value and ethics_presentation_rev5[1]
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Values and Ethics Discussion
MANAGEMENT EDUCATION
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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
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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
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Berkeley Lab Core Values
•Integrity•Responsibility•Respect•Fairness•Excellence
Principles of Community
Berkeley LabEthics Statement
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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?
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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
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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
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Moral principles of duty and virtue that prescribe how we should behavebehave; the foundation of our internal control.
IntegrityResponsibilityRespectFairness Excellence
Adapted from John W. Gregg’s (director of Controls & Accountability, UC Davis) Ethics presentation
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Rights
There is a big
difference between what you
have a right to do and
what is right to do.
Adapted from John W. Gregg’s (director of Controls & Accountability, UC Davis) Ethics presentation
2000 Josephson Institute, Ethics in the Workplace
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•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
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•“Thorny judgment calls”
•Dealing withChanging normsMixed messagesAmbiguityCompeting pressures
“Business Ethics: Setting the Right Course”’ Mary C. Gentile, Risk Management, Sept. 1998
Adapted from John W. Gregg’s (director of Controls & Accountability, UC Davis) Ethics presentation
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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.
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•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
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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.
Adapted from John W. Gregg’s (director of Controls & Accountability, UC Davis) Ethics presentation
2000 Josephson Institute, Ethics in the Workplace
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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.
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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
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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
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“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