Organizational Culture by John Lisenko

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Organizational Cultureby John Lisenko

• Can set ethical standards that may not be stated
  but are influential in creating peer pressure
• no growth policies influence perception of
  developers
• seeking blame rather than solutions to a problem
• perception of public service as an honorable
  profession or as feeders at the public trough (or
  as the hired help)

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SITUATIONS WHERE YOU MAY BE SKATING ON THIN
ETHICAL ICE

• When time is of the essence
• When you feel pressured to the point where you
  think your job may be on the line
• When someone has angered you

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SITUATIONS WHERE YOU MAY BE SKATING ON THIN
ETHICAL ICE

• When you feel insecure in any way
• When the organizational culture has gotten to you

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HOW DO YOU NAVIGATE MURKY ETHICAL WATERS?

• Follow a code of ethics not all agencies have
  one, but you can get copies of codes from those
  that do.
• Many professional organizations such as ASCE,
  NSPE and APWA have adopted ethics codes or
  standards for professional conduct for their
  members.

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ETHICAL BAROMETERS

• The Village Idiot
• Those who ask seemingly dumb questions
• Those whose judgment you (and others in the
  organization) respect because they walk the talk

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WHAT TO DO IF YOU RECOGNIZE YOURE IN AN ETHICAL
QUANDRY?

• Step outside yourself and try to analyze the
  situation dispassionately.
• Talk to someone who doesnt have the same
  personal stake in the outcome that you do.
• Pay attention to your ethical barometers.

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SUMMARY CONCLUSIONS

• Both creativity and ethical behavior require
  brutally honest introspection and an ability to
  see beyond ones own self-interest.
• The choice between alternative courses of action
  almost always involves rational thinking as well
  as ethical decision making.
• Failure to make a decision is a decision in
  itself and does not absolve one from the
  consequences.