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The Role of Values in Ethics: The Value of Values

The Role of Values in Ethics: The Value of Values. Willow Misty Parks Graduate Assistant Anderson School of Management University of New Mexico Albuquerque, NM. Ethics and Training. Ethics training is similar to ….. SAFETY VIDEOS? FIRE DRILLS? NURSE MANNEQUINS? FLIGHT TRAINERS?

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The Role of Values in Ethics: The Value of Values

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  1. The Role of Values in Ethics: The Value of Values Willow Misty Parks Graduate Assistant Anderson School of Management University of New Mexico Albuquerque, NM

  2. Ethics and Training Ethics training is similar to ….. • SAFETY VIDEOS? • FIRE DRILLS? • NURSE MANNEQUINS? • FLIGHT TRAINERS? • In a training environment.

  3. Value of Values • MAKING THE BUSINESS CASE • Federal Sentencing Guidelines THE VALUE OF VALUES • Gray AreasSlippery SlopesReputationMakes the Numbers/Has no values; Legal v. Ethical Duties • Listening to “the Quietest Voice in the Room”Stewardship

  4. Have a plan! • http://25.media.tumblr.com/tumblr_mczy1llfE21rjicc5o1_1280.jpg

  5. U.S. Deferred Prosecutions Boost Compliance • The chief of the U.S. Justice Department’s criminal division, Lanny Breuer, defended the increased use of deferred-prosecution agreements, saying they had “a transformative effect on particular companies and, more generally, on corporate culture across the globe.”

  6. Ethics are NOT Black & White • Illegal • Black • Wrong • Evil • Legal • White • Right • Good

  7. EVERYONE BELIEVES THEY ARE AN ETHICAL ISLAND • RAISE YOUR HAND IF YOU CONSIDER YOURSELF ETHICAL • DO YOU THINK YOU ARE “MORE ETHICAL” THAN YOUR CO-WORKERS? • DISCUSSING ETHICS IS DIFFICULT, BUT TALKING ABOUT IT ALLOWS YOU TO SEE YOUR COLLEAGUES ARE ALSO CONCERNED ABOUT ETHICSTHIS CAN EMPOWER PEOPLE TO “PUSH” BACK WHEN ASKED TO DO SOMETHING YOU BELIEVE IS IMPROPER

  8. LYNN BREWER AT ENRON • Lynn Brewer: Former Enron Executive, Whistleblower

  9. Reputation • Warren Buffett: It takes 20 years to build a reputation and five minutes to ruin it. • We can afford to lose money, but not our reputation. How would you feel about your actions, if your family read about them on the front page of the newspaper? • If you lose money for the firmI will be understanding. If you lose a shred of reputation for the firm, I will be ruthless.

  10. GE 2000 Annual Report I • The Four Types Leadership • “It's about the four ‘types’ that represent the way we evaluate and deal with our existing leaders. Type I: shares our values; makes the numbers—sky's the limit! Type II: doesn't share the values; doesn't make the numbers—gone. Type III: shares the values; misses the numbers—typically, another chance, or two.”

  11. GE 2000 Annual Report II • “None of these three are tough calls, but Type IV is the toughest call of all: the manager who doesn't share the values, but delivers the numbers; the ‘go-to’ manager, the hammer, who delivers the bacon but does it on the backs of people, often ‘kissing up and kicking down’ during the process. This type is the toughest to part with because organizations always want to deliver—it's in the blood—and to let someone go who gets the job done is yet another unnatural act. But we have to remove these Type IVs because they have the power, by themselves, to destroy the open, informal, trust-based culture we need to win today and tomorrow.”

  12. Parable of the Sadhu I • IS THERE A LEGAL DUTY TO RESCUE? • WHAT ABOUT AN ETHICAL DUTY? • WHAT'S THE DIFFERENCE? • WHO WAS THE "LEADER" OF THE GROUP?

  13. Parable of the Sadhu II • Once you have established group goals or procedures, how difficult is it for an individual to contradict and change them? • Imagine your first day at work, and your boss asks you to do something that doesn’t sound “right.” • Groups can get us to do things we ordinarily might not do on our own, but their influence is often indirect, simply modeling the normative behavior that the group wants us to imitate and practice. (“The Lucifer Effect: Understanding How Good People Turn Evil,” by Phillip Zimbardo)

  14. Listening to The Quietest Voice • From an interview with Bob Dudley after The tragic events of 20 April 2010, BP. • “I don’t assume that I always know the answer to something. I can draw on years of experience and intuition, but we need to be constantly enquiring and learning and listening to everyone – including the quietest voice in the room. We have to keep thinking the unthinkable – be it operational, financial or compliance risk. Nobody has all the answers. Only by working together and making the most of everyone’s capabilities will we begin to move the company forward.”

  15. Conclusion • Be a steward. • WHAT WILL BE YOUR LEGACY?

  16. Conclusion & Lessons Don’t Do Aspire higher than razor thin legal compliance Comfortable talking about ethics Listen to quietest voice in the room Reputation Mission to leave better off legacy • Sacrifice the plan • Tolerate those that make the numbers but do not share values • Cross the line and rationalize

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