1. Presented by: Tish Mogan and Stephanie Taylor Building an Ethical Culture !

2. Built to Last, Successful Habits of Visionary Companies Collins & Porras At the heart of all visionary, successful and lasting companies is a strong sense of ethics At the heart of all visionary, successful and lasting companies is a strong sense of ethics.

3. Where does it start?

4. Levels of Ethical Reflection I. Individual/Personal Ethic II. Organizational Ethics III. Ethics of the Corporation/Profession

5. Ethics Definitions  Lord Moulton – Obedience to the Unenforceable

6. Ethical Influences  Family  Friends  Religion/Spirituality  Social and Cultural Milieu  Education  Professional Environment  Media  Experience

7. Universal Belief Buddhism: “Hurt not others in ways that you yourself would find harmful.” Christianity: “Whatsoever you wish that men would do to you, do so to them.” Confucianism: “What you do not want done to yourself, do not do to others.” Hinduism: “Do naught to other which would cause pain if done to you.” Judaism: “What is hateful to you, do not to your fellow man.” Islam: “No one of you is a believer until he desires for his brother that which he desires for himself.”

8. Cultural Influences Western…  Dualism Graeco Roman influence Graeco Roman influence Utilitarianism – led to Cost Benefit Analysis Utilitarianism – led to Cost Benefit Analysis Ford’s choice: “Cost of Dying in a Pinto.” Eastern…  Holistic versus dualistic  Collectivism vs. individualism

9. Gender Note:  How much has the “hunter/gatherer” experience shaped our moral decision making?  Increased awareness of the differences in male and female behaviors and decision making.  Models of authority – hierarchical vs. collaborative. Jacob’s ladder vs. Sarah’s circle. Influences (continued)

10. Ethics and the Organization  Problems  Cultures  Products/Services

11. Organizational Ethics Involves Everyone  What is a Shareholder?  Consumers/Customers  Employees  Boards  Community  Vendors

12. Organizational Culture  What is culture?  Problems with “Cookie Cutter” approaches  Aligning multiple systems to support ethical behavior  Audit of Ethical Culture

13. It’s more than a code! (  Policies and Codes  98% of firms addressed ethics in formal documents – increase in past 20 yrs.  Code alone is not the answer  Daily actions centered around core values It’s a system!

14. Norms Heroes Rituals Myths/Stories LanguageEthical/Unethical Behavio r Leadership Structure Rules/Policies Reward System Selection System Orientation/ Training Decision Processes Informal Systems FormalSystems Align the formal and informal Source: Managing Business Ethics: Straight Talk about How To Do It Right, Linda K. Trevino and Katherine A. Nelson

15. Trevino’s “Managing to Be Ethical: Debunking Myths” Myth #1 It’s easy to be ethical.Reality Ethical decisions are complex and ambiguous. 80% of adults look outside themselves for guidance. Five Business Ethics Myths

16. Myth #2 Unethical behavior in business is the result of “bad apples.”Reality Most people are followers; bad behavior comes from a system that is flawed. Five Business Ethics Myths (continued) Trevino’s “Managing to Be Ethical: Debunking Myths”

17. Myth #3 Managing ethics can be accomplished through formal ethical codes and programs.Reality Must be part of a larger coordinated cultural system supporting ethical conduct every day. Five Business Ethics Myths (continued) Trevino’s “Managing to Be Ethical: Debunking Myths”

18. Myth #4 Ethical leadership is mostly about leader integrity.Reality Need to address what you expect of others. Five Business Ethics Myths (continued)

19. Trevino’s “Managing to Be Ethical: Debunking Myths” Myth #5 People are less ethical than they used to be.Reality Scandals are age old. Business & economies addressed in Scripture, Talmud, Koran, etc. Greenspan: “It is not that humans have become anymore greedy than in generations past, it is that the avenues to express greed have grown so enormously.” Five Business Ethics Myths (continued)

20. Levels of Ethical Reflection  Name and live our own personal ethic  Define and maintain a culture of ethics within our corporation, company, business  Support “raising the bar” for the corporation/profession/nonprofit organization as a whole.