Values and Ethics & Conflict of Interest

1. Values and Ethics &Conflict of Interest Kim Ann Chute Senior Advisor Conflict Management

2. Agenda Part I What are Values and Ethics? Define and understand ethical dilemmas Review a model to Ethical Decision Making Part II Definition of Harassment? Strategies for prevention

4. Exercise

5. Values Values are the rules by which we make decisions about right and wrong, should and shouldn't, good and bad. They also tell us which are more or less important, which is useful when we have to trade off meeting one value over another (see Ethical Dilemma).

6. Ethics Ethics tend to be codified into a formal system or set of rules which are explicitly adopted by a group of people. • Organizational values (see DND/CAF, CFMWS) • Possible direction in organization’s Mission Statement

7. Conflict of Interest (COI) A situation in which one’s private interests could improperly influence the performance of his or her official duties and responsibilities or in which one uses his or her office for personal gain. A real conflict of interest exists at the present time, an apparent conflict of interest could be perceived by a reasonable observer to exist, whether or not it is the case, and a potential conflict of interest could reasonably be foreseen to exist in the future.

8. What is an Ethical Dilemma? An ethical dilemma exist when a decision is required that a course of action requires the choice of one option over the other where no matter what some ethical principle is compromised. Right vs Right

9. Typical ‘Ethical Dilemmas’ Client Satisfaction vs Org Policy/Rule Others?

10. Ethical Decision Making Gather the facts Define the ethical issue Identify the affected parties Identify the consequences Long-term vs Short-term Symbolic Consequences of secrecy Identify the obligations Consider your character and integrity Think creatively about potential actions Check your gut Sixth Edition, Managing Business Ethics, L. Trevino & K. Nelson

11. Case Scenario Lately, there has been a lot of mixed information in the press about Andy’s organization. It frustrates him that the media is ‘obviously not getting all the facts.’ One evening, Andy has enough and tweets about his frustration. Is this an ethical dilemma? What kind? What should Andy have considered before acting?

12. Discussion What are the most significant consequences of an organization failing to address ethical breaches? Including impacts on employees.

13. Harassment Prevention Kim Ann Chute Senior Advisor Conflict Management

14. Harassment is… ...the improper conduct by an individual, that is directed at and offensive to another individual in the workplace, including at any event or any location related to work, and that the individual knew or ought reasonably to have known would cause offence or harm.

15. Examples Yelling at the person; threatening; constantly interrupting that person; prohibiting the person from speaking to others. Unwanted sexual advances which may or may not be accompanied by threats or explicit or implicit promises. Sexual harassment may include offensive jokes and comments. Making rude, degrading or offensive remarks or making gestures that seek to intimidate. Discrediting the person by spreading malicious gossip or rumours, ridiculing him/her, humiliating him/her, calling into question his/her convictions or his/her private life, shouting abuse at him/her. Isolating the person by no longer talking to him or her, denying or ignoring his or her presence, distancing him or her from others. Harassing a person based on a prohibited ground of discrimination as described in the Canadian Human Rights Act.

16. Canadian Human Rights Act (CHRA) Prohibited Grounds of Discrimination listed in the CHRA: Age Religion Sex (gender) Sexual Orientation Marital Status Family Status Race or Colour National or Ethnic Origin Physical or Mental Disability Criminal Offence for which a pardon has been granted

17. What it isn’t… Normal exercise of management’s right to manage such as the day-to-day management of operations, performance at work or absenteeism, the assignment of tasks, reference checks, and the application of progressive discipline, up to and including termination, constitute the legitimate exercise of management’s authority. Workplace conflict in itself, does not constitute harassment but could turn into harassment if no steps are taken to resolve the conflict. Work related stress in itself does not constitute harassment, but the accumulation of stress factors may increase the risk of harassment. Difficult conditions of employment, professional constraints, and organizational changes. A single or isolated incident such as an inappropriate remark or having an abrupt manner.

18. Impact on the workplace Unresolved harassment causes: • a poisoned work environment • absenteeism & higher turnover • increased mistakes & injuries • lost productivity & down time • higher operational costs • costly litigation, damages & a poor public image

19. Impact on YOU! • Unresolved harassment causes: • low morale & lower self-esteem • anxiety & performance issues • sadness, irritability & possibly depression • seeps into home life…

20. Why people don’t address harassment: Fear that nothing will be done Fear that they or the complaint won't be taken seriously Fear of reprisals from the perpetrator—especially if it is a supervisor Fear that they will be told they "asked" for it Fear of being blamed or ridiculed Afraid they will be told to "lighten up" Fear of getting a bad reputation Fear of appearing incompetent, or unable to handle difficult situations Fear of being labelled a “troublemaker" Reluctance to get the perpetrator into trouble Feeling alone or isolated, that no one else objects to the behaviour Feeling embarrassed or humiliated by the behaviour

21. Exercise How do you prevent harassment from occurring in your workplace? Consider: • What is the most likely type of harassment? • Who is most at risk? • Other considerations? Take your ideas and create a team action plan!

22. QUESTIONS Thank you!