resultsthroughintegrity

WHISTLEBLOWERS ANONYMOUS

Hi…  My name is Doug. I am a whistleblower.     

My story is irrelevant. It is the same everywhere.  Good versus bad.  The problem is that those with power see themselves as good and see me as bad.

The majority of employees are afraid of retribution for reporting a wrong doing- with good reason.  I am proof.  In spite of the disclosure of the incident to the federal watchdog agency, I was terminated.   

This is real stuff! You are reading about it, I am living it.

WORKPLACE MISCONDUCT

Albert Camus said that integrity has no need of rules.

KPMG in their 2008-09 integrity survey conclude that there is a real need for integrity in the workplace.

The survey reports that 3700 out of 5000 employees say they have seen or know of wrong doing or misconduct in the workplace.

THE WAY OF INTEGRITY

It is easier now.  It is what it is.

A day is a day. Moments unfold as they should. My response is requisite. When it is complete, it is done.

Shakespeare’s Polonius uttered these famous words about integrity

“To thine own self be true”    

Isn’t it ironic that the man who authored this famous statement represented everything we dislike in our character? He was a pompous old windbag who loved expediency and superficiality.

It is not easy to trust those who speak of light from the darkness. No wonder he had to be killed off before the story could evolve. 

When I started this journey, I spoke about integrity in darkness. I could not understand why no one listened.

In time, the journey became more than I and I learned about integrity in the light. Now I understand why no one listens.

THE ROLE OF ETHICS AND INTEGRITY IN ORGANIZATIONS

When employees act unethically and/or without integrity, customers lose trust and confidence in organizational products and services.

When leaders act unethically and/or without integrity, employees lose trust and confidence in organizational processes, systems and products.

Both directly impact the bottom line and the return on investment. 

What is the correlation between return on investment and unethical behavior and/or a lack of integrity?

Organizations are built on the principle that the whole is greater than the sum of the parts.

Working together creates results and outcomes for the whole that outweigh the results and outcomes of everyone working for themselves.

The secret to success is not the principle but the way synergy is created. 

Equanimity - serenity within the chaos

by Peter Vajda

"So nothing is ever good or bad unless you think it so, and vice versa. All luck is good luck to the man who bears it with equanimity." - Boethius (Anicius Manlius Severinus), Consolation of Philosophy
 
It seems most everyone I know is experiencing life these days caught up in some flavor of crisis or conflict either at work, at home, at play or in relationship. They're experiencing a form of conflict and stress around issues, for example, like leading and managing, or processes, deadlines, budgets and job security, or personal relationships and unresolved conflicts, or how to resolve health and education challenges, or whether what they are doing is what they really want to be doing with their life.
 
Stress is the wrapper surrounding their lives - consistently experiencing racing heartbeats, shortness of breath, tight jaws, facial frowns, rigid postures, negative emotions and feelings, critical and judgmental inner dialogue, illness and dis-ease. A life defined by automated, robotic reactivity to conflict and crisis. But, it doesn't have to be this way. 
 

WHAT IS INTEGRITY IN PRACTICE?

 “Integrity is the cornerstone, if not the bedrock, upon which all financial markets are based.”

(Hank Paulson, Chairman and CEO, Goldman Sachs Group June 2002)

 Whilst we have described a number of values and vices, this list is not exhaustive and should not imply that integrity can be learned by heart like the “The Ten Commandments”.

We do not propose that it is right that people should merely read a code of ethics or a list of values and then sign a declaration to that effect.

 In the early 1970s, Harvard Professor Lawrence Kohlberg proposed a model of Moral Development which demonstrated that people shaped their sense of morality through the following stages9:

 1. “Obedience and Punishment” – We are children and we behave acceptably because we are told what to do by an authority figure such as a parent or teacher. This obedience is enforced by the threat or application of punishment.

 2. “Individualism, Instrumentalism and Exchange” – This is when we recognize that it is in our best interests to be moral.

 3. “Good boy/girl” – We do the right thing because it will gain the approval of others.

 4. “Law and order” – We abide by the law and have a sense of duty.

5. “Social contract” – We have a strong sense of social responsibility and the welfare of others.

 6. “Principled Conscience” – We accept universal principles of morality and the demands of individual conscience.

 

AN ETHICAL FOUNDATION FOR FINANCIAL SERVICES

Integrity and fairness thus emerge as core business principles. We contend that firms and individuals must always place these principles above profit if they are to be ethical.

 If this statement seems challenging, then simply consider in what situations you are prepared to compromise these principles?

 Are you happy to share these instances with your customers, employees and investors?

 

IF IT’S LEGAL THEN SURELY IT’S ETHICAL?

The economist Milton Friedman argues that “there is one and only one social responsibility of business - to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception or fraud”(1).

 These “rules of the game” are to be understood as a particular society's laws. In a nutshell, Friedman is arguing that business people are ethical if and only if they struggle to increase their profits and that they are entitled as part of that struggle to do whatever the law permits.

 As long as a person's profit-maximizing actions conform to the law and professional rules, he is, in Friedman's view, acting ethically.

 Ethics is not rules.

The activities of businesses under the Nazi regime should be sufficient to show that morality (2) and law are distinct. Helping to build extermination camps was legal and good for profits but it was not ethical. Even in a more just society, laws often state only a minimum requirement, usually what is enforceable in practice, rather than what is right.

 Yet Friedman’s answer is the most common one in business today.

Friedman’s approach to ethics is limited because rules cannot cover every situation. An ethical code that simply gives detailed rules and nothing else will sink under pressure either from clever people who find ways round the rules or from new situations the rules don’t cover.

 Another very real problem for investors who take law as their professional moral guide is the different laws that operate in the different countries where they do business. While the sale of the pesticide DDT is illegal in the EU, it is legal in many less developed countries. Does that make it morally acceptable to invest in factories producing DDT in poor countries?

 What distinguishes ethics from rules is that rules tell you how to act while ethics tells you how to think before acting.

 If rules are the bricks with which we build the house that shelters us from greed and selfishness, then the foundations of that house are ethics. Without ethical foundations, the house of rules will collapse under the growing weight of regulations and the pressure of financial storms.

 So what is ethics?

Integrity In Practice

What is Integrity? What is business Ethics?

We begin by answering head-on the questions “What is Integrity?" and “What is Business Ethics?"

We do this in a way that is analytic but which we hope is easily understood by the majority of our audience.

Whilst we believe that most people have an intuitive sense of right and wrong, it is clear that an analytic understanding of integrity is no longer a significant part of our educational or cultural curriculum.

This makes integrity difficult to implement in practice as people try to resolve issues of principle and profit in their working lives.

Indeed, some people even fail to recognize that they are facing an ethical decision.

We also believe that the conflict between people’s intuitive sense of doing the right thing and the practical demands of their job generates a lot of the stress felt by many.

The Integrity Covenant

Are you working through things or are things working through you?

It is easy to perform when everything is going well. Rules tell us what is right and wrong.  

Rules require duty and obedience. These are duly rewarded when the whole is progressing as it should in an orderly fashion. Life is predictable. It is all good.

But everything doesn’t always go well. Rules no longer work.

Duty and obedience are rewarded with injustice. Chaos and confusion rule.  Life is no longer predictable. It is not so good.   

What to do?

Winston Churchill offered this advice

"Destiny is not a matter of chance, it is a matter of choice;
it is not a thing to be waited for, it is a thing to be achieved."