Most of us recognize that ethical standards are more stringent than legal ones. Sometimes, though, even the ethical standard isn't tight enough — we must also avoid the appearance of impropriety. Although some find it frustrating, it's essential in complex societies.
Here's an example.
You're selecting a vendor. Familiar, Inc., has often worked with your firm, but they're expensive. New Guys, Inc., a recent entry in the market, has low prices, fresh ideas and great references. Since executives from Familiar founded New Guys, you're sure they know their stuff. For many, New Guys would be a tempting option — daring, but probably worth the risk. A reasonable choice.
Let's consider a slightly different situation. Suppose that the New Guys sales rep is your boss's sister. What's your choice now?
Without the sister factor, choosing New Guys is probably a good business decision. But if you're concerned about the appearance of impropriety, and possible accusations of nepotism, the sister factor makes New Guys an impossible choice, no matter how good they are.
Concerns about appearances can require us to forgo what otherwise would be excellent business decisions. Sometimes we must make choices that yield results inferior to other options because they could create appearances of impropriety, even when nothing improper is involved. This can be frustrating, and some are tempted to ignore appearances, especially when accounting for appearances is expensive.
Why must we be concerned with appearances? We live in societies in which we transact business with people we don't know well. Our relationships often lack the intimate familiarity of a village or small town. In effect, we've traded away that familiarity for the benefits of the complexity of our large societies.
In place of familiarity, we need something else to ensure that the people we interact with are behaving ethically. The standard of appearance provides this. When we meet the standard of avoiding even the appearance of impropriety, others can be more certain that we're behaving ethically.
But appearance is hard to define. Although some have put forward concise definitions of the appearance of impropriety, none is universally accepted. Reasonable people can disagree about whether a particular action appears improper.
To understand Although some have put forward
concise definitions of the
appearance of impropriety,
none is universally acceptedappearance, we must be willing to see things from the vantage points of others, including those who lack full knowledge of our decision processes. We must abandon our personal judgment of the appearance, and accept, however temporarily, the perspectives of others, including those with whom we disagree.
My personal approach is to take positions that I believe will be acceptable to a wide array of people, recognizing that from time to time, there will be some who are perturbed or even incensed about my choices. Sometimes I get it right, sometimes I have to backtrack, and always I am human. Top Next Issue
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See "It Might Be Legal, but It's Unethical," Point Lookout for August 14, 2002, for a bit more on the appearance of impropriety.
Your comments are welcomeWould you like to see your comments posted here? rbrenHoWzUJVeioCfozEIner@ChacbnsTPttsdDaRAswloCanyon.comSend me your comments by email, or by Web form.
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More articles on Ethics at Work:
- Some Truths About Lies: II
- Knowing when someone else is lying doesn't make you a more ethical person, but it sure can be an advantage
if you want to stay out of trouble. Here's Part II of a catalog of techniques misleaders use.
- Virtual Termination with Real Respect
- When we have to terminate someone who works at a remote site, sometimes there's a temptation to avoid
travel — to use email, phone, fax, or something else. They're all bad ideas. Terminating people
in person is not only a gesture of respect. It's good business.
- Approval Ploys
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seekers use to enhance their success rates. Here are some tactics approval seekers use.
- Personnel-Sensitive Risks: I
- Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can
harm the enterprise or its people. Since most risk management plans are available to a broad internal
audience, personnel-sensitive risks cannot be managed in the customary way. Why not?
- Counterproductive Knowledge Workplace Behavior: II
- In knowledge-oriented workplaces, counterproductive work behavior takes on forms that can be rare or
unseen in other workplaces. Here's Part II of a growing catalog.
See also Ethics at Work and Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
- Coming June 14: Pseudo-Collaborations
- Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.
- And on June 21: Asking Burning Questions
- When we suddenly realize that an important question needs answering, directly asking that question in a meeting might not be an effective way to focus the attention of the group. There are risks. Fortunately, there are also ways to manage those risks. Available here and by RSS on June 21.
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