Organizational Culture by John Lisenko Can set ethical standards that may not be stated but are influential in creating peer pressure: “no growth” policies influence perception of developers seeking blame rather than solutions to a problem perception of public service as an honorable profession or as feeders at the public trough (or as “the hired help”)

SITUATIONS WHERE YOU MAY BE SKATING ON THIN ETHICAL ICE When time is of the essence When you feel pressured to the point where you think your job may be on the line When someone has angered you If you “step outside yourself” you will recognize that these external pressures make what at other times may be an easy decision hard. By first recognizing and dealing with the pressures surrounding the decision making process, the right decision may reveal itself to you.

SITUATIONS WHERE YOU MAY BE SKATING ON THIN ETHICAL ICE When you feel insecure in any way When the organizational culture has gotten to you

HOW DO YOU NAVIGATE MURKY ETHICAL WATERS? Follow a “code of ethics” – not all agencies have one, but you can get copies of codes from those that do. Many professional organizations such as ASCE, NSPE and APWA have adopted ethics codes or standards for professional conduct for their members. Out of 478 cities only 12 have adopted an ethics code. However, a number of cities incorporate statements reflecting their ethical values in their Mission Statement. The AICP (American Institute of Certified Planners) code of ethics states in part “A planner's primary obligation is to serve the public interest." In formulating one's definition of the public interest, one must consider the basic responsibility to protect the public health, safety, and welfare; to be concerned about the long range impact of decisions; and to understand the interrelatedness of decisions that are made. Many other professional groups (doctors, lawyers, engineers) have adopted codes of ethics. The American Public Works Association could be a source for developing a code of ethics for Public Works professionals.

ETHICAL “BAROMETERS” The “Village Idiot” Those who ask seemingly “dumb” questions Those whose judgment you (and others in the organization) respect because they walk the talk One of the roles of the “Village Idiot” was to make critical observations about village life that everyone else was afraid to (..”the Emperor has no clothes..” is an example). The current name given to critics of village (City) goings on is “Gadfly”. These are people without a specific agenda who tend to be critical of everything, so it is hard to determine when they’re on target. Nevertheless, they provide a source for determining what actions are ethical. Answering seemingly “dumb questions” can provide insight into what you may otherwise not recognize is motivating your behavior. Ethical behavior is difficult to teach except by example.

WHAT TO DO IF YOU RECOGNIZE YOU’RE IN AN ETHICAL QUANDRY? Step “outside yourself” and try to analyze the situation dispassionately. Talk to someone who doesn’t have the same personal stake in the outcome that you do. Pay attention to your “ethical barometers.” Interaction with others can provide valuable insight into what constitutes ethical behavior. This is because ethical behavior is not just simply obeying a set of rules, but reacting to different and unique situations in ways that lead to an outcome that can be judged as “the right thing to do under the circumstances” by a majority of reasonable people.

SUMMARY & CONCLUSIONS Both creativity and ethical behavior require brutally honest introspection and an ability to see beyond one’s own self-interest. The choice between alternative courses of action almost always involves rational thinking as well as ethical decision making. Failure to make a decision is a decision in itself and does not absolve one from the consequences.