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INFLUENCES ON ETHICAL AND UNETHICAL BEHAVIOR
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What influences one to make ethical decisions I Formal company policy I An individual s personal code of behavior I Ethical climate of the industry in which one competes or works I Behavior of one s immediate manager I Behavior of one s equals or peers What influences one to make unethical decisions I Lack of company policy I Personal financial needs I Ethical climate of the industry in which one competes or works I Behavior of one s immediate manager I Behavior of one s equals or peers
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Tips and Traps to Avoid
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Check In on Your Ethics
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It s a question of ethics when you intend not to deal fairly and/or you break an ethical standard such as a code of conduct policy You can be perceived as unethical or lacking integrity (ethical risk) when your personal or business code of ethics is less stringent than the observer s personal or business code of ethics You can check yourself as you prepare to take action by looking for where the decision fits into this continuum
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I I I I
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It helps you There s no ground rule that says Don t There s a low risk of punishment if you get caught It s socially acceptable and doesn t violate any socially accepted written standards It doesn t violate generally accepted rights of others It treats others rights in the same way you would treat yours Ask yourself, Is this the right ethical decision
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CONFLICT MANAGEMENT
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Conflict is a natural occurrence during the planning process Conflict is considered healthy when it s used to find common ground on a particular issueThe dynamic tension that exists in organizations can create conflict or a disagreement of opinion TOOLS that will actually facilitate an effective solution or agreement Organizations that lack some conflict may risk becoming mediocre because they lack challenges to ideas and strategiesThe most effective method of conflict management is to encourage a collaborative style in which disagreements are aired and discussed, with solutions including the interests of all partiesThis helps to eliminate the competitive my way or the highway style of conflict resolution
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Your Planning Zone
The goal of every manager should be to reach a balance between planning and execution If one is deficient in the planning stage, execution may occur more quickly, but the potential for errors or lack of contingencies may ultimately derail a plan The other side of the coin is that when one is deficient in the execution, the best plans will have a limited chance for success The expression paralysis by analysis applies here
Manager s Guide to Business Planning
Plans can become lost in detail and momentum for execution is lost Striking this balance is the key to planning for results One way to ensure that you have the right balance is to reach your planning zone in which your skill level matches your mental attitude and you re able to perform at your highest level Many call this stage the mastery of a skill Athletes often refer to themselves as being in the zone when they have that unique combination of preparation and actual performance on the field of play You can reach your own level of the planning zone by thinking about how you plan and by following a simple mental model to stay in the zone Just as athletes engage in a process called results imaging, this same model works for developing a solid business focus The process involves visualization of actual past events or thinking about participation in a future event In addition, it s important to find a place to do your thinking that facilitates your ability to think and plan without normal distractions An example of results imaging was conducted by a nonprofit organization as a prelude to finalizing the plan for its annual fund drive A team of volunteers was assembled for a planning meeting to identify the critical success factors that the organization had to address during the fund drive The volunteers formed small teams and were given this assignment: Think about a point in the future It s 12 months from today SMART
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