deal with them?
- Some Truths About Lies: III
- Detecting lies by someone intent on misrepresentation is an important skill for executives, managers,
project managers, and just about anyone involved in knowledge-oriented organizations. Here's Part III
of our little collection of lie detection techniques.
See also Ethics at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming November 22: Motivation and the Reification Error
- We commit the reification error when we assume, incorrectly, that we can treat abstract constructs as if they were real objects. It's a common error when we try to motivate people. Available here and by RSS on November 22.
- And on November 29: Manipulators Beware
- When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.
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- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
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