1. E THICS & PM Roger D. H. Warburton 1

2. Assignment I always … I never … 2

3. E THICS “Situations where it is difficult to determine whether conduct is right or wrong.” 3

4. E THICS PMI emphasizes that ethics is not just about knowing what is ethical, but actually speaking up. A Project Management Professional must report ethical violations IPM Co: “We will walk away from a contract that we feel violates ethical standards” 4

5. I SSUES Difficult vs. Ethical Firing People Legal vs. Ethical “Ignorance of the law is no excuse” Culture U.S. vs Other Countries “Pay for protection” 5

6. “A PM IS ETHICALLY BOUND TO DO WHAT IS BEST FOR ALL STAKEHOLDERS ” When do the interests of different stakeholders conflict? If a PM knows that her company’s bid is overly optimistic is she ethically bound to tell the client? Or, is she ethically bound to keep it to herself? Who made the decision? Are some stakeholders more important? 6

7. A COMPANY ’ S BID IS “ TOO OPTIMISTIC ” Whose responsibility is it? Is the problem competency, experience or ethics How does a PM know what is common practice (contingencies)? What is truly & deliberately un-ethical? Would a PM give up ethics in a weak legal system? Can an organization survive if it consistently acts unethically? 7

8. D EONTOLOGY Greek “deon” duty, obligation Ethics based on acting according to what is right Moral obligation 8

9. D EONTOLOGY Kant is the most important deontological theorist Application of established general rules or moral laws to a decision There are acts whose rightness or wrongness is not dependent on the goodness or badness of their consequences “No matter what the consequences” 9

10. T HE S EVEN B ASIC M ORAL D UTIES 1. One ought to keep promises (fidelity) 2. One ought to right the wrongs that one has inflicted on others (reparation) 3. One ought to distribute goods justly (justice) 4. One ought to improve the lot of others with respect to virtue, intelligence, and happiness (beneficence) 5. One ought to improve oneself with respect to virtue and intelligence (self-improvement) 6. One ought to exhibit gratitude (gratitude) 7. One ought to avoid injury to others (non- injury) 10

11. T ELEOLOGY Greek telos, “end” & logos, “reason” Study of design, purpose Historically identified with Aristotle Explanation by reference to some purpose or end The doctrine that in the universe all phenomena are directed towards a goal or are designed according to some purpose What is the true purpose of the nose? 11

12. T ELEOLOGY Evaluate actions by the goal or consequences Correct actions produce the most good Wrong actions do not contribute to the good 12

13. T HE W ATCHMAKER A NALOGY Dates back to Cicero Voltaire “If a watch proves the existence of a watchmaker but the universe does not prove the existence of a great Architect, then I consent to be called a fool.” Countered by showing that highly complex systems can be produced by a series of very small randomly- generated steps Dawkins “The Blind Watchmaker” 13

14. T ELEOLOGY “T HE E NDS ” Egoism (Focuses on self-interest) Does the action benefit me, as an individual? Utilitarianism Operating in the public interest rather than for personal benefit An action is right if it maximizes benefits over costs for all involved, everyone counting equal Altruism An action is right if it maximizes the benefits of some, even at the cost to yourself Self-sacrifice is the highest moral duty, virtue, and value. “A decision results in benefit for others, even at a cost to yourself” 14

15. E THICS E XAMPLE “We could get out of Iraq by 2010 if we ….” “War is wrong” 15

16. E THICS Done! 16