PROFESSIONAL ETHICS AND LEADERSHIP FOR ENGINEERS

1. PROFESSIONAL ETHICS AND LEADERSHIP FOR ENGINEERS BY MUMTAZ A. USMEN, PH.D, PE PROFESSOR AND CHAIRMAN DEPARTMENT OF CIVIL AND ENVIRONMENTAL ENGINEERING WAYNE STATE UNIVERSITY DETROIT, MICHIGAN, USA

2. PROFESSION THE PURSUIT OF A LEARNED ART IN THE SPIRIT OF PUBLIC SERVICE PROFESSIONALS: DOCTORS PHARMACISTS LAWYERS DESIGNERS ARCHITECTS ENGINEERS TEACHERS/PROFESSORS

3. ATTRIBUTES OF A PROFESSION • MUST SATISFY AN INDISPENSIBLE AND BENEFICAL SOCIAL NEED • ITS WORK MUST REQUIRE THE EXERCISE OF DISCRETION AND JUDGEMENT, AND NOT BE SUBJECT TO STANDARDIZATION • ITS ACTIVITIES ARE CONDUCTED UPON A HIGH INTELLECTUAL PLANE • ITS KNOWLEDGE AND SKILLS ARE DISTINCTIVE , AND ARE NOT COMMON POSSESSIONS OF THE GENERAL PUBLIC • THERE IS A SYSTEMATIC BODY OF THEORY, USUALLY ACQUIRED BY ACADEMIC TRAINING

4. THERE EXIST COMMUNITY SANCTIONS, SUCH AS ACCREDITATION OF CURRICULA AND REGISTRATION / PROFESSIONAL LICENSURE REQUIREMENTS, TO PROTECT THE PUBLIC • ITS PRACTICE IS GOVERNED BY RULES OF CONDUCT (CODES OF ETHICS) TO RECOGNIZE OBLIGATIONS TO SOCIETY AND OTHER PRACTIONERS • MUST HAVE GROUP CONSCIOUSNESS FOR THE PROMOTION OF TECHNICAL KNOWLEDGE AND PROFESSIONAL IDEALS FOR RENDERING SOCIAL SERVICE (MEMBERSHIP IN PROFESSIONAL SOCIETIES)

5. SKILLS FOR ENGINEERS (AFTERNSF FOUNDATION COALITION) • COMMUNICATION • ORAL • WRITTEN • GRAPHICAL • INTERACTIVE/LISTENING • TECHNICAL • COMPUTATIONAL • DESIGN • MODELING • PROBLEM SOLVING SOFT HARD • PROFESSIONAL • LIFE-LONG LEARNING • PROJECT MANAGEMENT • TEAMWORK • TIME MANAGEMENT • ETHICAL / SOCIETAL • ETHICS & PROFESSIONAL RESPONSIBILITY • SOCIAL IMPACT ASSESSMENT • CONTEMPORARY ISSUES AFFECTING ENGINEERING SOFT SOFT

6. ETHICS • THE DISCIPLINE DEALING WITH WHAT IS GOOD AND BAD,AND WITH MORAL DUTY AND OBLIGATION • A SET OF ACCEPTED MORAL PRINCIPLES AND VALUES ABOUT WHAT OUGHT TO BE • A THEORY OR SYSTEM OF MORAL PRINCIPLES GOVERNING THE APPROPRIATE CONDUCT FOR AN INDIVIDUAL OR GROUP • A CODE OF MORALITY

7. MORALITY • A SET OF ACCEPTED STANDARDS OR RULES ABOUT WHAT CONSTITUTES RIGHT OR WRONG CONDUCT • JUDGEMENT PRINCIPLES OF RIGHT OR WRONG IN RELATION TO HUMAN ACTION OR CHARACTER CONDUCT OR BEHAVIOR • THE WAY A PERSON RESPONDS TO A SET OF CONDITIONS/CIRCUMSTANCES

8. CODES OF ETHICS FOR ENGINEERS • NSPE-NATIONAL SOCIETY OF PROFESSIONAL ENGINEERS (U.S) PREAMBLE:ENGINEERING IS AN IMPORTANT AND LEARNED PROFESSION. THE MEMBERS OF THE PROFESSION RECOGNIZE THAT THEIR WORK HAS A DIRECT AND VITAL IMPACT ON THE QUALITY OF LIFE FOR ALL PEOPLE. ACCORDINGLY , THE SERVICES PROVIDED BY ENGINEERS REQUIRE HONESTY, IMPARTIALITY, FAIRNESS AND EQUITY, AND MUST BE DEDICATED TO THE PROTECTION OF THE PUBLIC HEALTH, SAFETY AND WELFARE. IN THE PRACTICE OF THEIR PROFESSION, ENGINEERS MUST PERFORM UNDER A STANDARD OF PROFESSIONAL BEHAVIOR WHICH REQUIRES ADHERENCE TO THE HIGHEST PRINCIPLES OF ETHICAL CONDUCT ON BEHALF OF THE PUBLIC, CLIENTS, EMPLOYERS AND THE PROFESSION.

9. AMERICAN SOCIETY OF CIVIL ENGINEERS • ASCE CODE OF ETHICS : FUNDAMENTAL PRINCIPLES • USING THEIR KNOWLEDGE AND SKILL FOR THE ENHANCEMENT OF HUMAN WELFARE; • BEING HONEST AND IMPARTIAL AND SERVING WITH FIDELITY THE PUBLIC, THEIR EMPLOYERS AND CLIENTS; • STRIVING TO INCREASE THE COMPETENCE AND PRESTIGE OF THE ENGINEERING PROFESSION; AND • SUPPORTING THE PROFESSIONAL AND TECHNICAL SOCIETIES OF THEIR DISCIPLINES.

10. FUNDAMENTAL CANONS • ENGINEERS SHALL HOLD PARAMOUNT THE SAFETY, HEALTH AND WELFARE OF THE PUBLIC IN THE PERFORMANCE OF THEIR PROFESSIONAL DUTIES. • ENGINEERS SHALL PERFORM SERVICCES ONLY IN REAS OF THEIR COMPETENCE. • ENGINEERS SHALL ISSUE PUBLIC STATEMENTS ONLY IN AN OBJECTIVE AND TRUTHFUL MANNER. • ENGINEERS SHALL ACT IN PROFESSIONAL MATTERS FOR EACH EMPLOYER OR CLIENT AS FAITHFUL AGENTS OR TRUSTEES, AND SHALL AVOID CONFLICTS OF INTEREST. • ENGINEERS SHALL BUILD THEIR PROFESSIONAL REPUTATION ON THE MERIT OF THEIR SERVICES AND SHALL NOT COMPETE UNFAIRLY WITH OTHERS.

11. ENGINEERS SHALL ACT IN SUCH A MANNER AS TO UPHOLD AND ENHANCE THE HONOR, INTEGRITY, AND DIGNITY OF THE ENGINEERING PROFESSION. • ENGINEERS SHALL CONTINUE THEIR PROFESSIONAL DEVELOPMENT THROUGHOUT THEIR CAREERS,AND SHALL PROVIDE OPPORTUNITIES FOR THE PROFESSIONAL DEVELOPMENT OF THOSE ENGINEERS UNDER THEIR SUPERVISION.

12. WHY ETHICS CODES? • COLLECTIVE RECOGNITION OF THE RESPONSIBILITIES OF THE INDIVIDUAL PRACTIONERS • GUIDE OR REMINDER WITH RESPECT TO BEHAVIOR IN SPECIFIC SITUATIONS • SUPPORT FOR ENFORCEMENT PROCEDURES OF PROFESSIONAL SOCIETIES OR LICENSING AGENCIES • “ EXCUSE “ FOR THE ETHICAL BEHAVIOR WHEN THERE ARE COUNTERVAILING PRESSURES TO MEET A DEADLINE, CUT COSTS, COVER UP A BLUNDER, MAKE A SALE, etc.

13. HOW ETHICAL IS THE GLOBAL A/E/C INDUSTRY? • ACCORDING TO A RECENT FMI (U.S) SURVEY: • 84% OF THE RESPONDENT SAID THEY HAVE OBSERVED UNETHICAL CONDUCT OF SOME SORT DURING THE PAST YEAR EXAMPLES: BID SHOPPING CHANGE ORDER GAMES PAYMENT GAMES UNRELIABLE VENDORS CLAIMS GAMES

14. FINDING SOLUTIONS • TO MINIMIZE THE CHANCES OF UNETHICAL ( OR ILLEGAL) BEHAVIOR IN THE CONSTRUCTION INDUSTRY,FMI SURVEY REPORT SUGGESTED: • MORE REGULATIONS AND STIFFER PENALITIES • AN INDUSTRY- WIDE CODE OF ETHICS • MORE COMPANIES ADOPTING ETHICS PROGRAMS AND CODES ( CURRENTLY 30% HAVE FORMAL PROGRAMS; 40% HAVE NONE. ) • MORE EMPHASIS ON SOCIAL RESPONSIBILITY ( IN DEALING WITH OTHER COMPANIES AND THE PUBLIC ) • CONSIDERING ETHICAL ISSUES IN STRATEGIC PLANNING • MORE TRAINING

15. COST OF UNETHICAL ACTS AND CORRUPTION FMI REPORT INDICATES THAT A GREAT MAJORITY OF THE SURVEY RESPONDENTS ( 91%) THINK ETHICS IS OF UTMOST / IMPORTANCE ; ABOUT HALF ( 48%) ARE SERIOUSLY RESERVED ABOUT DOING BUSINESS WITH UNETHICAL COMPANIES. UNETHICAL ACTS ARE COMMITTED BECAUSE PERSONS THINK IT WILL EXPEDIATE PROGRESS AND MAKE THE PERSON OR COMPANY MONEY. THE GOOD OF THE ENTIRE INDUSTRY IS NOT CONSIDERED. HOWEVER, THESE SHORT-TERM GAINS COME AT A HEAVY COST.

16. 61% OF THE SURVEY PARTICIPANTS BELIEVE THAT THE INDUSTRY IS “ TAINTED “ BY UNETHICAL ACTS ; 74% SAY TRUST IS DIMINISHED BETWEEN CONTRACTUAL PARTIES. • THE FMI REPORT ESTIMATES THAT BETWEEN 5,000 AND 50,000 DOLLARS ( U.S ) ARE LOST OR NOT ACCOUNTED FOR UNETHICAL TRANSACTIONS FOR EVERY MILLION DOLLAR OF PROJECT EXPENDITURE ( IN THE U.S )

17. ACCORDING TO TRANSPARENCY INTERNATIONAL , 300 BILLION DOLLARS ANNUALLY ARE LOST TO CORRUPTION WORLD-WIDE, DIRECTLY OR INDIRECTLY ENDING UP IN THE POCKETS OF CORRUPT OFFICIALS OR COMPANIES. (10% OF TOTAL PROJECT EXPENDITURES) • FURTHER, IT LEAVES ORDINARY PEOPLE WITHOUT ESSENTIAL SERVICES ( MEDICINE, SANITATION, HOUSING ). IN SHORT, CORRUPTION COSTS LIVES.

18. ETHICS AND LEADERSHIP • MANY IN THE A/E/C INDUSTRY BELIEVE THAT BEYOND TRAINING, TOP MANAGEMENT / COMPANY LEADERSHIP MUST SERVE AS A ROLE MODEL AND GUIDE TO IMPROVE ETHICAL STANDING AND PROFILE OF THE COMPANY . • UNETHICAL ACTS CAN SIGNAL A FAILURE OF MANAGEMENT “ TO KNOW HOW TO GET THE JOB DONE THE RIGHT WAY ”. • LEADERSHIP IS A “CHARACTER” ISSUE. • ACCORDING TO MIKE P.KANE, MANAGER OF FMI’S LEADERSHIP GROUP, COMPETENT LEADERS WITH NOBLE CHARACTERS WILL ACT ETHICALLY.

19. High NOBLE, BUT INEPT ( FLASH IN PAN ) NOBLE AND COMPETENT ( IDEAL ) CHARACTER INEPT AND CORRUPT ( ROAD KILL ) COMPETENT BUT CORRUPT ( PLAGUE OF INDUSTRY ) Low Low COMPETENCE High BELL-SHOULZ CHARACTER / COMPETENCE GRID

20. LEADERSHIP ATTRIBUTES ACCORDING TO A RECENT SURVEY OF TOP-LEVEL CORPORATE OFFICIALS, THE TOP 14 ATTRIBUTES OF SUPERIOR LEADERS ARE : HONEST COMPETENT FORWARD LOOKING INSPIRING INTELLIGENT FAIR-MINDED BROAD-MINDED STRAIGHT FORWARD DEPENDABLE • SUPPORTIVE • COURAGEOUS • CARING • COOPERATIVE • MATURE

21. THE 7 HABITS OF HIGHLY EFFECTIVE PEOPLE-RESTORING THE CHARACTER ETHIC(+ THE 8th HABIT) By Stephen R. Covey

22. THE 7 HABITS OVERVIEW • PARADIGMS AND PRINCIPLES • PERSONALITY vs. CHARACTER ETHIC • PARADIGM AND PARADIGM SHIFT • PRINCIPLE-CENTERED PARADIGMS • HABITS (OF EFECTIVENESS) • “HABIT” DEFINED - Intersection of knowledge, skills and desire • “EFFECTIVENESS” DEFINED - The “P/PC balance” paradigm (The goose that laid the golden egg.)

23. PRIVATE VICTORY • PROACTIVE BEHAVIOUR • STIMULUS AND RESPONSE • CIRCLE OF CONCERN / CIRCLE OF INFLUENCE • PRINCIPLES OF PERSONAL LEADERSHIP • LEADERSHIP AND MANAGEMENT • VISION ( PERSONAL AND ORGANIZATIONAL) • PRINCIPLES OF PERSONAL MANAGEMENT • THE TIME MANAGEMENT MATRIX • DELEGATION / EMPOWERMENT • TRUST

24. PUBLIC VICTORY • PARADIGM OF INTERDEPENDENCE • EMOTIONAL BANK ACCOUNT • PRINCIPLES OF INTERPERSONAL LEADERSHIP • WIN/WIN PARADIGM OF HUMAN INTERACTION • WIN/LOSE AND LOSE/LOSE PARADIGMS • PRINCIPLES OF EMPHATIC COMMUNICATION • EMPHATIC LISTENING • UNDERSTANDING OTHERS

25. PRINCIPLES OF CREATIVE COOPERATION • SYNERGY AND TEAMWORK • COMMUNICATIONS • VALUING DIFFERENCES • “PRINCIPLES OF BALANCED SELF-RENEWAL • “SHARPENING THE SAW” • PHYSICAL, SPIRITUAL, MENTAL, SOCIAL/EMOTIONAL DIMENSIONS • CONTINUOUS IMPROVEMENT (UPWARD SPIRAL)

26. THE 8TH HABIT • FIND YOUR VOICE, AND INSPIRE OTHERS TO FIND THEIRS • ESSENTIAL FOR MOVING FROM EFFECTIVENESS TO GREATNESS.

27. THANK YOU! Contact Information Mumtaz A. Usmen, PhD, PE Professor and Chair Department of Civil and Env. Engrg. Wayne State University Detroit, MI 48202 (313) 577-3789 ; FAX (313) 577-3881 Email :musmen@eng.wayne.edu