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Governance
Building an Ethical Culture in an Organization
by Shirlene Courtis, Pollution Probe May 27, 1995 Canadian Fund
Raiser
Poor moral behaviour seems rampant in society, witness recent insider
trading scandals, The United Way; Covenant House, and political
scandals ----all of them moral issues. In fact, says Neal Davis,
Vice-president for Development and Public Affairs, Heidlberg College,
Tiffen, Ohio, we often fail to communicate what ethics and moral
behaviour is acceptable.
According to Dr. Davis, the high turnover of professional development
staff, (the average tenure of a development director today is 18
months), is rarely due to poor performance or because they lack
technical skills. Rather, due to ethical reasons; expectations from
boards, or their own actions, these development executives are perceived
to have negative impacts on donors, clients and trustees.
Doing the right things
Davis' prescription, no matter the time costs, keep your door open.
You will be perceived as approachable. Include staff from all levels
in discussions; have unscheduled and informal luncheons with staff
and trustees; be involved in your church and community.
Dr. Davis cited a Guideline for Living created by Herbert J. Taylor,
Vice-president of the Jewel Tea Company in Toronto, who was elected
to head the near-bankrupt Club Aluminum Products Company. He told
employees to ask these four questions related to all aspects of
their dealings with customers, suppliers, and each other:
1. Is it the truth?
2. Is it fair to all concerned?
3. Will it build goodwill and better friendships?
4. Will it be beneficial to all concerned?
Taylor went on to add other absolutes:
- People support what they help create.
- People should learn to treat people as people.
- If you do what you've always done, you will get what you've
always got
- Our challenge is to be both ambitious and supportive
Our lifestyles set the tone
The real secret to building an ethical culture in an organization
and in managing the moral life in the workplace, is to focus only
on one thing; development of trust. Dr. Paul Pribbenow, Vice-president
for Institutional Advancement, School of the Art Institute of Chicago,
stressed that a commitment from the top and specific policy guidance
are essential in creating a moral culture. He agreed that we can
lead by doing. Our life styles, both inside and outside of the workplace,
develop the trust and set the moral tone which will be reflected
by those around us.
We can shift attitudes by paying attention to those around us,
encouraging independence, taking ownership or job tasks and thinking
through solutions. We are now expected to do more with less. We
must work at shifting attitudes from overcoming a perspective of
scarcity to one of abundance. Rather than bemoaning the fact that
we have fewer staff or technical resources, take stock of your existing
resources. It may surprise you to see how abundant things are. Encourage
this attitude among your staff.
Pribbenow urges development professionals to hone their language
and education skills, and reward moral behaviour of staff. Write
an Ethics Statement for your organization, with input from staff
and trustees. Read a book or an article together and discuss the
moral issues. Establish an Ethics Committee. Use simulations or
role plays to "practice" moral thinking and behaviour.
Copyright 195-2000 Charity Village Ltd. All rights reserved.
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