Giving Voice to Values (GVV): Overcoming Misconduct in the Workplace

1. Dr Dave Webb Giving Voice to Values (GVV): Overcoming Misconduct in the Workplace dave.webb@uwa.edu.au

2. GVV and other ethics approaches Edwards, M.G., Webb, D; Chappell, S. & Gentile, M. (forthcoming 2011)

3. Giving Voice to Values (GVV) • Thought experiment • “If I were to act on my values (in this values conflict situation) what would I say and do?” Gentile 2010, p.xxxv

4. The process of finding and giving voice Edwards, M.G; Webb, D; Chappell, S & Gentile, M (forthcoming 2011)

5. Rationalisations: Examples • Expected or standard practice – “Everyone does this so it’s really standard practice” • Materiality – “It doesn’t really hurt anyone” • Locus of responsibility – “This is not my responsibility, I’m just following orders here” • Locus of loyalty – “I don’t want to hurt my reports/team/boss/company” Gentile 2010, p.179

6. Edwards, MG; Webb, D; & Chappell, S. (2010). Unpublished teaching materials

7. GVV process simplified • Define purpose and know thyself (self-knowledge) • Identify key parties and what’s at stake for each • Identify personal biases & rationalisations (inhibiting arguments: self-initiated and from others) • Identify support levers • Develop enabling arguments • Prepare and practise script

8. The leadership role: Culture of candor examples • Tell the truth • Admit your mistakes • Encourage people to speak truth to power • Reward contrarians • Practise having unpleasant conversations • Build organisational support for transparency O’Toole & Bennis (2009)

9. Conclusions • GVV - Develops competences to have ethical conversations • Through practice potentially fewer episodes of workplace misconduct • Role of leaders is to establish a culture of candor and openness, one that encourages new ways of thinking and acting