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.

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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

  • What is a strong ethical culture?

  • Why should I want a strong ethical culture?

  • How can I build and sustain a strong ethical culture?


1. I am an ethical person.

  • Agree

  • Disagree


2. It is very important to me that the organization I work for is ethical.

  • Agree

  • Disagree


3. There have been times in my career when I felt pressure to compromise my ethical standards.

  • True

  • False


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.

  • True

  • False


5. Our organization has an accurate gauge to measure the strength of our ethical culture.

  • True

  • False


What is a strong ethical culture?


Strong Ethical Culture

A strong ethical culture is one in which the dominant social dynamics consistently encourage/reward ethical behavior.


Strong Ethical Culture

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.


Why should I want a strong ethical culture?


2006 LRN National Survey

“A majority of workers – 94 percent – say it is “critical” or “important” that the company they work for is ethical.”


Reduced Misconduct Rates

2013 National Business Ethics Survey


A Strong Ethical Culture it Good for Business


Benefits of a Strong Ethical Culture

Organizations with strong ethical cultures:

  • Minimize risks.

  • Maximize teamwork.

  • Recruit, retain and motivate the best in the industry.

  • Earn and sustain the trust of key stakeholders (customers, shareholders, suppliers and communities)

  • Maximize opportunities for superior financial performance.


2013 National Business Ethics Survey


The Big Question

How can I build and sustain a strong ethical culture?


Unacceptable Behavior Zone

Acceptable Behavior Zone

Catastrophic

Behavior Zone

Organizational

Behavioral

Boundary

Legal

Behavioral

Boundary

Industry Behavioral Boundary

Catastrophic

Behavioral

Boundary

Ideal Behavior

Organizational Behavior Distribution Curve

Number of People


Unacceptable Behavior Zone

Acceptable Behavior Zone

Catastrophic

Behavior Zone

Organizational

Behavioral

Boundary

Industry Behavioral Boundary

Legal

Behavioral

Boundary

Catastrophic

Behavioral

Boundary

Ideal Behavior

Organizational Behavior Distribution Curve

Pressure to Cheat

Number of People


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


Unacceptable Behavior Zone

Acceptable Behavior Zone

Catastrophic

Behavior Zone

Organizational

Behavioral

Boundary

Industry Behavioral Boundary

Legal

Behavioral

Boundary

Catastrophic

Behavioral

Boundary

Ideal Behavior

Organizational Behavior Distribution Curve

Pressure to Cheat

Number of People


Unacceptable Behavior Zone

Acceptable Behavior Zone

Catastrophic

Behavior Zone

Catastrophic

Behavioral

Boundary

Organizational

Behavioral

Boundary

Legal

Behavioral

Boundary

Industry Behavioral Boundary

Ideal Behavior

Organizational Behavior Distribution Curve

Purpose

Structures

Systems

Pressure to Cheat

Number of People


A Live Demonstration


Unacceptable Behavior Zone

Acceptable Behavior Zone

Catastrophic

Behavior Zone

Organizational

Behavioral

Boundary

Legal

Behavioral

Boundary

Industry Behavioral Boundary

Catastrophic

Behavioral

Boundary

Ideal Behavior

Organizational Behavior Distribution Curve

Purpose

Structures

Systems

Pressure to Cheat

Number of People


Unacceptable Behavior Zone

Acceptable Behavior Zone

Catastrophic

Behavior Zone

Organizational

Behavioral

Boundary

Legal

Behavioral

Boundary

Industry Behavioral Boundary

Catastrophic

Behavioral

Boundary

Ideal Behavior

Organizational Behavior Distribution Curve

Purpose

Structures

Systems

Pressure to Cheat

Number of People

Individual Attributes

(Knowledge, Attitudes, Choices & Habits)


Unacceptable Behavior Zone

Acceptable Behavior Zone

Catastrophic

Behavior Zone

Organizational

Behavioral

Boundary

Legal

Behavioral

Boundary

Industry Behavioral Boundary

Catastrophic

Behavioral

Boundary

Ideal Behavior

Organizational Behavior Distribution Curve

Purpose

Structures

Systems

Pressure to Cheat

Number of People

Individual Attributes

(Knowledge, Attitudes, Choices & Habits)

Social Dynamics

(Obedience to Authority

Conformity to Social Norms)


Obedience to Authority


Conformity to Social Norms


Unacceptable Behavior Zone

Acceptable Behavior Zone

Catastrophic

Behavior Zone

Organizational

Behavioral

Boundary

Legal

Behavioral

Boundary

Industry Behavioral Boundary

Catastrophic

Behavioral

Boundary

Ideal Behavior

Organizational Behavior Distribution Curve

Purpose

Structures

Systems

Pressure to Cheat

Number of People

Individual Attributes

(Knowledge, Attitudes, Choices & Habits)

Social Dynamics

(Obedience to Authority

Conformity to Social Norms)


Unacceptable Behavior Zone

Acceptable Behavior Zone

Catastrophic

Behavior Zone

Organizational

Behavioral

Boundary

Legal

Behavioral

Boundary

Industry Behavioral Boundary

Catastrophic

Behavioral

Boundary

Ideal Behavior

Organizational Behavior Distribution Curve

Purpose

Structures

Systems

Pressure to Cheat

Number of People

Leadership

Individual Attributes

(Knowledge, Attitudes, Choices & Habits)

Social Dynamics

(Obedience to Authority

Conformity to Social Norms)


A Failure of Leadership


A Tale of Two Leaders


I wish my leaders were here to listen to this talk because they need to change for our organization to improve its culture.

  • Agree

  • Disagree


Avoid the

Blame and Change GameTrap


A Path to Ethical Leadership

Focuson yourself - Take personal responsibility for modeling and promoting ethical behavior.

Reflecton a significant failure of leadership and re-write the story.

Lookfor and emulate role models.


Two Leadership Challenges

  • Good intentions alone are insufficient to secure the “good” in organizations.

  • The primary behavioral drivers are invisible.


Two Leadership Challenges

  • Good intentions alone are insufficient to secure the “good” in organizations.

  • The primary behavioral drivers leaders seek to influence are invisible.


Unacceptable Behavior Zone

Acceptable Behavior Zone

Catastrophic

Behavior Zone

Organizational

Behavioral

Boundary

Catastrophic

Behavioral

Boundary

Industry Behavioral Boundary

Legal

Behavioral

Boundary

Ideal Behavior

Important Leadership Tools

Purpose

Structures

Systems

Pressure to Cheat

Number of People

Leadership

Individual Attributes

(Knowledge, Attitudes, Choices & Habits)

Social Dynamics

(Obedience to Authority

Conformity to Social Norms)


Leadership Tools

  • Purpose – Define the “why,” “what” and “how” of your organization in ethical terms and integrate it into all aspects of your operations.

  • Structure – Ensure spans of control and accountability are designed to promote ethical behavior.

  • Systems – Evaluate your key systems to ensure their reliability.


Two Leadership Challenges

  • Good intentions alone are insufficient to secure the “good” in large/complex organizations.

  • The primary behavioral drivers leaders seek to influence are invisible.


Unacceptable Behavior Zone

Acceptable Behavior Zone

Catastrophic

Behavior Zone

Organizational

Behavioral

Boundary

Industry Behavioral Boundary

Legal

Behavioral

Boundary

Ideal Behavior

Catastrophic

Behavioral

Boundary

The Key Behavioral Drivers Are Invisible

Purpose

Structures

Systems

Pressure to Cheat

Number of People

Leadership

Individual Attributes

(Knowledge, Attitudes, Choices & Habits)

Social Dynamics

(Obedience to Authority

Conformity to Social Norms)


The Primary Behavioral Drivers are Between Our Ears

Perceived pressure to cheat

Perceived leadership

Knowledge

Attitudes

Choices

Habits

Perceived pressure to do wrong.

Perceived encouragement to do right


Measuring the Invisible


Revealing the Invisible

Anonymous Polling


Essential Information

  • Do employees know the rules associated with their jobs?

  • What are employees’ attitudes toward the rules?

  • Are employees pressured to violate the rules or encouraged to follow them?

  • How frequently do employees see misconduct in the workplace?

  • What kind of misconduct are they seeing?

  • When they see misconduct, do they report it? If so, to whom? If not, why not?


Key Takeaways

  • Focuson yourself - Take personal responsibility for modeling and promoting ethical behavior.

  • Reflecton a significant failure of leadership and re-write the story.

  • Lookfor and emulate role models.

  • Optimize your chances of building and sustaining a strong ethical culture by:

    • Periodically evaluating and improving your organization’s purpose, structures and systems; and

    • Measuring the direction and magnitude of the invisible key behavioral drivers using anonymous polling.


Thank You


Building and Sustaining Strong Ethical Cultures

American Society for Quality

April 9, 2014

Jim Nortz

[email protected]

585-260-8960


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