Many business crises -- whether it is the BP oil spill or the GM ignition switch -- escalate into ethics crises. What turns a business crisis into an ethics crisis is often an initial unwillingness to accept responsibility for the wrong actions. The public will judge this unwillingness to accept responsibility as a sign of poor ethics.
One of the most important ethical decisions most of us make is who to work for. You may think that your choice of employer will not affect your ethics, but this is unrealistic. When you work for a company that engages in unethical conduct, it is hard to survive without participating in or at least condoning that conduct.
Without careful attention to some of the ways data can be misused, we run the risk of acting on those insights with potentially damaging outcomes. Identifying mistakes individuals and organizations make when dealing with data is important not just to data analysts and decision makers, but to the public too.
Western industry will mistakenly argue that integrity laws will disadvantage them or cost their industry jobs, but the reality is the opposite. Tough integrity laws will prevent substandard competitors from offering bribes, will disincentivize recipients from receiving bribes, and will strengthen Western companies who compete on the basis of price, quality and service.
At present, there is no one governing body that oversees data usage by marketers and media platforms. There are codes of ethics put out by the Canadian and American Marketing Associations, as well as individual ethical codes drafted by marketing research associations among others, but who is accountable to them?
Discounting the school reputation because of the lower wages earned by its alumni makes no sense because wages usually reflect the local cost of living, which again is higher in large urban centers. Those who choose to work in small towns are unlikely to earn the high salaries that will make their schools shine in the MBA rankings.
Your brand has an audience you've worked hard to cultivate, but part of that includes those who are the most connected to your company: your employees. They're already working together to achieve your businesses goals and are passionate about the company succeeding. You should look to find ways to give your team a chance to become involved in something bigger.
We journalists have done a lousy job of explaining how we do our jobs, how we practice our craft, to the people we serve. I'm of the opinion that our low ranking in public opinion polls is because we don't even try to tell the people who we are, what we believe in, what we do and why we do it. So allow me to try.
The sense of duty, responsibility and stewardship in Downton Abbey are nothing less than old-fashioned words for the "modern" concept that a few corporations are once again embracing: Corporate Social Responsibility. But with one important difference: Robert Crowley, the Earl of Grantham, is an individual as opposed to a corporation. And, he takes this responsibility very seriously.
Unpaid internships are in the news again as a result of a groundbreaking study on precarious employment in Ontario. There are a number of factors that play into the decision to pay an intern (or not), of course. That said, greed is ultimately the common denominator that business leaders share when determining whether to create paid or unpaid internships.
Trust at the board level is necessary at three intersection points: board and CEO, board member to board member, and CEO to C-suite. Why does trust matter? Think about the transactional costs of a low-trust relationship. In low trust relationships, suspicion abounds and parties feel compelled to paper every decision and every discussion. What can boards and executives do about this? Here is some advice.
the new Securities and Exchange Commission (SEC) "whistle-blowing" rule that permits employees now to go directly to the regulator with a complaint and completely bypass the company's internal processes. The practical effect of this new rule is to put the heat on many companies and corporate boards to reexamine their workplace investigations of potential wrongdoing -- and that is a welcome development. Where do investigations go wrong?
The hard reality is that good people do bad things, and honest leaders let it happen. Honest leaders don't do it on purpose--they create ethics risks at their organizations by simply focusing on the wrong issues. So how did the good and honest leader unwittingly cause such behavior? Here are four ways it happens.
In the wake of the Penn State child abuse scandal, many in the media were outraged by the NCAA's decision to instantly vacate the university's win record from 1998 through 2011. As two ethicists with a combined 40+ years working in the trenches with organizations and their cultures, we'd like to offer the opposite view: the NCAA got it exactly right. What's needed at Penn State is a complete blood transfusion of good culture for bad.