Post on 11-Feb-2017
ETHICAL LEADERSHIP AMBASSADOR TRAININGTM
Youssef Gaboune B.Eng., M.Sc.
Founder, Ethical Leadersy.gaboune@gmail.com
www.ethical-leaders.com
www.ethical-leaders.com
1- Definitions (10mins)2- Ethical Leaders’ 4 Practices (20mins)3- The GAS Ethical Leadership Model (10mins)4- Open Consulting Circle 4.1 Identify + Diagnose challenges (35 mins) 4.2 Experience exchange (20mins)
Practice (20mins)
Lessons learned (15mins)
BREAK (15 mins)
Ethical Leadership Challenges (30mins)
ProgramIndications
L.K. TREVINO, PhD
H. MINTZBERG,PhD
The Project’s Story
ETHICAL LEADERS
www.ethical-leaders.com
MOST WANTED
In times of CRISIS
Why is Ethical Leadership relevant now?
www.youtube.com/watch?v=OK8Pw4dzbio
VIDEOUniversity of Notre-Dame’s Ethical Leadership Program
Why is Ethical Leadership relevant now?
UNETHICAL BEHAVIOR
HARMS SALESIn a 2003 survey by Wirthlin Worldwide
80%
of people said they DECIDE TO BUY
a firm’s goods or services
partly on their perception of
its ethics.
UNETHICAL BEHAVIOR WORSENS EMPLOYEE FRAUD
according to U.S. workers surveyed in 2002 by Ernst & Young
20%
of every dollar earned
Costs employers
Disloyalty reduces organizational performance by 25-50%
ETHICAL LEADERSwww.ethical-leaders.com
HOW CAN WE1- IDENTIFY2- GROW
?
FUNDAMENTAL QUESTIONS
TURBULENT TIMES
WATCH THEM INHow to identify Ethical Leaders?
WHO is this training aimed
at ?
ETHICAL LEADERSHIP AMBASSADOR TRAININGTM www.ethical-leaders.com
The Target Audience
CHARACTERFORMATION
MOTIVES
INFLUENCESTRATEGIESMendonca & Kanungo, 2006
PRE-REQUISITESThe Target Audience
1- DIAGNOSE ethically challenging situations
2- ROLE MODEL ethical leadership behaviors
3- PROMOTE ethical leadership
Ethical Leadership Ambassadors should be able to better:
The Training’s Objectives
GLOBAL
ORGANIZATIONTEAM
SELF1234
START
ETHICAL LEADERSHIPCHALLENGES
CHALLENGEASSESSM
ENTSUPP
ORT
Source: The Center for Creative Leadership Handbook of Leadership Development , Described in Johnson C.E, 2009
WHAT ISETHICAL
LEADERSHIP
?
DEFINITIONS
LEADERSHIP
The ability to move people towards goals
(Suwaidan, T., 2000)
DEFINITIONS
LEADERSHIP
What’s in it for me?
DEFINITIONS
What are the most wanted leadership qualities ?
DEFINITIONS
1,5MILLION PEOPLE
SURVEYED
DEFINITIONS
5CONTINENTS
DEFINITIONS
QUALITIES5
People Look for in leaders
DEFINITIONS
QUALITIES
1 HONEST2 FORWARD-LOOKING
3 INSPIRING
4 COMPETENT
5 INTELLIGENT
DEFINITIONS
WHAT ISETHICAL
LEADERSHIP
?
DEFINITIONS
Worldwide Survey
5Most widely shared ethical principles
DEFINITIONS
1- Honesty2- Respect3- Responsibility4- Fairness5- Compassion
5 UNIVERSAL PRINCIPLES
DEFINITIONS
ETHICAL LEADERSHIP:DEFINITIONS
To lead with the 5 universal
principles with all stakeholders
SOURCE OF KNOWLEDGEHIGHEST GOOD
MOTIVESANCTION
COMPARISON CRITERIA
SECULARBASED ETHICS
FAITHBASED ETHICS
DEFINITIONSCommon Grounds & Specs
ASSESSMENT 1: Do your followers perceive you as an ethical leader?
DEFINITIONS
Scoring InterpretationThe PLIS measures subordinates’ perceptions of their leaders’
integrity in organizational settings. Your responses on the PLIS indicate the degree to which you see your supervisor’s behavior as ethical.
Score the questionnaire by doing the following. Sum the responses on all 31 items. A low score on the questionnaire indicates that you perceive your supervisor to be highly ethical. A high score indicates that you see your supervisor to be very unethical. The interpretation of what the score represents is given below.
Total score: ______
DEFINITIONSASSESSMENT 1: Do your followers perceive you as an ethical leader?
ASSESSMENT 1: Do your followers perceive you as an ethical leader?
Interpretation: Your score is a measure of your perceptions of your supervisor’s ethical integrity. Based on previous findings (Craig & Gustafson, 1998), the following interpretations can be made about your total score.31-35 High ethical If you scored in this range, it means that you see
your supervisor as highly ethical. Your impression is that your supervisor is very trustworthy and highly principled.
36-66 Moderate Scores in this range mean that you see your supervisor as moderately ethical. Your impression is that he or she sometimes engages in slightly unethical behaviors.
67-124 Low ethical This range is descriptive of supervisors who are seen as very unethical. Your impression is that they do things which are dishonest, unfair, and unprincipled.
DEFINITIONS
What essential behaviors must ethical leaders master?
Training Goals
BEHAVIORS
GLOBAL SURVEY
Executives& Managers
1 121
BEHAVIORS
What are the TOP 3 Processes for ensuring an
Ethical Business Culture?
BEHAVIORS
BEHAVIORS
1- Leaders support & model ethical behavior
2- Leaders communicate consistently
3- Ethics are integrated into the fabric of the organization
What are The TOP 3 Processes
for ensuring an Ethical Business Culture?
BEHAVIORS
What are the
Top 5Most important
Ethical Leadership
Behaviors ?
BEHAVIORS
Top 5Most important
ethical leadership behaviors
BEHAVIORS
1- Keep Promises
2- Encourage Open Communication & Ensure No Retaliation
3- Keep employees informed
What are The TOP 3 Processes
that ensure an Ethical Business Culture?
BEHAVIORS
Ethical Leaders’
4 BEHAVIORS
BEHAVIORS
Be TRUTHFUL & TRUSTWORTHY
Act with MORAL COURAGE
Foster OPEN COMMUNICATION
ENCOURAGE ethical behavior and DISCOURAGE unethical behavior
1234
BEHAVIORS
Do you communicate your promises clearly and precisely so there is no misunderstanding?
Are your promises slippery, e.g., "I will try to do it"?
Are there any promises that you have made right now but not fulfilled?
Do you show up for meetings on time?
What system can you set up now that will ensure that your promises are kept?
Are there requests that you have made that have not been acted upon or followed up on?
Have you established a culture within your organization which supports the keeping of promises and calls others to account for failure to keep them?
ASSESSMENT 2
Promise Keeping
http://www.leadershipmasterymap.com/keep-their-promises.htm
BEHAVIORS / Be Truthful & Trustworthy
Yes/No
Why do leaders(or anyone)
lie ?
BEHAVIORS / Be Truthful & Trustworthy
1 To boost appeal and
likeability
BEHAVIORS / Be Truthful & Trustworthy
2 To avoid negative
consequences
BEHAVIORS / Be Truthful & Trustworthy
3To gain an advantage
BEHAVIORS / Be Truthful & Trustworthy
4 To cover up lies
BEHAVIORS / Be Truthful & Trustworthy
Be TRUTHFUL & TRUSTWORTHY
Act with MORAL COURAGE
Foster OPEN COMMUNICATION
ENCOURAGE ethical behavior and DISCOURAGE unethical behavior
1234
BEHAVIORS
ASSESSMENT 3
Moral Courage
5- BEHAVIOR
I risk substantial personal loss to achieve the vision.
I take personal risks to defend my beliefs.
I say no even if I have a lot loose.
I consciously link my actions to higher values. I don’t hesitate to act against the opinions and approval of others. I quickly tell people the truth even when it is negative. I feel relaxed most of the time I speak out against organizational injustice I stand up to people if they make offensive remarks I act according to my conscience even if it means I lose status and approval.
Yes No
Add up your points for ‘‘Mostly True’’ answers≥ 7: You have real potential to act as a courageous leader≤ 3: You avoid difficult issues or have not been in situations that challenge your moral leadership Is your score consistent with your understanding of your own courage?How might you increase your courage as a leader?
VIDEO 1http://youtu.be/OrbQsHkVQ_4
MORAL COURAGEErdogan at Davos
BEHAVIORS / Moral Courage
Be TRUTHFUL & TRUSTWORTHY
Act with MORAL COURAGE
Foster OPEN COMMUNICATION
ENCOURAGE ethical behavior and DISCOURAGE unethical behavior
1234
BEHAVIORS
Can you be constructively candid with those around you?
What conversations are you avoiding?
Who are you avoiding?
How would you and your organization benefit if everyone talked about the crucial things needed to be successful—even though such conversations may be painful? What conversation can you have today that will put things on the table so that they can be addressed?
ASSESSMENT 4
Fostering Candor
5- BEHAVIOR
Yes/No
Be TRUTHFUL & TRUSTWORTHY
Act with MORAL COURAGE
Foster OPEN COMMUNICATION
ENCOURAGE ethical behavior and DISCOURAGE unethical behavior
1234
5- BEHAVIOR
VIDEO 2http://youtu.be/OrbQsHkVQ_4
DisciplineNo Gossip Zone
BEHAVIORS / Encourage ethical behavior
BeTRUTHFUL & TRUSTWORTHY
Act with MORAL COURAGE
Foster OPEN COMMUNICATION
ENCOURAGE ethical behavior and DISCOURAGE unethical behavior
1234
BEHAVIORS
DRIVERS
PRESSURESGaboune- Al Suwaidan(GAS) ModelTM
(2011)BEHAVIOREMOTION
COGNITION
STRENGTH
WEAKNESS
Be TRUTHFUL & TRUSTWORTHY
Act with MORAL COURAGE
Foster OPEN COMMUNICATION
ENCOURAGE ethical behavior and DISCOURAGE unethical behavior
1234
BEHAVIORS
WHAT isan Open Consulting Circle?
?
BEHAVIORS / Foster Open Communication
90 minuteStructured Discussions
BEHAVIORS / Foster Open Communication
WHYOpen Consulting Circles?
BEHAVIORS / Foster Open Communication
To resolve ethical issues in a safe environment
BEHAVIORS / Foster Open Communication
Safe environment : Practice voicing your values
without fear of retaliation
BEHAVIORS / Foster Open Communication
HOW can you facilitatean Open Consulting Circle?
BEHAVIORS / Foster Open Communication
5 STEPS
BEHAVIORS / Foster Open Communication
1- IDENTIFY an ethical challenge
(10 mins)
BEHAVIORS / Foster Open Communication
2- DIAGNOSE the ethical challenge
(25 mins)
BEHAVIORS / Foster Open Communication
3- SHARE relevant experiences and
possible solutions(20 mins)
BEHAVIORS / Foster Open Communication
4- PRACTICE difficult conversations
(20 mins)
BEHAVIORS / Foster Open Communication
5- SYNTHESIZE lessons learned
+ commitments
(15 mins)
BEHAVIORS / Foster Open Communication
1- IDENTIFY (10 mins)
2- DIAGNOSE (25 mins)
3- SHARE (20 mins)
4- PRACTICE (20 mins)
5- SYNTHESIZE (15 mins)
5 STEPS(90 mins)
BEHAVIORS / Foster Open Communication
1- IDENTIFY (10 mins)
2- DIAGNOSE (25 mins)
3- SHARE (20 mins)
4- PRACTICE (20 mins)
5- SYNTHESIZE (15 mins)
5 STEPS(90 mins)
BEHAVIORS / Foster Open Communication
How can we categorize ethical leadership
challenges?
BEHAVIORS / Foster Open Communication
CHALLENGESin leading a team project
IMPACT ON STAKEHOLDERS
TEAM BUILDING
TASK DELEGATION
FOLLOW-UPCRISIS
Performance Review
3 41 2
BEHAVIORS / Foster Open Communication
1- IDENTIFY (10 mins)
Example : How do you stand public criticism?
BEHAVIORS / Foster Open Communication
1- IDENTIFY (10 mins)
2- DIAGNOSE (25 mins)
3- SHARE (20 mins)
4- PRACTICE (20 mins)
5- SYNTHESIZE (15 mins)
5 STEPSBEHAVIORS / Foster Open Communication
What would drive you to
deal ethically with this sharp
criticism?DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
1- DRIVERS
What are the
Top 3 Drivers To run a business
ethically
?
1- DRIVERS
Top 3 Drivers To lead ethically
1- DRIVERS
1- Protection of brand and reputation2-The right thing to do3- Customer trust and loyalty
Top 3 Drivers To lead ethically
1- DRIVERS
PRESSURES TO ACT UNETHICALLY
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune ModelTM(2011)
2- PRESSURES
What pressures do you think
could push you to react
unethically?Suwaidan-Gaboune ModelTM
(2011)
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
2- PRESSURES
What are the
Top 3 Pressures To act unethically
?
2- PRESSURES
Survey conducted by the Human Resource Institute (HRI) in 2006, and commissioned by American Management Association (AMA)
Top 3 Pressures To act unethically
2- PRESSURES
2- PRESSURES
Top Pressures To act unethically
VSRIGHT WRONG
RIGHT RIGHTVS
2 TYPES OF DILEMMAS
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune ModelTM(2011)
2- PRESSURES
VSRIGHT WRONG
DILEMMAS
Pressure of TEMPTATION
Pressure of RETALIATION
Pressure of MANIPULATION DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
2- PRESSURES / Right vs Wrong dilemmas
VSRIGHT WRONG
Pressures of temptation
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
major situational factors amplify temptations to act unethically
3
2- PRESSURES / Right vs Wrong dilemmas / Temptation
Coughlan, Richard, Connolly, Terry (2008) Investigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution; Journal of Managerial Issues,
Schweitzer , Ordonez and Douma (2004) The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-432.
SITUATIONALFACTORS
2- PRESSURES / Right vs Wrong dilemmas / Temptation
www.youtube.com/watch?v=jxw1-Id91lQ
VIDEO 2Unethical Qualification to Soccer World Cup
2- PRESSURES / Right vs Wrong dilemmas / Temptation
VSRIGHT WRONG
Pressures of temptation
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
Closeness to goalincreases the temptation to commit the
unethical act
Coughlan, Richard, Connolly, Terry (2008) Investigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution; Journal of Managerial Issues,
Schweitzer , Ordonez and Douma (2004) The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-432.
1
2- PRESSURES / Right vs Wrong dilemmas / Temptation
CLOSE TO GOAL
2- PRESSURES / Right vs Wrong dilemmas / Temptation
VSRIGHT WRONG
Pressures of temptation
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
High Stakesthe bigger the gain expected from the
unethical behavior, the bigger the temptation to commit it
2Coughlan, Richard, Connolly, Terry (2008) Investigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution; Journal of Managerial Issues,
Schweitzer , Ordonez and Douma (2004) The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-432.
2- PRESSURES / Right vs Wrong dilemmas / Temptation
HIGH STAKES
2- PRESSURES / Right vs Wrong dilemmas / Temptation
VSRIGHT WRONG
Pressures of temptation
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
Low Risk of Punishmentlittle risk of being exposed or punished for misbehaviour
Coughlan, Richard, Connolly, Terry (2008) Investigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution; Journal of Managerial Issues,
Schweitzer , Ordonez and Douma (2004) The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-432.
3
2- PRESSURES / Right vs Wrong dilemmas / Temptation
NO PUNISHMENT
2- PRESSURES / Right vs Wrong dilemmas / Temptation
2- PRESSURES / Right vs Wrong dilemmas / Temptation
VSRIGHT WRONG
Pressures of RETALIATION
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
LATEST US SURVEY
ON BUSINESS ETHICS
2009-2010
2- PRESSURES / Right vs Wrong dilemmas / Retaliation
Source: 2009 National Business Ethics Survey, Ethics Resource Center, USA
Other employees gave you a cold shoulderYour supervisor or management excluded you from decisions and work activity
You were verbally abused by your supervisor or someone else in management
You almost lost your job
You were verbally abused by other employees
You were not given promotions or raises
You were reallocated or reassigned
Any other form of retaliation
You were demoted
You experienced physical harm to your person or property
2- PRESSURES / Right vs Wrong dilemmas / Manipulation
VSRIGHT WRONG
Pressures of Manipulation
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Manipulators exploit the following vulnerabilities (buttons) in victims:
Braiker, Harriet B. (2004). Who’s Pulling Your Strings ? How to Break The Cycle of Manipulation, McGraw-Hill
The “disease to please” or, addiction to earning approval and acceptance from others
Emotophobia (fear of negative emotion)
Lack of assertiveness and ability to say no (blurry sense of identity, soft personal boundaries )
2- PRESSURES / Right vs Wrong dilemmas / Manipulation
Suwaidan-Gaboune Model(2011)
ASSESSMENT 5
DILEMMAS
Truth or Loyalty?Short-term or Long-term?Individual or Community?Justice or Mercy?
RIGHT RIGHTVS
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
2- PRESSURES2- PRESSURES / Right vs Right/ Dilemmas
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
What thinking processes are at play?
2- COGNITION
Problematic beliefs?Self-centered purpose?Lack of critical thinking?No choice? (3rd alternative)
Rationalization?DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
3- COGNITION
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
The ultimate vaccin against
extremisms
2- COGNITION2- COGNITION
PROBLEMATIC BELIEFS
Problematic beliefs can disrupt ethical reasoning and ethical action
3- COGNITION2- COGNITION / Problematic Beliefs
5 PROBLEMATIC BELIEFS3- COGNITION2- COGNITION / Problematic Beliefs
1 2 3
4 5
MOST COMMON PROBLEMATIC BELIEFS
TO SUCCEED
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
3- COGNITION
TO SUCCEED
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
Would you be ready to stand up for what is right at the cost of
displeasing your boss or coworkers?
MOST COMMON PROBLEMATIC BELIEFS
3- COGNITION
TO SUCCEED
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
I want to be loved and approved of by
God
INSTEADMOST COMMON PROBLEMATIC BELIEFS
3- COGNITION
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
MOST COMMON PROBLEMATIC BELIEFS
3- COGNITION
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
Would you confront an unethical act you
witness, or just ignore it?
MOST POPULAR PROBLEMATIC BELIEFS
3- COGNITION
FACING A PROBLEM IS AN OPPORTUNITY TO FIX A PROBLEMATIC
SITUATION
INSTEADMOST COMMON PROBLEMATIC BELIEFS
3- COGNITION
People who do things I don't
approve of are bad people.
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
MOST COMMON PROBLEMATIC BELIEFS
3- COGNITION
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
Judge actions not people.
INSTEADMOST COMMON PROBLEMATIC BELIEFS
3- COGNITION
People are either GOOD BADOR
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
MOST COMMON PROBLEMATIC BELIEFS
3- COGNITION
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
Recognize good actions and condemn
bad actions
INSTEADMOST COMMON PROBLEMATIC BELIEFS
3- COGNITION
SELF / 5 STAR PERSONAL MASTERY MODEL / BELIEFS
MISTAKES = INCOMPETENCE
SELF / 5 STAR PERSONAL MASTERY MODEL / BELIEFS
I HAVE TO BE PERFECT
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
MOST COMMON PROBLEMATIC BELIEFS
3- COGNITION
SELF / 5 STAR PERSONAL MASTERY MODEL / BELIEFS
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
Would you lie to cover up a mistake?
MOST COMMON PROBLEMATIC BELIEFS
3- COGNITION
SELF / 5 STAR PERSONAL MASTERY MODEL / BELIEFS
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
Mistakes are learning opportunities
INSTEAD
MOST COMMON PROBLEMATIC BELIEFS
3- COGNITION
http://www.changingminds.org/explanations/behaviors/care-behavior_matrix.htm
What I believe about othersThey care about me
They do notcare about me
What I believe
about myself
I should care
for others
I do not carefor others
Collaborator
Nurturer
User
Independent
Care-Behavior Matrix3- COGNITION
Problematic beliefs?Self-centered purpose?Lack of critical thinking?No choice? (3rd alternative)
Rationalization?DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
3- COGNITION
PURPOSEMeaning given to our life that
defines our higher goals
3- COGNITION
(personal, family, work, community…)
3- COGNITION
PURPOSEUSE THE 5 WHYs
TO DISCOVER THE ROOTED REASON BEHIND YOUR DECISIONS
3- COGNITION
EXAMPLES OF PURPOSES
TO PLEASE GOD TO PLEASE PEOPLE
3- COGNITION
TO PLEASE YOURSELF
Problematic beliefs?Self-centered purpose?Lack of critical thinking?No choice? (3rd alternative)
Rationalization?DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
3- COGNITION
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
THINKINGPROCESS
3- COGNITION / Critical Thinking
VIDEO 3http://www.youtube.com/watch?v=v_PKUkWM9zI
CRITICAL THINKINGDon’t juge too quickly
3- COGNITION3- COGNITION / Critical Thinking
GENERATESPURPOSEPU
RPOSE
(GOAL, OBJECTIVE)
ALL THINKING
3- COGNITION3- COGNITION / Critical Thinking
RAISESQUESTIONS
QUESTIONS(PROBLEM, ISSUE…)
ALL THINKING
3- COGNITION3- COGNITION / Critical Thinking
USES INFORMATION
QUESTIONS
INFORMATION
(DATA, OBSERVATIONS…)
ALL THINKING
3- COGNITION3- COGNITION / Critical Thinking
PURPOSE
QUESTIONS
INFORMATION
MAKESINFERENCES
INFE
RENC
ES
(INTERPRETATIONS THAT GIVE MEANING TO
OBSERVATIONS)
ALL THINKING3- COGNITION3- COGNITION / Critical Thinking
SELF / 5 STAR PERSONAL MASTERY MODEL / THINKING
PURPOSE
QUESTIONS
INFORMATION
UTILIZESCONCEPTS
(THEORIES, LAWS, MODELS… )
INFE
RENC
ES
CONC
EPTS
ALL THINKING
3- COGNITION3- COGNITION / Critical Thinking
SELF / 5 STAR PERSONAL MASTERY MODEL / THINKING
PURPOSE
QUESTIONS
INFORMATION
MAKESASSUMPTIONS
ASSUMPTIONS
(PRESUPPOSITIONS, TAKING THINGS FOR
GRANTED)INFE
RENC
ES
CONC
EPTS
ALL THINKING3- COGNITION3- COGNITION / Critical Thinking
PURPOSE
QUESTIONS
INFORMATION
GENERATESIMPLICATIONS
ASSUMPTIONS
IMPLICATIONS (CONSEQUENCES)
INFE
RENC
ES
CONC
EPTS
ALL THINKING3- COGNITION3- COGNITION / Critical Thinking
SELF / 5 STAR PERSONAL MASTERY MODEL / THINKING
PURPOSE
QUESTIONS
INFORMATION
EMBODIES AVIEWPOINT
ASSUMPTIONS
IMPLICATIONS
VIEWPOINT (PERSPECTIVE, FRAME OF
REFERENCE)IN
FERE
NCES
CONC
EPTS
ALL THINKING
3- COGNITION3- COGNITION / Critical Thinking
Problematic beliefs?Self-centered purpose?Lack of critical thinking?No choice? (3rd alternative)
Rationalization?DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
3- COGNITION
No choice ? (3rd alternative)
3- COGNITION
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
3- COGNITION / No Choice (3rd Alternative)
No choice ? (3rd alternative)
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
3- COGNITION3- COGNITION / No Choice (3rd Alternative)
Problematic beliefs?Self-centered purpose?Lack of critical thinking?No choice? (3rd alternative)
Rationalization?
3- COGNITION
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
RATIONALIZATION
JUSTIFICATION
(Distortion of reality)
The process of constructing a logical justification for a belief, decision, or action that was originally arrived at through a different mental process
3- COGNITION3- COGNITION / Rationalization
EX: RATIONALIZING CHEATING
3- COGNITION3- COGNITION / Rationalization
RATIONALIZATIONSIt’s for your own good (white lies)Everybody does it (we’ve always done it this way)Who am I to judge
I’m not so bad so long as others are worseIt’s not my jobI’m not hurting anybody
It’s too important; it’s necessaryIt’s not importantThe end justifies the meansI’m only human (I’m not perfect / I’m basically honest / I hardly ever lie / Just this once)
It’s a stupid ruleEthics is a luxury I can’t afford right now
12 Most Popular
123456789
101112
http://josephsoninstitute.org/business/blog/2010/12/the-dirty-dozen-twelve-common-rationalizations-and-excuses-to-avoid/
3- COGNITION3- COGNITION / Rationalization
Do you rationalize?Test yourself:
3- COGNITION3- COGNITION / Rationalization
Would you be comfortable if your action were to be exposed in public ?
Public Exposure Test3- COGNITION3- COGNITION / Rationalization
VIDEO 4http://www.youtube.com/watch?v=wAOss2-3tok
RATIONALIZATIONEmployee Caught Stealing
3- COGNITION3- COGNITION / Rationalization
RATIONALIZATIONEthical leaders are:
3- COGNITION
1- AWARE of their rationalizations
2- DECONSTRUCT and respond to others’ rationalizations
3- COGNITION / Rationalization
DRIVERS
PRESSURESGaboune- Al Suwaidan(GAS) ModelTM
(2011)BEHAVIOREMOTION
COGNITION
STRENGTH
WEAKNESS
What emotions
are at play?
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
4- EMOTION
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
BENEFIT
DESIRE?4- EMOTION
MONEY!www.youtube.com/watch?v=0I6lk47QnGQJust for Laugh Money Temptation
4- EMOTION
VIDEO 5
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
4- EMOTION
FEAR?
THREAT
FEAR REACTION #1
www.youtube.com/watch?v=zzzCtQy1jFgJust For Laugh: Fear’s fleeing reaction
FLEE!
4- EMOTION
VIDEO 6
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
ANGER?
INJUSTICE (humiliation)
4- EMOTION
DRIVERS
PRESSURES
COGNITION
BEHAVIOREMOTION
Suwaidan-Gaboune Model(2011)
DESIRE to be admired / accepted
DESIRE to learn the truth and to grow
FEAR of dipleasing others / endangering career advancement
FEAR of becoming deaf to relevant criticism and pursuing a destructive path. (unable to distinguish right from wrong)
ANGER at critics whom you see as unjust attackers who seek to humiliate you publicly
ANGER for the right of freedom of critical expression
WEAKNESS STRENGTH
4- EMOTION
DRIVERS
PRESSURESGaboune- Al Suwaidan(GAS) ModelTM
(2011)BEHAVIOREMOTION
COGNITION
STRENGTH
WEAKNESS
What behaviors are at play?
DRIVERS
COGNITION
Suwaidan-Gaboune Model(2011)
PRESSURES
BEHAVIOREMOTION
5- BEHAVIOR
Be TRUTHFUL & TRUSTWORTHY
Act with MORAL COURAGE
Foster OPEN COMMUNICATION
ENCOURAGE ethical behavior and DISCOURAGE unethical behavior
1234
5- BEHAVIOR
DRIVERS
COGNITION
PRESSURES
BEHAVIOREMOTION
Denying true facts
Recognizing each true fact and
denying only false ones
Saying half-truths
Always telling the truth
Not shouldering responsibility for own actions
Taking full responsibility of the consequences of your actions
1- Be truthful and trustworthy
WEAKNESS STRENGTH
5- BEHAVIOR
DRIVERS
COGNITION
PRESSURES
BEHAVIOREMOTION
Avoid criticizing people of authority
because you fear their eventual retaliation, and focus only on the people who have less power.
Boldly defend a point of view you believe is fair
even if you risk displeasing people who can retaliate.
2-Act with moral courage
WEAKNESS STRENGTH
5- BEHAVIOR
DRIVERS
COGNITION
PRESSURES
BEHAVIOREMOTION
Interrupting Listening to understand
Denying mistakes Admitting mistakes
Using personal attacks
Embracing critics, Disagreeing respectfully
Refusing to change one’s own position
Offering 3rd alternatives
3-Foster Open CommunicationWEAKNESS STRENGTH
5- BEHAVIOR
DRIVERS
COGNITION
PRESSURES
BEHAVIOREMOTION
Not recognizing or rewarding respectful critics
Thanking the critics
Not confronting disrespectful ways of talking about other people
Suggesting more respectful ways to express criticism in the future.
4-Encourage ethical behavior and discourage unethical behavior
WEAKNESS STRENGTH
5- BEHAVIOR
1- IDENTIFY (10 mins)
2- DIAGNOSE (25 mins)
3- SHARE (20 mins)
4- PRACTICE (20 mins)
5- SYNTHESIZE (15 mins)
5 STEPS
1- IDENTIFY (10 mins)
2- DIAGNOSE (25 mins)
3- SHARE (20 mins)
4- PRACTICE (20 mins)
5- SYNTHESIZE (15 mins)
5 STEPS
1- Demo role play2- One 2 One + Feedforward
PRACTICETough conversations
1- IDENTIFY (10 mins)
2- DIAGNOSE (25 mins)
3- SHARE (20 mins)
4- PRACTICE (20 mins)
5- SYNTHESIZE (15 mins)
5 STEPS
IMPACT ON STAKEHOLDERS
TEAM BUILDING
TASK DELEGATION
FOLLOW-UP(CRISIS)
Performance Review
3 41 2
List the top 3 ethical leadership challenges that make or break trust / commitment in
each of the 4 steps
GROUP ACTIVITY
GROUP ACTIVITY
TEAM BUILDING
TASK DELEGATION
FOLLOW-UP(CRISIS)
ACHIEVEMENT
IMPACT ON STAKEHOLDERS
Task dispatchingGoal-setting
Ressource-allocation
MistakesBad behaviorDemotivation
FeedbackRecognition
CastingEngagement
1 2 3 4
TEAM BUILDING
TASK DELEGATION
FOLLOW-UPCRISIS
ACHIEVEMENT
IMPACT ON STAKEHOLDERS
Task dispatchingGoal-setting
Ressource allocation
MistakesBad behaviorDemotivation
FeedbackRecognition
CastingEngagement
1 2 3 4
1-Ex: Casting the team
How can you be fair in selecting team members? (tendency to choose people that resemble us, yes men…)
How to communicate the decision to co-workers who were not chosen for the project?
GLOBAL
ORGANIZATIONTEAM
SELF1234
ETHICAL LEADERSHIP AMBASSADOR TRAININGTM
Youssef Gaboune B.Eng., M.Sc.
Founder, Ethical Leadersy.gaboune@gmail.com
www.ethical-leaders.com
www.ethical-leaders.com
GLOBAL
ORGANIZATION
TEAM
SELF
HOW TO BUILD ETHICAL TEAMS ?
TEAM/
To enable leaders to :
TO CREATE AND MAINTAIN AN ETHICAL TEAM CLIMATE
GOAL
TEAM/
Teams may suffer from pressures (ex: conformity) that could prevent members to act ethically or to raise ethical issues.
TEAM/
PROBLEM
1- Why Ethical Teams?
2- Team Trust Assessment
3- 3 Team dysfunctions 3.1 Cognitive3.2 Emotional3.3 Behavioral
4- Steps to build ethical teams
CONTENTTEAM/
Teams have the potential to make
better choices than individuals
TEAM / WHY ETHICAL TEAMS ?
Top-level executives spend on average 21 weeks / year in team
work(committees, task forces and other small settings)
Johnson C.E, Meeting the ethical challenges of leadership, Sage Publications, Inc; 3rd edition (July 23, 2008) p.216Rothwell J.D., (1998) In mixed company: Small group communication (3rd ed.) Fort Worth, TX: Harcourt Brace, p.2.
TEAM / WHY ETHICAL TEAMS ?
Variety of perspectivesChallenge questionable assumptions
More carefully reasoned and defensible decisions
TEAM / WHY ETHICAL TEAMS ?
Why Do Leaders FAIL
to Practice Shura/Consulting?
TEAM / WHY ETHICAL TEAMS ?
4TEAM / WHY ETHICAL TEAMS ?
MAIN REASONS
Leaders don’t know how to conduct it successfully
Contradicting opinions +Emotional reactions + External Pressures
SHURA FAILURE
TEAM / WHY ETHICAL TEAMS ?
1/3
Leaders’ Overconfidence
‘‘I know/care more than others’’
TEAM / WHY ETHICAL TEAMS ?
SHURA FAILURE
2/3
Leaders Believe It is Not necessary‘‘ What’s the value of it?’’
SHURA FAILURE
TEAM / WHY ETHICAL TEAMS ?
3/3
1- Why Ethical Teams?
2- Team Trust Assessment
3- 3 Team dysfunctions 3.1 Cognitive3.2 Emotional3.3 Behavioral
4- Steps to build ethical teams
CONTENTTEAM/
TEAM TRUST ASSESSMENT
TEAM / TEAM TRUST ASSESSMENT
Rate yourself on the following trust factors, using a scale of 1 to 5 (1 = not at all, 2 = below average, 3 = average, 4 = above average, and 5 = role model). You can also use the Trust Index to have others assess you.
Based on Chapter 20, “Leading in Turbulent Times” in The ASTD Leadership Handbook, edited by Elaine Biech, © 2010 ASTD
TEAM / ASSESSMENT 6
45-50 Role Model: Explore opportunities to teach others
40-44 Above Average: Explore opportunities to leverage strengths
35-49 Average: Explore opportunities for development
<35 Need to undertake serious efforts to change some wrong beliefs and behaviours (support advised)
TEAM / TEAM TRUST ASSESSMENT
1- Why Ethical Teams?
2- Team Trust Assessment
3- 3 Team dysfunctions 3.1 Cognitive3.2 Emotional3.3 Behavioral
4- Steps to build ethical teams
CONTENTTEAM/
3TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS
FACTORSCoughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution, Journal of Managerial Issues, 2008.
Shweitzer, Ordonez and Douma, The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-432, 2004.
INFLUENCE ETHICAL DECISION MAKING
3TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS
FACTORS
COGNITIVE
EMOTIONAL
BEHAVIORALCoughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution, Journal of Managerial Issues, 2008.
Shweitzer, Ordonez and Douma, The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-432, 2004.
1- Why Ethical Teams?
2- Team Trust Assessment
3- 3 Team dysfunctions 3.1 Cognitive3.2 Emotional3.3 Behavioral
4- Steps to build ethical teams
CONTENTTEAM/
3TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS
FACTORS
COGNITIVE
EMOTIONAL
BEHAVIORALCoughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution, Journal of Managerial Issues, 2008.
Shweitzer, Ordonez and Douma, The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-432, 2004.
GROUPTHINK
TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE
FALSE AGREEMENT
POLARIZATION
COGNITIVE
(Comments and strategies to overcome each dysfunction in the notes section)
http://www.youtube.com/watch?v=TS7P-eo-COo
VIDEOGroupThink (pressure to conform to the group)
Funny hidden camera
SELF / WHY PERSONAL MASTERY ? / TEMPTATIONS TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE
GROUPTHINK
Putting unanimous agreement ahead of
reasoned problem solving
Social psychologist Irving Janis
TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE
High Risk of Ineffective + Unethical
DecisionsJanis I. Groupthink: The problems of conformity
GROUPTHINK
TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE
Groupthink
3 SymptomsA) OverconfidenceB) Close-MindednessC) Group pressure
TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE
http://www.youtube.com/watch?v=iRh5qy09nNw
VIDEOAsch Experiment
SELF / WHY PERSONAL MASTERY ? / TEMPTATIONS TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE
GROUPTHINK
TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE
FALSE AGREEMENT
POLARIZATION
COGNITIVE
Doing something that no team member wants to do
because of a breakdown of intra-group communication
TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE
FALSE AGREEMENT(Abylene Paradox)
GROUPTHINK
TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE
FALSE AGREEMENT
POLARIZATION
COGNITIVE
POLARIZATION
Framing differences as disagreements
TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE
One side (‘’The Good’’) must win out over all other sides (‘’The Bad’’).
GROUPTHINK
TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE
FALSE AGREEMENT
POLARIZATION
COGNITIVE
Imagine facing one of the 3 team cognitive dysfunctions (groupthink, false agreement, polarization). How would you
diagnose and overcome these dysfunctions.
CHALLENGETEAM /ETHICAL DECISION MAKING / 3 FACTORS / EMOTIONAL
1- Why Ethical Teams?
2- Team Trust Assessment
3- 3 Team dysfunctions 3.1 Cognitive3.2 Emotional3.3 Behavioral
4- Steps to build ethical teams
CONTENTTEAM/
3TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS
FACTORS
COGNITIVE
EMOTIONAL
BEHAVIORALCoughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution, Journal of Managerial Issues, 2008.
Shweitzer, Ordonez and Douma, The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-432, 2004.
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
Emotional Intelligence in Teams
include
Individual Emotional
Intelligence
Team Social
InteractionsRapisarda, B. ‘’ The impact of Emotional Intelligence on Work Team Cohesiveness and Performance.’’ International Journal of Organizational Analysis, 2002, 10(4), 21-40
+
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
EMOTIONAL CONTAGION
12 Angry Men (1957)
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
(Hughes and Terrell, 2007)
for developping emotional intelligence
in teams
7SKILLS
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
Developping a Team Identity(Common purpose)
1/ 7
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
Creating and Harnessing Motivation
(Drive that enable teams to achieve)
2/ 7
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
Emotional Awareness(Ability to read one another and respond to how others
feel)
3/ 7
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
Communication(Ability to listen and talk effectively to one another)
4/ 7
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
Stress tolerance(Building strong relationships to overcome challenges)
5/ 7
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
Conflict resolution(Developping capabilities to address the inevitable team
conflicts)
6/ 7
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
Positive Mood(Cultivating optimism that encourages a can-do attitude,
curiosity and hopefulness)
7/ 7
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
How would you re-motivate a demotivated constituent?
CHALLENGETEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
Your boss pressures you to modify the numbers in a report to be submitted to the top management or to overestimate your consulting fees to a client…
What would you do if you were pressured to act unethically?
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
CHALLENGE
What made the situation difficult (stakes)?What were the justifications expressed (rationalizations)?What gave you the strength and motivation to act?
Share a situation where you succeeded to voice your ethical
concerns despite pressures
CHALLENGETEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
1- Why Ethical Teams?
2- Team Trust Assessment
3- 3 Team dysfunctions 3.1 Cognitive3.2 Emotional3.3 Behavioral
4- Steps to build ethical teams
CONTENTTEAM/
3TEAM / ETHICAL DECISION MAKING / 3 FACTORS
FACTORS
COGNITIVE
EMOTIONAL
BEHAVIORALCoughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution, Journal of Managerial Issues, 2008.
Shweitzer, Ordonez and Douma, The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-432, 2004.
Sourcebooks, 2nd edition, 2009
UNETHICAL BEHAVIORS
IN TEAMS
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
4TYPES
1 2
3 4
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMITEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMI
Yells, screams, curses
SCREAMING MIMI / TACTICS
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMI
SCREAMING MIMI / TACTICS
Controls through fear and intimidation
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMI
SCREAMING MIMI / TACTICS
Constantly interrupts the target during meetings
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMI
SCREAMING MIMI / TACTICS
Bombast masks incompetence
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMI
SCREAMING MIMI / HANDLING SYSTEM
REPEAT SILENTLY: ‘’ YOU ARE NOT A THREAT TO ME’’
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMI
REPEAT SILENTLY: ‘’ HEAR THE VALUABLE STUFF. IGNORE THE ANGER’’
SCREAMING MIMI / HANDLING SYSTEM
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMI
Practice telling this: ‘’You have no right to talk to me like that’’
SCREAMING MIMI / HANDLING SYSTEM
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMI
Practice telling this: ‘‘I respect people and I don’t accept any disrespect’’
SCREAMING MIMI / HANDLING SYSTEM
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
4TYPES
1 2
3 4
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
Extremely negative + Perfectionist + Liar
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
Satisfies her need to control with obsession over others performance.
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
Makes unreasonable demands for work with impossible deadlines
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
Applies disproportionate pressure
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
expects perfection
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
Constant haranguing about the Target’s ‘’incompetence’’
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
Plays on your desire to please the boss
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
Loved by senior management because she ‘’gets people to produce’’.
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
She is extremely resistant to change and you will never be able to satisfy her.
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
Why does she act like that?
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
May have experienced humiliation with extremely critical authority figures (father, teacher, boss….)
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
CONSTANT CRITIC
HUMOUR !
‘‘Thank God! My life would not be incomplete without your criticism’’
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
CONSTANT CRITIC / HANDLING SYSTEM
CONSTANT CRITIC
GET A 2nd OPINIONFrom someone you trust about your work and her criticism
CONSTANT CRITIC / HANDLING SYSTEM
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
4TYPES
1 2
3 4
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
CONSTANT CRITIC
TWO-HEADED SNAKE
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
TWO HEADED SNAKE / TACTICS
Operates behind closed doors
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
TWO HEADED SNAKE / TACTICS
Assassinates reputation with higher-ups
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
TWO HEADED SNAKE / TACTICS
Passive, aggressive, indirect
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
TWO HEADED SNAKE / TACTICS
dishonest style of dealing with people and issues.
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
TWO HEADED SNAKE / TACTICS
‘’Friendliness’’ serves only to lower your barriers
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
TWO HEADED SNAKE / TACTICS
Satisfies her need for control by managing the image of the target in other people’s minds
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
TWO HEADED SNAKE / HANDLING SYSTEM
Enlist supporters among trusted colleagues
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
TWO HEADED SNAKE / HANDLING SYSTEM
Don’t wait too long to bring up the problem
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
TWO HEADED SNAKE / HANDLING SYSTEM
Resist lowering yourself into a nasty street fight.
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
TWO HEADED SNAKE / HANDLING SYSTEM
Strongly and respectfully express what you consider unacceptable behaviour
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
TWO HEADED SNAKE / HANDLING SYSTEM
Ask for as much clarification as possible regarding the tasks and information you share with him.
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
TWO HEADED SNAKE / HANDLING SYSTEM
Your demand for clarity will frustrate the person (who is clouding every interaction).
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
TWO HEADED SNAKE / HANDLING SYSTEM
The snake’s deviousness can then be revealed to her supporters and enemies.
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
4TYPES
1 2
3 4
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
GATE KEEPER
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
GATE KEEPER / TACTICS
Plays the game of exclusion (most popular bullying
games)
(Meetings, emails, work progress, events…)
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
GATE KEEPER / TACTICS
Plays the game of exclusion
(Meetings, emails, work progress, events…)
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
GATE KEEPER / TACTICS
To make you feel invalidated and worthless
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
GATE KEEPER / TACTICS
To make you feel invalidated and worthless
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
GATE KEEPER / TACTICS
Her need to control:
Puts herself in the middle of everything.
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
GATE KEEPER / HANDLING SYSTEM
Try to recall why has this person changed
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
GATE KEEPER / HANDLING SYSTEM
Try to take her perspective
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
GATE KEEPER / HANDLING SYSTEM
Try to understand the situation with trusted colleagues
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
4TYPES
1 2
3 4
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
Split the group in teams. Every team can role play a leader confronting one of the unethical types of behaviors.
CHALLENGETEAM / CHALLENGES
1- Why Ethical Teams?
2- Team Trust Assessment
3- 3 Team dysfunctions 3.1 Cognitive3.2 Emotional3.3 Behavioral
4- Steps to build ethical teams
CONTENTTEAM/
BUILD ETHICAL TEAMS
TEAM / BUILDING STEPS
5 STEPSTO
RECRUIT Ethical Team Members
1/ 5
TEAM / BUILDING STEPS
AGREE on ways to deal with conflicts
2/ 5
TEAM / BUILDING STEPS
CONSULT team members openly and
honestly
3/ 5
TEAM / BUILDING STEPS
REWARD (and Discipline)
(un)ethical behaviors
4/ 5
TEAM / BUILDING STEPS
SURVEY perceptions of honesty and
fairness among team members
5/ 5
TEAM / BUILDING STEPS
How would you communicate ethical standards to your new team?
CHALLENGETEAM / CHALLENGES
GLOBAL
ORGANIZATION
TEAM
SELF
ETHICAL LEADERSHIP AMBASSADOR TRAININGTM
Youssef Gaboune B.Eng., M.Sc.
Founder, Ethical Leadersy.gaboune@gmail.com
www.ethical-leaders.com
www.ethical-leaders.com
GLOBAL
ORGANIZATION
TEAM
SELF
ORGANIZATION / CHALLENGE
You witness an unethical behaviour in your organization , do you :
A) Confront it immediately?B) Report it?C) Ignore it ?
How should one decide how to confront an unethical behavior at work ? (Any rule of thumb to avoid too much hesitation?)
CHALLENGE
HOW TO BUILD ETHICAL
ORGANIZATIONS
ORGANIZATION /
?
GOALS
ORGANIZATION /
- To know the most important factors that shape an ethical organizational culture
- Get an action framework to transform the components of organizations to make them more ethical.
OUTLINE
ORGANIZATION /
5.1 Organizational Ethical Leadership Assessment (Kienan Institute Survey)
5.2 Research Findings on Organizational Ethical Cultures (National Business Ethics Survey)
5.3 Steps for building an ethical organization
OUTLINE
ORGANIZATION /
5.1 Organizational Ethical Leadership Assessment (Kienan Institute Survey)
5.2 Research Findings on Organizational Ethical Cultures (National Business Ethics Survey)
5.3 Steps for building an ethical organization
http://kenan.ethics.duke.edu/measureup/
ORGANIZATION / ASSESSMENT
ASSESSMENT 7 ORGANIZATIONAL ETHICAL LEADERSHIP ASSESSMENT
CLICK ON THE LINK BELOW TO TAKE THE ASSESSMENT :
KIENAN INSTITUTE SURVEY
JAY GALBRAITH
Professor Emeritus at the International Institute for Management Development(IMD)
Previously at:Wharton School of Business (University of Pennsylvania) Sloan School of Management (MIT)
ORGANIZATION / DESIGN CHECKPOINTS
Dr. Jay GALBRAITH
GALBRAITH’S MODEL FOR ORGANIZATIONAL DESIGN
ORGANIZATION / DESIGN CHECKPOINTS
ETHICAL LEADERS
ETHICAL
ETHICAL
ETHICAL
ETHICAL ETHICAL
GALBRAITH’S MODEL MODIFIED
ORGANIZATION / DESIGN CHECKPOINTS
ETHICAL LEADERS
ETHICAL
ETHICAL
ETHICAL
ETHICAL ETHICAL
DOES YOUR ORGANIZATION HAVE…
ORGANIZATION / DESIGN CHECKPOINTS
??
??
??
OUTLINE
ORGANIZATION /
5.1 Organizational Ethical Leadership Assessment (Kienan Institute Survey)
5.2 Research Findings on Organizational Ethical Cultures (National Business Ethics Survey)
5.3 Steps for building an ethical organization
HOW TO ASSESS the strength of an organization’s
ETHICAL CULTURE ?
ORGANIZATION / ETHICAL CULTURE
LATEST US SURVEY
ON BUSINESS ETHICS
2009-2010
ORGANIZATION / ETHICAL CULTURE
4COMPONENTS
ORGANIZATION / ETHICAL CULTURE
ETHICAL CULTURES’
ETHICAL LEADERHIP(‘TONE AT THE TOP’)
1/ 4
ORGANIZATION / ETHICAL CULTURE
SUPERVISOR REINFORCEMENT
(How supervisors walk the top leadership’s talk)
2 / 4ORGANIZATION / ETHICAL CULTURE
PEER COMMITMENT(Finding support in ‘doing the right thing’
among coworkers)
3 / 4
ORGANIZATION / ETHICAL CULTURE
EMBEDDED ETHICAL VALUES
(‘How we do things around here’ in daily activities)
4 / 4
ORGANIZATION / ETHICAL CULTURE
ETHICAL CULTURE
ETHICAL LEADERHIPSUPERVISOR REINFORCEMENT
PEER COMMITMENT
EMBEDDED ETHICAL VALUES
+++
=
ORGANIZATION / ETHICAL CULTURE
EMPLOYEES’ PERCEPTION OF
STUDY MEASURES
Open and Honest Communication
Positive Ethical Role Modeling
Accountability
ORGANIZATION / ETHICAL CULTURE
1- TOP MANAGEMENT CULTURE INDEX
2- SUPERVISOR CULTURE INDEX
USING 2 INDICES
ORGANIZATION / ETHICAL CULTURE
Source: 2009 National Business Ethics Survey, Ethics Resource Center, USA
The strongest correlations between employee engagement and ethical culture involve the Top Management Culture and
Supervisor Culture Indices
ORGANIZATION / ETHICAL CULTURE
OUTLINE
ORGANIZATION /
5.1 Organizational Ethical Leadership Assessment (Kienan Institute Survey)
5.2 Research Findings on Organizational Ethical Cultures (National Business Ethics Survey)
5.3 Steps for building an ethical organization
STEPS TO BUILD ETHICAL ORGANIZATIONS
ORGANIZATION / BUILDING STEPS
6
Hire/Appoint ethical leaders
(Fire unethical leaders, even if they are performant)
ORGANIZATION / BUILDING STEPS
1/6
A Strategic Plan’s Objective
ORGANIZATION / BUILDING STEPS
2/6
Set up ethical processes
ORGANIZATION / BUILDING STEPS
3/6
Ethical talent management and leadership development programs
ORGANIZATION / BUILDING STEPS
4/6
A culture of rewarding the ethical employees and firing the unethical ones
ORGANIZATION / BUILDING STEPS
5/6
Independant surveys to assess trust and ethics levels among employees / customers
ORGANIZATION / BUILDING STEPS
6/6
BUILD ETHICAL ORGANIZATIONS
Check list 1- Do you currently have an established code of conduct?2- Do you offer training, and if so, is it an ongoing process and not just a single event?3- How current is your training and code of conduct?4- Do you currently have an external reporting mechanism for whistle-blowing?5- Do you have the necessary tools to sustain this mechanism?7- Do you enforce your guidelines and take action on infractions?8- Are your employees aware of the items noted above?
ORGANIZATION / BUILDING STEPS
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VIDEOhttp://www.youtube.com/watch?v=uUIlF9TEg2E
ETHICAL LEADERSHIP IS COOL (Viral Video)
GLOBAL / MEDIA
ETHICAL LEADERSHIP AMBASSADOR TRAININGTM
Youssef Gaboune B.Eng., M.Sc.
Founder, Ethical Leadersy.gaboune@gmail.com
www.ethical-leaders.com
www.ethical-leaders.com