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Explore the foundations and practices of building an ethical culture in organizations, including the core values, leadership behaviors, and strategies required to foster a culture of integrity and well-being. Learn how to align values with actions to create a positive work environment.
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Chapter Four - Values Jerry Estenson
Working Definition • Shared pattern of beliefs, expectations, and meanings that influence and guide thinking and behaviors.
Cultural Norms in Action • FEMA • Protocol before result (training in sexual harassment vs. saving people • Some Wall Street Firms
Behavior of Ethical Leaders • Visible and loud vs. “quietly ethical” • Moral courage – say no up down and across organization if behavior is not appropriate • Servant leader (Greenleaf) • Empower subordinates • Provide a clear goal and direction
Foundation of a strong strategy Objectives Goals Mission Vision Beliefs Values Purpose
The Legacy ThingCollins and Porras • CORE IDEOLOGY • CORE VALUES • Organization’s essential and enduring tenets - a small set of guiding principles. Not compromised for financial or individual political gain. • PURPOSE • Fundamental reason for existence - A perpetual guiding star on the horizon.
Estenson • An executive will quit before violating a value • A company will close before violating a value
Determining if a “Value” is Ethical • Serves the end of human well-being • Happiness, integrity, meaning, freedom, autonomy, companionship, health. • Smoking is Ok then • Ethical if promote well-being in an impartial way. • Malden Mills – ethical, well-being, bad outcome
Mission • How do we moved toward our vision by accomplishing our purpose (why do exist?) • Mission must be able to accomplished
Creating an ethical culture • Ethical hotlines • Ombudsmen • Cultural audits • Spot “toxic” aspects of culture • Treatment of customers, vendors, employees • Base line • Follow the 8 minimum guidelines of the United States Sentencing Commission.