Values and Ethics Discussion

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Values and Ethics Discussion
David McGraw Business Services Division Director
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What are Values?
2000 Josephson Institute, Ethics in the Workplace
Adapted from John W. Greggs (director of
Controls Accountability, UC Davis) Ethics
presentation
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BSD Shared Values
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Berkeley Lab Core Values
Integrity
Responsibility
Respect
Fairness
Excellence
Integrity as the Keystone.
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Relationship Between Values Policy Documents

• Berkeley Lab Core Values
• Integrity
• Responsibility
• Respect
• Fairness
• Excellence

Berkeley Lab Ethics Statement
Principles of Community
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Berkeley Lab Core Values

• Integrity
• Responsibility
• Respect
• Fairness
• Excellence

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Benefits of Shared Values

• A sense of common direction for all staff
  guidelines for daily behavior
• The social energy esprit de corps that moves
  the organization into action
• Basis of individual and shared accountability
• Basis of thoughtful decision making
• A sense of stability continuity in a rapidly
  changing environment

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VALUES
Are we, as leaders, really developing our team
members to create an organization of excellence?
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Relationship Between Values Performance
Organizational Values
Harmony in Values
Discord in Values
Positive Impact On Performance
Negative Impact On Performance
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VALUES
ETHICS
TO
Effective codes of ethics flow from core values
which seek the best of an institutions culture.

• Berkeley Lab Core Values
• Integrity
• Responsibility
• Respect
• Fairness
• Excellence

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Ethics
Moral principles of duty and virtue that
prescribe how we should behave the foundation of
our internal control.
Integrity Responsibility Respect Fairness
Excellence
Adapted from John W. Greggs (director of
Controls Accountability, UC Davis) Ethics
presentation
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Ethics Transcends the Law
There is a big difference between what you have a
right to do and what is right to do.
Rights
2000 Josephson Institute, Ethics in the Workplace
Adapted from John W. Greggs (director of
Controls Accountability, UC Davis) Ethics
presentation
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Ethics is not about words. It's about actions.

• Its not about what we say, or intend, nor is it
  simply a written code or a framed credo.

It's what we do.

• 2000 Josephson Institute, Ethics in the Workplace

• Adapted from John W. Greggs (director of
  Controls Accountability, UC Davis) Ethics
  presentation

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Dilemmas Decision-making Skills

• Thorny judgment calls
• Dealing with
• Changing norms
• Mixed messages
• Ambiguity
• Competing pressures

Business Ethics Setting the Right Course Mary
C. Gentile, Risk Management, Sept. 1998
Adapted from John W. Greggs (director of
Controls Accountability, UC Davis) Ethics
presentation
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Framework for Ethical Decision Making

• Who will be affected by my decision?
• What general rules or principles underlie my
  decision? Are you handling similar matters
  consistently?
• What are the implications of my decision for the
  University and the Laboratory?
• What does my decision say about my values? (We
  all know people who say one thing do another.)
• One can be unethical without breaking the law.
• What is right, what is fair and what is in your
  best interest may not be the same. Put your bias
  aside.

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Ethical Leadership
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The Importance of Ethical Leadership

• Influences employee behavior
• Can help shape value systems that last
• a working lifetime
• Can be one of a leaders legacies

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Ethics Corporate Governance

• To be truly effective, ethics must
• Be an integrated part of the organizational
  culture rather than an appendage grafted onto
  administrative systems
• Be modeled by the leadership team, even when it
  is painful (audit disclosure)
• Be designed to prevent problems before they occur
  resolve issues when they arise
• Prevent concealment or obfuscation
• Encourage recruitment retention of the best
  the brightest
• Increase public confidence

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Most of the time, we know what we should do.
The real test of ethics and character is whether
we are willing to do the right thing
even when it is likely to cost more than we
want to pay.
2000 Josephson Institute, Ethics in the Workplace
Adapted from John W. Greggs (director of
Controls Accountability, UC Davis) Ethics
presentation
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The Six Pillars of Character

• TRUSTWORTHINESS
• Honesty
• Integrity
• Reliability
• Loyalty
• RESPECT
• Civility, Courtesy and Decency
• Dignity and Autonomy
• Tolerance and Acceptance
• RESPONSIBILITY
• Accountability
• Pursuit of excellence
• Diligence
• Perseverance
• Continual improvement

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The Six Pillars of Character

• FAIRNESS
• Process
• Impartiality
• Equity
• CARING
• The heart of ethics
• It is scarcely possible to be truly ethical and
  yet unconcerned with the welfare of others
• CITIZENSHIP
• Civic virtues and duties that prescribe how we
  ought to behave as part of a community.

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Senior Leader Imperatives

• Establish shared values
• Establish a positive leadership climate
• Develop self others
• Think strategically
• State communicate your intent
• Decentralize
• Empower the work force
• Emphasize continuous improvement

In closing...
Note An organization takes on the character of
its leader!
Note An organization takes on the character of
its leader!
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Importance of Corporate Values
Let us suppose that we were asked for one
all-purpose bit of advice for management, one
truth that we were able to distill from the
excellent companies research. We might be
tempted to reply, Figure out your value system.
Decide what your company stands for. Clarifying
the value system and breathing life into it are
the greatest contributions a leader can
make. -Peters Waterman, In Search of Excellence
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Consider any great organization, one that has
lasted over the years, I think you will find
that it owes its resiliency not to its form of
organization or administrative skills, but to the
power of what we call beliefs (values) and the
appeal these values have for its people. This
then is my thesis I firmly believe that
any organization, in order to survive and achieve
success, must have a sound set of beliefs
(values) on which it premises all of its policies
and actions.
-Thomas Watson, Jr., CEO, IBM