| The Platinum Standard: An Individual Framework for Making Ethical Decisions by Scott W. Ventrella
Originally published in the April 2003 Issue of Link & Learn.
It seems that many companies are beginning to get serious about business ethics (isn't it about time?). Building a "culture of integrity" requires senior management commitment, involvement, and on-going support. In my experience, when it's all said and done, ethics and integrity come down to an individual having to make a personal choice. It's about good decision-making and taking responsibility. Most unethical behavior is not based on a conscious decision to do "bad." People are basically good, and want to do good. Employees certainly need to be aware of the law and understand where the boundaries lie. But laws, standards, policies, and guidelines do not cover every possible ethical dilemma. Nor do they provide employees with the guidance to make an ethical decision.
Most ethical dilemmas are not black and white, and ultimately, every individual has the responsibility for making "in-the-moment" decisions based on gray areas, or "right versus right" situations. It becomes incumbent upon the organization to remove ambiguity from the decision-making process by initiating dialogue around ethical topics and issues using some of the following methods:
- Case studies
- Experiential exercises
- Role-playing
- Scenarios
No matter which method is used, it's important that they be very carefully planned and facilitated.
Through this dialogue/these methods, employees can:
- Challenge their individual and collective beliefs, values and attitudes on ethical issues in a respectful, non-judgmental manner.
- Understand the impact and consequences of certain decisions.
- Provide feedback to management on the "fuzzy" areas.
- Determine the best course of action in a given situation.
Additionally, this dialogue/these methods enable management to:
- Communicate and reinforce organizational core values and standards.
- Visually demonstrate leadership commitment.
- Remove some of the guesswork for their employees.
- Assign the responsibility of ethical decision-making to all employees.
The Three-Point Ethics Checklist
Management must also equip every employee with a framework for making decisions on the firing line. An effective tool is the "three-point checklist" of which there are many variations. Here's mine: When faced with an ethical dilemma, employees must ask themselves the following three questions in order:
1) Am I breaking any law?
2) Am I in alignment with company code (policy, credo, values, etc.)?
3) Am I in alignment with my "Platinum Standard?"
The first two questions are objective. If the issue is clearly illegal or against company code the message should be "don't do it!" If employees don't know the answer, they should still be instructed not to do "it" until confirmed. Sometimes employees want to do the right thing but may fear retribution. In these cases, employees should have someone in a position of authority with whom they can confide in.
If an employee answers no to the first two questions, they must then refer to their "Platinum Standard," which is a subjective measure. Sometimes the answer is "don't do it," not because it violates the law or company code, but because it just doesn't feel right. At one time slavery in the United States was legal - but that didn't make it right. Doing business in China, or putting soft drink machines in elementary schools may be legal and in-line with company policy, yet may still prick the conscious of some individuals. The decision for the employee then becomes, "do I challenge the law and/or policy, or go against my conscience?"
The Platinum Standard
The third question of the checklist, "Am I in alignment with my Platinum Standard?" is subjective -- based on a "gut feeling." Let me explain by first providing some background… In Washington, D.C., within the walls of the National Bureau of Standards, there is a one-meter length of platinum, which exists as the most perfect measure of a meter. If there is ever any doubt about the length of a meter, one can measure against the platinum standard. "Why platinum?" you ask. Platinum does not break down. It does not rust, corrode, expand or shrink. It is virtually unchangeable. A platinum standard is a personal ethical framework that serves as an anchor and guide, giving us a sense of right and wrong.
An individual's Platinum Standard is based on an interwoven set of morals, principles, values, and standards that evolve throughout one's life. At its core, it's a personal standard of integrity. It's acting on a commitment to honesty, openness, and fairness; living by and for standards. I refer to it as a "centering power" because it serves as an anchor firmly grounding us before taking action, as well as during. It provides us with the appropriate navigational tools to guide us through the sometimes fuzzy, ethical landscape in business.
It is derived from the Latin word, "integer" meaning whole, and is demonstrated each time we:
- Use consistent and appropriate criteria to measure our own behavior and performance.
- Use ethics, morals, and principles to guide activities.
- Do not undermine or criticize others behind their backs.
- Acknowledge our own weaknesses and areas that need improvement.
- Acknowledge others' efforts and give them credit.
- Strive to create "win-win" outcomes with others.
- Do what is right even though there are other easier, more expedient solutions available.
Integrity is acting on a personal commitment. It is not merely a moral or principled idea or position. We must act in accordance with our position.
So whenever you are faced with one of those fuzzy ethical dilemmas and have to make an in-the-moment decision, refer to the three-point checklist and let your Platinum Standard be your ultimate guide!
Scott W. Ventrella is President of Positive Dynamics, a management consulting firm helping individuals, teams, and organizations achieve unprecedented levels of performance by leveraging inherent potential. Scott brings over 18 years of organizational development experience to Positive Dynamics with a unique blend of solid, real-world application and academic credentials. He is the author of The Power of Positive Thinking in Business: 10-Traits for Maximum Results (Simon&Schuster, 2001), which has been translated into over 16 languages. His next book, The Business of Living - Redefining the Meaning of Success, is due out in 2004.
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