value and ethics_presentation_rev5[1]

1 Business Services Division

Values and Ethics Discussion

MANAGEMENT EDUCATION


Values are important beliefs and desires that shape attitudes and motivate actions.

Adapted from John W. Gregg’s (director of Controls & Accountability, UC Davis) Ethics presentation

2000 Josephson Institute, Ethics in the Workplace


Integrity

Doing the right thing when no one is looking

Fairness(Safety & Trust)

Individual & CollectiveAccountability

To ourselves & our professionTo each otherTo managementTo the Laboratory

Respect and Appreciation for the individual

One’s expertiseOne’s opinionA person’s uniqueness (Diversity is valued)Reciprocal generosity -We encourage responsible & informed risk taking (judgment) -We focus on positive reinforcement

BSD Shared Values


Berkeley Lab Core Values

•Integrity•Responsibility•Respect•Fairness•Excellence

Principles of Community

Berkeley LabEthics Statement


Stated Values

Integrity

Responsibility

Respect

Fairness

Excellence

Perceived Values

“Careerism”

“Play it safe”

“Lack of civility”

“Inequities”

“Good enough for government work”

Are we, as leaders, really developing our team members to create an organization of excellence?


Relationship Between Values & PerformanceRelationship Between Values & Performance

OrganizationalOrganizationalValuesValues

Harmony in Harmony in ValuesValues

Discord inDiscord inValuesValues

Positive ImpactPositive ImpactOn PerformanceOn Performance

Negative ImpactNegative ImpactOn PerformanceOn Performance


Effective codes of ethics flow from core Effective codes of ethics flow from core values which seek the best of an values which seek the best of an

institution’s culture.institution’s culture.

Berkeley Lab Core Values•Integrity•Responsibility•Respect•Fairness•Excellence


Moral principles of duty and virtue that prescribe how we should behavebehave; the foundation of our internal control.

IntegrityResponsibilityRespectFairness Excellence



Rights

There is a big

difference between what you

have a right to do and

what is right to do.




•It’s not about what we say, or intend, nor is it simply a written code or a framed

credo.

•Adapted from John W. Gregg’s (director of Controls & Accountability, UC Davis) Ethics presentation

•2000 Josephson Institute, Ethics in the Workplace


•“Thorny judgment calls”

•Dealing withChanging normsMixed messagesAmbiguityCompeting pressures

“Business Ethics: Setting the Right Course”’ Mary C. Gentile, Risk Management, Sept. 1998



1. Who will be affected by my decision?

2. What general rules or principles underlie my decision? Are you handling similar matters consistently?

3. What are the implications of my decision for the University and the Laboratory?

4. What does my decision say about my values? (We all know people who say one thing & do another.)

5. One can be unethical without breaking the law.

6. What is right, what is fair and what is in your best interest may not be the same. Put your bias aside.


•Influences employee behaviorInfluences employee behavior

•Can help shape value systems that last Can help shape value systems that last a working lifetimea working lifetime

•Can be one of a leader’s legaciesCan be one of a leader’s legacies


The real test of ethics and character is whether we are willing to do the

right thing

… even when it is likely to cost more

than we want to pay.




4.4. FAIRNESSFAIRNESS

• ProcessProcess

• ImpartialityImpartiality

• EquityEquity

5.5. CARINGCARING

• The heart of ethicsThe heart of ethics

• It is scarcely possible to be It is scarcely possible to be truly ethical and yet truly ethical and yet unconcerned with the unconcerned with the welfare of otherswelfare of others

6.6. CITIZENSHIPCITIZENSHIP

• Civic virtues and duties Civic virtues and duties that prescribe how we that prescribe how we ought to behave as part of a ought to behave as part of a community.community.

4.4. FAIRNESSFAIRNESS

• ProcessProcess

• ImpartialityImpartiality

• EquityEquity

5.5. CARINGCARING

• The heart of ethicsThe heart of ethics

• It is scarcely possible to be It is scarcely possible to be truly ethical and yet truly ethical and yet unconcerned with the unconcerned with the welfare of otherswelfare of others

6.6. CITIZENSHIPCITIZENSHIP

• Civic virtues and duties Civic virtues and duties that prescribe how we that prescribe how we ought to behave as part of a ought to behave as part of a community.community.


Establish shared valuesEstablish shared values

Establish a positive leadership Establish a positive leadership climateclimate

Develop self & othersDevelop self & others

Think strategicallyThink strategically

State & communicate your intentState & communicate your intent

DecentralizeDecentralize

Empower the work forceEmpower the work force

Emphasize continuous improvementEmphasize continuous improvement

Senior Leader ImperativesSenior Leader Imperatives


Importance of Corporate ValuesImportance of Corporate Values“Let us suppose that we were asked for one all-purpose bit of advice for management, one truth that we were able to distill from the excellent companies research.

We might be tempted to reply, ‘Figure out your value system. Decide what your company stands for.’

Clarifying the value system and breathing life into it are the greatest contributions a leader can make.”

-Peters & Waterman, In Search of Excellence


“Consider any great organization, one that has lasted over the years, I think you will find that it owes itsresiliency not to its form of organization oradministrative skills, but to the power of what we call beliefs (values) and the appeal these values have forits people.”

“This then is my thesis: I firmly believe that anyorganization, in order to survive and achieve success,must have a sound set of beliefs (values) on whichit premises all of its policies and actions.”

-Thomas Watson, Jr., CEO, IBM

“Consider any great organization, one that has lasted over the years, I think you will find that it owes itsresiliency not to its form of organization oradministrative skills, but to the power of what we call beliefs (values) and the appeal these values have forits people.”

“This then is my thesis: I firmly believe that anyorganization, in order to survive and achieve success,must have a sound set of beliefs (values) on whichit premises all of its policies and actions.”

-Thomas Watson, Jr., CEO, IBM

value and ethics_presentation_rev5[1]

Documents

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values

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