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1 ETHICAL BEHAVIOR & CSR For SASAC managers Sept. 6th 2012 Laurent Ledoux – 0478 62 14 20 (www.philoma.org)

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Presentation on theme: "1 ETHICAL BEHAVIOR & CSR For SASAC managers Sept. 6th 2012 Laurent Ledoux – 0478 62 14 20 (www.philoma.org)"— Presentation transcript:

1 1 ETHICAL BEHAVIOR & CSR For SASAC managers Sept. 6th 2012 Laurent Ledoux – (www.philoma.org)

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3 3 Reflecting on ethical behavior in business today1 Reflecting on Corporate Social Responsibility today2 Reflecting on the type of leadership needed to promote ethical behavior & CSR3

4 4 Case 1 : What would you do if you were the CEO of the Car Company ? Would you retrieve the car from the markets or not ?

5 5 Case 2: What would you do if you were Steve Lewis ? Would you go to the meeting or not ?

6 6 Become who you are (Friedrich Nietzsche) How do my feelings and intuition define, for me, the ethical dilemma? (To respect oneself or to be loyal – loyal to whom?) Which of the values that are in conflict are most deeply rooted in my life and in my community? (To consider the dilemma as his parents son) Looking to the future, what is my way (not the way of others)? (To become partner in an investment bank) What combination of expediency and shrewdness, coupled with imagination & boldness, will move me closer to my personal goals? (To go to St Louis but to participate to the presentation) Who am I? Source: Badaracco (1997); adapted by Ledoux Lewis possible questions

7 7 Ethics, a major branch of philosophy, encompasses right conduct & good living An ethos is the doctrine of a particular art of living the best possible life and the means to pursue this aim (i.e. to live happily or to search for truth) (Marcel Conche, philosopher) « Ethos » in Greek: custom, habit, way of behaving in an environment The primary meaning of «Ethos» or «Ethics» has therefore to do with: making your way,positioning yourself in an environment A morality is a set of duties & imperatives (positive or negatives) that a society or a community gives to itself & which enjoins its members to conform their behaviour, «freely» & in an «unselfish» way, to certain values enabling to distinguish right & wrong.

8 8 Codes of conducts & Mission statements Legal duties Heuristics («sleep-test» rules) Moral or ethical principles Possible sources when facing an ethical dilemma

9 9 Institutional structure Fixity & consistency Individual processes Adaptability & responsiveness Results Doing good Principles Doing right Virtue Ethics (Aristotles, Gilligan,…) Development Ethics (Etzioni, Covey,…) Deontological Ethics (Kant, Rawls,…) Teleological Ethics (Bentham, Mill,…) Source: Fisher & Lovell (2003); adapted by LL 4 main categories of ethics

10 10 The Texas Instrument Ethics Quick Test (2001) Is the action legal? Does it comply with TI values? If you do it, will you feel bad? How will it look in the newspaper? If you know its wrong, dont do it! If youre not sure, ask. Keep asking until you get an answer.

11 11 Suez code of ethics Questions to ask yourself in front of an ethical dilemma Is it conform to the law ? Is it conform to the ethical code and values of my company ? Am I conscious that my decision can engage other people in the company ? Do I feel alright with my decision ? What would the colleagues think about my decision ? What if it would be published in a newspaper ? What would my family think about it ? What if everybody would do the same ? Should I question the person in charge of deontology ?

12 12 Case 3: What would you do if you were M. Wang, the head of the marketing department ? Would you fire Mrs Jie ?

13 13 Who are we ? What are the other strong, persuasive, competing interpretations of the situation or problem that I hope to use as a defining moment for my org.? (To understand that, for Walters, the basic ethical issue was irresponsibility: McNeils for not pulling her weight & his for not taking action) What is the cash value of this situation and of my ideas for the people whose support I need? (Refine his message and shape it to the psychological & political context in which he was working, in terms of raising productivity or improving recruiting) Have I orchestrated a process that can make the values I care about become the truth of my organization? (After hiring McNeil, to start quickly to let her & her work known to his bosses & to campaign for a more family-friendly workplace) Am I playing to win? (To take swift actions to counter Walters: While Adario was out of the office, she worked with one of the bosses to swiftly resolve McNeils issue) Truth happens to an idea. Its verity is in fact an event, an idea (William James) Wangs possible questions to think «internal» dilemmas Source: Badaracco (1997); adapted by Ledoux

14 14 Case 4: What would you do if you were Edouard Sakiz, the CEO of Roussel-Uclaf ?

15 15 Who is the organisation? Have I done all I can to secure my position and the strength & stability of my organization? (To refrain to take decisions that could expose directly The organization or to confront the BoAs president) Have I thought creatively & imagina- tively about my organizations role in society & its relationship to its stakeholders? (To orchestrate a public debate among the different stakeholders) Should I play the lion or the fox? (To organize and support a vote that will trigger a massive counter-reaction from other actors) Have you done all you can to strike a balance, both morally & practically? (To market the new drug without endangering the organization) Ethics result from the inescapable tension between Virtue & Virtu (Aristote & Machiavel) Source: Badaracco (1997); adapted by Ledoux Edward Sakizs possible questions

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18 18 * Synthesis based on the texts from André Comte-Sponville, Marcel Conche & François Jourde Economic, technical & scientific order Possible vs. Impossible (Natural and rational Law) Juridical & political order Legal vs. Illegal Moral order Right vs. Wrong (Universal or universalisable duties) limits completes Ascending hierarchy for individuals Ascending hierarchy for individuals Ethical order Good vs. Bad (Self, subjective or relative Will) The 4 orders & the tensions between the individual and the group Descending hierarchy for groups Descending hierarchy for groups Wisdoms Spiritualities Metaphysics (secular or religious) Spiritualities Metaphysics (secular or religious) possibly induces

19 19 Ask yourself these questions concerning the decision you wish to take 4. Light-of-day test. Would I feel good or bad if others (friends, family, colleagues) were to know of my decision and action? 5. Virtuous mean test. Does my decision add to, or detract from, the creation of a good life by finding a balance between justice, care and other virtues? Deontological ethics 6. Veil of ignorance/Golden Rule. If I were to take the place of one of those affected by my decision and plan would I regard the act positively or negatively? 7. Universality test. Would it be a good thing or a bad thing if my decision and plan were to become a universal principle applicable to all in similar situations, even to myself? Development ethics 8. The communitarian test. Would my action and plan help or hinder individuals and communities to develop ethically? 9. Self-interest test. Do the decision and plan meet or defeat my own best interests and values? Teleological ethics 11. Utilitarian test. Are the anticipated consequences of my decision and plan positive or negative for the greatest number? 12. The discourse test. Have the debates about my decision and plan been well or badly conducted? Have the appropriate people been involved? 3. Hedonistic or intuitive test. Does my decision correspond with my gut feeling and my values? Does it make me feel good? Corporate credos & mission statements Legal duties 2. Organisational test. Is my decision in accordance with my organisations rules of conduct or ethics 1. Legalist test. Is my decision in accordance with the law? Virtue ethics +/-Veto Respect of ethical principles Heuristics 10. Consequential test. Are the anticipated consequences of my decision and plan positive or negative? 12 tests filter to validate or reject a decision Trigger

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21 21 Reflecting on ethical behavior in business today1 Reflecting on Corporate Social Responsibility today2 Reflecting on the type of leadership needed to promote ethical behavior & CSR3

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24 24 Motivation In whose interest & why? For Share- or Stakeholders? Marketing opportunism or moral duty? Power locus Who drives CSR? Internally: managers or «corporates»? Externally: Govs, NGOs or corporates? Method How to promote it? Regulation or self-regulation? Soft or hard? Global or Issue-related? Dynamic How did/does CSR evolve? Concepts evolution so far? Todays logic in a globalized economy?

25 25 Economic ethics Part of ethics which deals with behaviours and institutions of this sphere, i. e., of the entirety of exchange activities of goods and services and of production related to this exchange. (French Penal Code – 1994) Economic ethics Part of ethics which deals with behaviours and institutions of this sphere, i. e., of the entirety of exchange activities of goods and services and of production related to this exchange. (French Penal Code – 1994) Business ethics Corporate ethics Presents itself as responsibility ethics (not only of conviction), organised as a doctrine which guides activities and behaviour at work (Fabienne Cardot) Corporate ethics Presents itself as responsibility ethics (not only of conviction), organised as a doctrine which guides activities and behaviour at work (Fabienne Cardot) Strategic manifestation: CSR 3 levels of commitment 3. Values ethics 1. Governance ethics 2. Deontological ethics

26 26 Corporate Social Responsibility The entirety of obligations legally required or voluntarily assumed by an enterprise to pass as an imitable model of good citizenship within a given field (Jean Pasquero) Corporate Social Responsibility The entirety of obligations legally required or voluntarily assumed by an enterprise to pass as an imitable model of good citizenship within a given field (Jean Pasquero) Economic Environmental Social The three dimensions of CSR Fair Viable Sustainable Livable Yesterdays representation…

27 Economique Environnement Social Equitable Viable Durable Vivable Economic sphere Social sphere Biosphere Laurent Ledoux – 31/03/11 Todays representation…

28 28 Laurent Ledoux – 31/03/11

29 29 Meeting the needs of the present generation without compromising the ability of future generations to meet their needs Brundtland Report for the UN Meeting the needs of the present generation without compromising the ability of future generations to meet their needs Brundtland Report for the UN Not only environmental issues… Source : Ph. Defeyt based on PNUD Source : Isabelle Cassiers, Conférence au Collège Belgique, daprès le PNUD

30 30 Laurent Ledoux – 31/03/11

31 31 Sustainability Towards Stagnation (Too little efficiency) Towards Brittleness (Too little diversity) Greater efficiency (streamlining) Diversity & Interconnectivity Optimum 100% 0% Optimal balance Greater resilience

32 32 Time Content richness of the CSR concept Source : Jean Pasquero (2005), adapted by Ledoux Philanthropy Grants & corporate patronage Sollicitude Employees needs Environmental nuisance limit Priority given to the environment Classical eco. (18th century) Traditional eco. (19th c.) Beg. of 20th c. 1960s Social responsiveness « Societal management » system Ethical rectitude Codes of conduct Performance reporting Triple balance sheet Citizen participation Proactive «engagement» 1970s1990s Beg. of 21th c. Efficient management (Technical skills) 8 components of CSR nowadays Evolution of CSR so far?

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34 Global Compact corporates become world citizens Time Coherency of the coregulation system Corporates emancipation from states Politization of comsumption Voluntary adoption of codes of conducts Growth of surveillance & social controls web Empowerment of 3rd parties by States & Judges Proliferation through reputation & transparency Transfer of States duties to corporates Regulatory innovation process Highly stylised process*: in reality these trends overlap each other «Formally» but self-fulfilling prophecy «Formally» but self-fulfilling prophecy Effectively * Source: Responsabilité sociale des entreprises et co-régulation, by Berns & al, Nike vs. Kasky Consumers CSR concerns legally recognized Soft Hard Explaining the growing impact of CSR & co-regulation during the last 50 years ?

35 35 Laurent Ledoux – 31/03/11 What does teach us the Toyota brake scandal ?

36 36 Protestant ethos Protestant ethos Birth of modern Capitalism Birth of modern Capitalism Time Consumerist Capitalism Consumerist Capitalism Promotion of a childish ethos Promotion of a childish ethos Post-capitalist Ethos Post-capitalist Ethos Rise of the post- capitalist economy ? Progressist ethos Progressist ethos Expansion of industrial Capitalism Evolution of the relations between capitalism & the dominant ethos

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39 Who are my stakeholders & how to engage them to work with you ? A.List your stakeholders B.How can each of them influence you and vice versa ? C.What is the right attitude to adopt with each of them ? D.How to turn each of them into an ally or to minimize their potentially negative impact ?

40 Stakeholder analysis LOW HIGH Expectations & preoccupations of the stakeholder Tensegrity Positive strength Negative strength Key actors at stakeholder Approach/Action Plan Partnership / Innovation / Good neighbor / Negociation Description of the stakeholder (group of organization or individual organization) Our influence/impact on the stakeholderThe stakeholder influence/impact on us

41 Identification of the related risk Stakeholders to be involvedAction plan to manage the risk & to transform it into an opportunity CSR action plan per issue LOW HIGH Stimulating or constraining strength Expliquer en quoi cet enjeu représente actuellement une force stimulante ou une force contraignante Description of issue 1 Identification of the related opportunity Stakeholders to be involvedAction plan to seize the opportunity & limit related risks

42 42 Reflecting on ethical behavior in business today1 Reflecting on Corporate Social Responsibility today2 Reflecting on the type of leadership needed to promote ethical behavior & CSR3

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44 44 Distinguishing technical problems & adaptive challenges Solution and implementation Primary locus of resp. for the work Kind of work Problem definition Challenge Clear Physician Technical Clear Requires learning Physician and patient Technical and adaptive Requires learning Patient > physician Adaptive Type I Type II Type III Source: Leadership without easy answers, by Ronald Heifetz

45 45 Modulating the stress Source: Leadership on the line, by Ronald Heifetz & Marty Linsky

46 Protect leadership voices w/out authority (Cover who raises questions authorities cant raise) 5 strategic principles of Leadership Keep the distress level tolerable (Control the pressure cooker) Focus on ripening issues (Counteract work avoidance mechanisms) Give the work back to people (Put pressure on people with the problem) Identify the adaptive challenge (Unbundle the issues) 5 strategic principles of adaptive leadership Source: Leadership without easy answers, by Ronald Heifetz, adapted by Ledoux

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50 50 I. Diagnose the system Be ready to observe & interpret bef. intervening Diagnose the system itself Diagnose the adaptive challenge Diagnose the political landscape Understand the qualities that makes an organization adaptive II. Mobilize the system Make interpretations Design effective interventions Act politically Orchestrate the conflict Build an adaptive culture III. See yourself as a system Identify who you are Know your tuning Broaden your bandwidth Understand your roles Articulate your purposes IV. Deploy yourself Stay connected to your purposes Engage courageously Inspire people Run experiments Thrive 4 related groups of activities of adaptive leadership

51 51 Bibliography The practice of adaptive leadership, Ronald Heifetz, Alexander Grashow & Marty Linsky, HBR ed., 2009 Leadership without easy answers, Ronald Heifetz, HBR ed., 1994 Leadership on the line, Ronald Heifetz & Marty Linsky, HBR ed., 2002 Leadership can be taught, Sharon Daloz Parks, HBR ed., 2005 Defining moments, Joseph Badaracco, HBR ed, 2003 Leading quietly, Joseph Badaracco, HBR ed., 2002 Questions of character, Joseph Badaracco, HBR ed., 2006 Arts of the wise leader, Mark Strom, Sophos ed., 2007 (www.artsofthewiseleader.com) The powers to lead, Joseph Nye, HBR ed., 2008 Leading with wisdom: spiritual-based leadership in business, Peter Pruzan & Kirsten Pruzan Mikkelsen, Response ed., 2009 Rational, Ethical & Spiritual Perspectives on Leadership, Peter Pruzan, Peter Lang ed., 2009 Leadership, Spirituality and the Common Good, Henri-Claude de Bettignies & Mike J. Thompson, Garant ed., 2010 The Seven-day weekend, Ricardo Semler Freedom Inc., Bryan Carney & Isaac Getz

52 52 Bibliography Rethinking business ethics – A pragmatic approach, Sandra Rosenthal & Rogene Buchholz, Oxford Press, 2000 Business Ethics & Values, Colin Fischer & Alan Lovell, FT Prentice Hall, 2003 Working ethics, Marvin Brown, Jossey-Bass, 1990 Does business ethics pay?, S. Webley & E. More, London IBE, 2003 Managing messy moral matters, C.M. Fischer & C. Rice, in Strategic Human Resources, J. Leopold, L. Harris & T.J. Watson, 1999 Consumed: How Markets Corrupt Children, Infantilize Adults, and Swallow Citizens Whole, B. Barber, 2007 Capitalism at crossroads, S. Hart, 2005

53 From Tribal leadership by Logan, King & Fischer-Wright, 2008; adapted by Ledoux Stage Alienated Stable partnership Team Life sucks Im great Life is great My life sucks Were great Language 2% 25% 49% 22% 2% % Separate Relationship to people Separate Stable partnership My life sucks Were great Language Personal domination

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57 Inspired by Isaac Getz (Freedom Inc.)

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61 Marina OlivierLaurent

62 Listen to your liberating question Get off the dance floor & on the balcony Learn daily to ride your elephant Get out of the way - Let go


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