Here is a valuable video from the Notre Dame Deloitte Center for Ethical Leadership presenting a senior executive of a major US Corporation relating ethical leadership and sustainability to the long run performance of her company. Jean Bennington Sweeney (no relation to the the Institute's Director) Chief Sustainability Officer of 3M Company offers some insightful comments regarding the relationship between Sustainability and Ethical Leadership and a number of other relevant and helpful observations on culture, trust and values at 3M.
The Soul of Citigroup
"What senior executives are more worried about is the impact their missteps will ultimately have on their souls. So while they apparently couldn’t get a man of the cloth to sign on as a paid consultant, Citi did find a Princeton professor who specializes in ethics and theology to lend a hand.”
Making Your Company More Ethical
Five Reasons Why Ethical People Are Provoked into Unethical Decisions
In a very concise article in the Harvard Business Review, Ron Carucci, founder and managing partner at Navalent, discusses five ways in which organizations enable and even encourage good people to make unethical choices. “Despite good intentions, organizations set themselves up for ethical catastrophes by creating environments in which people feel forced to make choices they could never have imagined.”
Whistleblowers: Not just corporate tattle-tales, but actual change agents.
In a Fair Game column in the New York Times, Gretchen Morgensen reported on a research study by Assistant Professor Jaron H. Wilde at the University of Iowa that found “a sharp and lasting drop in financial wrongdoing at companies that were subject to whistle-blower investigation.” While, this finding seems quite reasonable from an intuitive perspective, it is very gratifying to have some hard empirical evidence that whistleblowers do provide some measureable value to the companies being whistle blowed upon.
It's Time to Look in the Ethical Mirror
With all the new coverage of Wells Fargo's fake-account debacle, I (Professor Robert Giacalone) have yet to see an answer to this pivotal question: How does one simply miss more than 5,300 wrongdoers at a bank?
How can so many employees across so many branches go "off the rails" and no one know about it? The easiest answer: This was an ingrained practice. By firing so many employees, Wells has all but acknowledged that unethical behavior was rampant. Rather than a needle in a haystack, the huge number of employees opening sham accounts was an overt sign of an organizational culture problem.
Perhaps most frightening is that the ethical deficit in business is not limited to banking or to the United States. So what has caused this ethical breakdown?
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