building and sustaining strong ethical cultures
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Building and Sustaining Strong Ethical Cultures. American Society for Quality April 9, 2014 Jim Nortz [email protected] 585-260-8960. Built on Ethics Advisory Services. Helping organizations thrive by building sound internal controls and strong ethical cultures. Today’s Agenda. - PowerPoint PPT PresentationTRANSCRIPT
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Building and Sustaining Strong Ethical Cultures
American Society for Quality
April 9, 2014Jim Nortz
585-260-8960
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Helping organizations thrive by building sound internal controls and strong ethical cultures.
Built on Ethics Advisory Services
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1. What is a strong ethical culture?2. Why should I want a strong ethical
culture?3. How can I build and sustain a strong
ethical culture?
3
Today’s Agenda
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1. I am an ethical person.
A. Agree
B. Disagree
4Agree
Disagree
2%
98%
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2. It is very important to me that the organization I work for is ethical.
A. Agree
B. Disagree
5Agree
Disagree
2%
98%
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3. There have been times in my career when I felt pressure to compromise my ethical standards.
A. True
B. False
6True
False
31%
69%
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4. There have been times at work when I saw things going wrong and even though I spoke up, I was unable to get the organization to change course.
A. True
B. False
7
14%
86%
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5. Our organization has an accurate gauge to measure the strength of our ethical culture.
A. True
B. False
8True
False
88%
12%
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What is a strong ethical culture?
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A strong ethical culture is one in which the dominant social dynamics consistently encourage/reward ethical behavior.
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Strong Ethical Culture
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A strong ethical culture is one in which the dominant social dynamics consistently encourage/reward ethical behavior.
A culture in which it’s “cool” to be good – where the odd person out is the one who breaks the rules.
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Strong Ethical Culture
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Why should I want a strong ethical culture?
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2006 LRN National Survey
“A majority of workers – 94 percent – say it is “critical” or “important” that the company they work for is ethical.”
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Reduced Misconduct Rates
0%
20%
40%
60%
80%
100%
Weak Ethical Culture Strong Ethical Culture
88%
20%
Percentage of Employees Who Observed Misconduct
2013 National Business Ethics Survey
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A Strong Ethical Culture it Good for Business
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Organizations with strong ethical cultures:
1. Minimize risks.
2. Maximize teamwork.
3. Recruit, retain and motivate the best in the industry.
4. Earn and sustain the trust of key stakeholders (customers, shareholders, suppliers and communities)
5. Maximize opportunities for superior financial performance.
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Benefits of a Strong Ethical Culture
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2013 National Business Ethics Survey
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How can I build and sustain a strong ethical culture?
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The Big Question
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Organizational Behavior Distribution Curve
Acceptable Behavior Zone Unacceptable Behavior Zone
OrganizationalBehavioralBoundary
CatastrophicBehavioral Boundary
CatastrophicBehavior Zone
Industry Behavioral Boundary
Legal Behavioral Boundary
Ideal Behavior
Number of People
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Organizational Behavior Distribution Curve
Acceptable Behavior Zone Unacceptable Behavior Zone
OrganizationalBehavioralBoundary
CatastrophicBehavioral Boundary
CatastrophicBehavior Zone
Industry Behavioral Boundary
Legal Behavioral Boundary
Ideal Behavior
Pressure to Cheat
Number of People
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Pressure to Cheat
External to Organization Shareholders Government Officials Customers
Inside the Organization Leaders Peers Job Demands
Inside Self Desire to win Desire to get job done Desire to save time Desire to look good
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Organizational Behavior Distribution Curve
Acceptable Behavior Zone Unacceptable Behavior Zone
OrganizationalBehavioralBoundary
CatastrophicBehavioral Boundary
CatastrophicBehavior Zone
Industry Behavioral Boundary
Legal Behavioral Boundary
Ideal Behavior
Pressure to Cheat
Number of People
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Organizational Behavior Distribution Curve
Acceptable Behavior Zone Unacceptable Behavior Zone
OrganizationalBehavioralBoundary
CatastrophicBehavioral Boundary
CatastrophicBehavior Zone
Industry Behavioral Boundary
Legal Behavioral Boundary
Ideal Behavior
Pressure to Cheat
PurposeStructuresSystems
Number of People
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A Live Demonstration
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25
Organizational Behavior Distribution Curve
Acceptable Behavior Zone Unacceptable Behavior Zone
OrganizationalBehavioralBoundary
CatastrophicBehavioral Boundary
CatastrophicBehavior Zone
Industry Behavioral Boundary
Legal Behavioral Boundary
Ideal Behavior
Pressure to Cheat
PurposeStructuresSystems
Number of People
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26
Organizational Behavior Distribution Curve
Acceptable Behavior Zone Unacceptable Behavior Zone
OrganizationalBehavioralBoundary
CatastrophicBehavioral Boundary
CatastrophicBehavior Zone
Industry Behavioral Boundary
Legal Behavioral Boundary
Ideal Behavior
Pressure to Cheat
PurposeStructuresSystems
Individual Attributes(Knowledge, Attitudes, Choices & Habits)
Number of People
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Organizational Behavior Distribution Curve
Acceptable Behavior Zone Unacceptable Behavior Zone
OrganizationalBehavioralBoundary
CatastrophicBehavioral Boundary
CatastrophicBehavior Zone
Industry Behavioral Boundary
Legal Behavioral Boundary
Ideal Behavior
Pressure to Cheat
PurposeStructuresSystems
Individual Attributes(Knowledge, Attitudes, Choices & Habits)
Social Dynamics(Obedience to AuthorityConformity to Social Norms)
Number of People
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Obedience to Authority
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Conformity to Social Norms
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30
Organizational Behavior Distribution Curve
Acceptable Behavior Zone Unacceptable Behavior Zone
OrganizationalBehavioralBoundary
CatastrophicBehavioral Boundary
CatastrophicBehavior Zone
Industry Behavioral Boundary
Legal Behavioral Boundary
Ideal Behavior
Pressure to Cheat
PurposeStructuresSystems
Individual Attributes(Knowledge, Attitudes, Choices & Habits)
Social Dynamics(Obedience to AuthorityConformity to Social Norms)
Number of People
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Organizational Behavior Distribution Curve
Acceptable Behavior Zone Unacceptable Behavior Zone
OrganizationalBehavioralBoundary
CatastrophicBehavioral Boundary
CatastrophicBehavior Zone
Industry Behavioral Boundary
Legal Behavioral Boundary
Ideal Behavior
Pressure to Cheat
PurposeStructuresSystems
Individual Attributes(Knowledge, Attitudes, Choices & Habits)
Social Dynamics(Obedience to AuthorityConformity to Social Norms)
Number of People
Leadership
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A Failure of Leadership
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A Tale of Two Leaders
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I wish my leaders were here to listen to this talk because they need to change for our organization to improve its culture.
A. Agree
B. Disagree
34Agree
Disagree
22%
78%
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Avoid the
Blame and Change Game Trap
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1. Focus on yourself - Take personal responsibility for modeling and promoting ethical behavior.
2. Reflect on a significant failure of leadership and re-write the story.
3. Look for and emulate role models.
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A Path to Ethical Leadership
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Two Leadership Challenges
1. Good intentions alone are insufficient to secure the “good” in organizations.
2. The primary behavioral drivers are invisible.
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Two Leadership Challenges
1. Good intentions alone are insufficient to secure the “good” in organizations.
2. The primary behavioral drivers leaders seek to influence are invisible.
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Important Leadership Tools
Acceptable Behavior Zone Unacceptable Behavior Zone
OrganizationalBehavioralBoundary
CatastrophicBehavioral Boundary
CatastrophicBehavior Zone
Industry Behavioral Boundary
Legal Behavioral Boundary
Ideal Behavior
Pressure to Cheat
PurposeStructuresSystems
Individual Attributes(Knowledge, Attitudes, Choices & Habits)
Social Dynamics(Obedience to AuthorityConformity to Social Norms)
Number of People
Leadership
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Leadership Tools
1. Purpose – Define the “why,” “what” and “how” of your organization in ethical terms and integrate it into all aspects of your operations.
2. Structure – Ensure spans of control and accountability are designed to promote ethical behavior.
3. Systems – Evaluate your key systems to ensure their reliability.
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Two Leadership Challenges
1. Good intentions alone are insufficient to secure the “good” in large/complex organizations.
2. The primary behavioral drivers leaders seek to influence are invisible.
41
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The Key Behavioral Drivers Are Invisible
Acceptable Behavior Zone Unacceptable Behavior Zone
OrganizationalBehavioralBoundary
CatastrophicBehavioral Boundary
CatastrophicBehavior Zone
Industry Behavioral Boundary
Legal Behavioral Boundary
Ideal Behavior
Pressure to Cheat
PurposeStructuresSystems
Number of People
Leadership
Individual Attributes(Knowledge, Attitudes, Choices & Habits)
Social Dynamics(Obedience to AuthorityConformity to Social Norms)
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The Primary Behavioral Drivers are Between Our Ears
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Perceived pressure to cheatPerceived leadership
KnowledgeAttitudesChoicesHabits
Perceived pressure to do wrong.Perceived encouragement to do
right
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Measuring the Invisible
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Revealing the Invisible
Anonymous Polling
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1. Do employees know the rules associated with their jobs?
2. What are employees’ attitudes toward the rules?
3. Are employees pressured to violate the rules or encouraged to follow them?
4. How frequently do employees see misconduct in the workplace?
5. What kind of misconduct are they seeing?
6. When they see misconduct, do they report it? If so, to whom? If not, why not?
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Essential Information
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Key Takeaways
1. Focus on yourself - Take personal responsibility for modeling and promoting ethical behavior.
2. Reflect on a significant failure of leadership and re-write the story.
3. Look for and emulate role models.
4. Optimize your chances of building and sustaining a strong ethical culture by:
a. Periodically evaluating and improving your organization’s purpose, structures and systems; and
b. Measuring the direction and magnitude of the invisible key behavioral drivers using anonymous polling.
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Thank You
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Building and Sustaining Strong Ethical Cultures
American Society for Quality
April 9, 2014Jim Nortz
585-260-8960
49