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Ethics-is it a place near Lake Erie? by Toronto Training and HR March 2011
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Ethics-is it a place near Lake Erie?
by Toronto Training and HR
March 2011
Contents3-4 Introduction to Toronto Training and HR5-6 The new ethical management7-9 Ethics and integrity10-11 How the best-intentioned managers get derailed12-13 Drill 14-15 Barriers to an ethical organization16-21 Ethics-based culture change22-24 Dealing with malicious gossip25-26 Transformative nature of
accountability27-28 Dimensions of work ethic29-36 Employees mirroring the work ethic around them37-38 Character traits39-40 Ethical decision-making41-43 Stakeholders44-45 Overcoming disconnects46-48 Self-sabotage of high performers49-50 Advantages in acting ethically51-52 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
The new ethical management
Page 6
The new ethical management
What is it?Where did it come from?Where is it going?
Page 7
Ethics and integrity
Page 8
Ethics and integrity 1 of 2
Relationships with your family and friendsAttitude and behaviour towards moneyCommitments to others, especially in the business/work
Page 9
Ethics and integrity 2 of 2
Identify men and women of great characterAnalyze your key relationshipsKeep your word
Page 10
How the best-intentioned managers
get derailed
Page 11
How the best-intentioned managers get derailed
Goals that reward unethical behaviourConflicts of interest that motivate peopleto ignore bad behaviour when they have something to lose by recognizing itA tendency to overlook dirty work that’s been outsourced to othersAn inability to notice when behaviour deteriorates graduallyA tendency to overlook unethical decisionswhen the outcome is good
Page 12
Drill
Page 13
Drill
Page 14
Barriers to an ethical organization
Page 15
Barriers to an ethical organization
Ill-conceived goalsMotivated blindnessIndirect blindnessThe slippery slopeOvervaluing outcomes
Page 16
Ethics-based culture change
Page 17
Ethics-based culture change 1 of 5
You can’t force culture—you can only create environmentYou are on the outside what you are on the inside—no debateSuccess is doing the right things the right wayPeople do what they are incentivised to doInput=Output
Page 18
Ethics-based culture change 2 of 5
Embracing ethical values can change how your company runs—it can revitalize your purpose, policies, and practicesPeople who don’t fit are immediately weeded outPeople respect their leaders and each other
Page 19
Ethics-based culture change 3 of 5
CREATING AN ETHICAL VALUES COMPASSAsk your colleagues: What do you want this company to look like? Narrow the answersTranslate these ethical values into behaviours you can monitorFigure out where a course change is in orderSettle in for the long haul
Page 20
Ethics-based culture change 4 of 5
CHARACTERISTICS SETTING EMPLOYERS APARTLeaders encourage a two-way dialogue about business conductThe organization’s code of ethics is a living documentEthics isn’t a “program” but a way of doing businessTraining about ethics is relevant, maybe even funEmployees are actively engaged as corporate citizens, aligned with the company’s values
Page 21
Ethics-based culture change 5 of 5
SIMPLE ADDITIONS TO EXISTING PRACTICESMake ethics a prioritySet a good example of ethical conductKeep commitmentsProvide information about culture and complianceConsider ethics in decision-makingTalk about ethics in the workplace
Page 22
Dealing with malicious gossip
Page 23
Dealing with malicious gossip 1 of 2
When you pass information, casually or not, do so in a manner that ensures that the message heard by those listening is as accurate as possible. Avoid insinuations, quibbling, and half-truths.If you are not sure of the information's accuracy, don't repeat it.
Page 24
Dealing with malicious gossip 2 of 2
If it is a case of obvious rumour spreading or malicious gossiping, try to stop it in an appropriate manner such as interrupting the speaker andquestioning the source of information.Let it be known that you do not approve of such activity.Seek help from co-workers, team members, supervisor, manager or Human Resources - whatever is appropriate to stop the rumour mill.
Page 25
Transformative power of accountability
Page 26
Transformative power of accountability
To see itTo own itTo solve itTo do it
Page 27
Dimensions of work ethic
Page 28
Dimensions of work ethic
Self-relianceMorality/ethicsLeisureHard workCentrality of workWasted timeDelay of gratification
Page 29
Employees mirroring the work ethic around
them
Page 30
Employees mirroring the work ethic around them 1 of
7BELL CURVE FACING MANAGERSOn the far right are the most helpful of the group, those "dedicated co-operators" who by personal conviction will contribute their best to the common cause without worrying much about what the rest are doing.On the far left are a few "dedicated free riders," people who in almost any situation will let the others do the heavy lifting and keep their own resources for themselves.
Page 31
Employees mirroring the work ethic around them 2 of
7BELL CURVE FACING MANAGERSIn between the extremes are those who reciprocate to various degrees. This majority of people will meet cooperation with cooperation and selfishness with selfishness.
Page 32
Employees mirroring the work ethic around them 3 of
7CRUCIAL FACTSFirst, even though there are incentives to freeload from the very beginning, a large proportion of people start by venturing some of their money, maybe to test the waters, maybe out of a sense of morality. They arrive at a job fully prepared to cooperate with the group- if they find cooperation to be the norm.
Page 33
Employees mirroring the work ethic around them 4 of
7CRUCIAL FACTSSecond, without any way of holding team members accountable for their work on the group's behalf, some will coast. Taking advantage of the group in this way creates resentment that causes many of those originally willing members to withhold what they control, and this snowballs into an almost perfectly selfish workgroup that loses the chance of making solid profits.
Page 34
Employees mirroring the work ethic around them 5 of
7CRUCIAL FACTSSecond, without any way of holding team members accountable for their work on the group's behalf, some will coast. Taking advantage of the group in this way creates resentment that causes many of those originally willing members to withhold what they control, and this snowballs into an almost perfectly selfish workgroup that loses the chance of making solid profits.
Page 35
Employees mirroring the work ethic around them 6 of
7CRUCIAL FACTSThird, even when it is personally expensive to punish another team member, many participants will "invest" in keeping the game fair. Researchers call this "altruistic punishment" because it requires a player to spend his ownmoney to enforce the group's interest. " This suggests that even with performance-based bonuses that create a risk of neglecting their own rewards for a while, employees' attention can be seriously diverted when a bad apple is in the barrel.
Page 36
Employees mirroring the work ethic around them 7 of
7CRUCIAL FACTSFourth, if team members can be punished for slacking, the slackers behave better and the naturally cooperative people, seeing a fairer system, become more willing to invest. The group's profits rise.
Page 37
Character traits
Page 38
Character traits
VocationStewardshipVirtueHeart
Page 39
Ethical decision making
Page 40
Ethical decision making
TransparencyEffect Fairness
Page 41
Stakeholders
Page 42
Stakeholders 1 of 2
shareholders trustees guarantors investors funding bodies distribution partners marketing partners licensors licensees approving bodies
Page 43
Stakeholders 2 of 2
regulatory authorities endorsers and 'recommenders' advisors and consultants employees customers suppliers the local population (community) the regional general public national general public international communities humankind
Page 44
Overcoming disconnects
Page 45
Overcoming disconnects
GenerationalShort-termismTrust
Page 46
Self-sabotage of high performers
Page 47
Self-sabotage of high performers 1 of 2
BEHAVIOR EMERGES FROM…awed by success, we project a “halo” around the head of those who achieve it, signifying they can do no wrongthe “halo” influences how we view and describe them and biases how they view and describe themselvesthey seek to protect themselves against having to admit failure or weakness and suffer shame
Page 48
Self-sabotage of high performers 2 of 2
HELPING VICTIMS OF SUCCESSResisting help-remove resistance, a safe learning opportunitySelf-conception-redirect the need to achieve, detachment
Page 49
Advantages in acting ethically
Page 50
Advantages in acting ethically
Competitive advantage Improved employee retention and attractionInvestmentMorale and cultureReputationLegal and regulatory reasonsLegacy
Page 51
Conclusion & Questions
Page 52
Conclusion
SummaryQuestions
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