Day 2 1230 - 1315 - pearl 2 - alankar karpe

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The Leader’s Choice:Five Steps to Ethical Decision Making

Alankar Karpe, Ethics Member Advisory Group, PMI

28 September 2013

2The Leader’s Choice: Five Steps to Ethical Decision Making

Agenda

The EMAG

Leadership

Leadership and Ethics

The PMI Ethical Decision-Making Framework

Ethical Resources @ PMI

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What is Ethics Member Advisory Group (EMAG)

• The mission of the Ethics Member Advisory Group• Monitor the usage of the Code of Ethics and Professional Conduct

by stakeholders.• Recommend principles and procedures for the periodic review

and/or amendment of the Code of Ethics and Professional Conduct.• Facilitate Code learning & discussion to achieve adherence to

the Code of Ethics and Professional Conduct. • Facilitate communications with stakeholders regarding the Code

of Ethics and Professional Conduct.

The Leader’s Choice: Five Steps to Ethical Decision Making

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THE EMAG TEAM

William G. Scarborough, Vice President & General CounselJill Cherpak, Communications Specialist

› Giusi Meloni, PMP (Team Leader)› Peter Pfeiffer, PMP› Shobhna Raghupathy, PMP› Paul Pelletier LL.B. PMP› Michael O’Brochta, PMP › Chris Kindermans, PMP› Kelly Oliveira› Alankar Karpe, PMP


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ABOUT LEADERSHIP…

Strategic Leadership

Situational Leadership

lead·er·ship (ldr-shp) n.

1. The position or office of a leader;2. Capacity or ability to lead;3. Process of social influence 4. Guidance; direction.

Followership

Participative Leadership

Toxic Leadership

Innovative Leadership

Servant Leadership


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ABOUT A LEADER…

The leader is responsible for the set of ethics or norms that govern the behavior of the people in the organization. Leaders set the moral tone. W. Bennis

Exemplary leaders know that if they want to gain commitment and achieve the highest standards, they must be models of the behavior they expect of others. Leaders model the way. J. Kouzes


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ABOUT A LEADER…

It’s clear that if people anywhere are to willingly follow someone - whether it be into battle or into the boardroom, the front office or the front lines - they first want to assure themselves that the person is worthy of their trust. J. Kouzes


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LEADERSHIP & ETHICS


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OUR CODE OF ETHICS & PROFESSIONAL CONDUCT

Fairness is our duty to make decisions and act impartially and objectively. Our

conduct must be free from competing self interest, prejudice, and favoritism.

Responsibility is our duty to take ownership for the decisions we make or fail to make, the actions we take or fail to take, and the consequences that result.

Respect is our duty to show a high regard for ourselves, others, and the resources

entrusted to us. Resources entrusted to us may include people, money, reputation, the safety

of others, and natural or environmental resources.

Honesty is our duty to understand the truth and act in a truthful manner both in our communications and in our conduct.

Excerpts from the PMI® Code of Ethics and Professional ConductThe Leader’s Choice: Five Steps to Ethical Decision Making

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WHY THIS CODE?

• to instill confidence in the Project Management profession;

• to advance our profession, both individually and collectively;

• to assist us in making wise decisions.

We believe that the credibility and reputation of the Project Management profession is shaped by the collective conduct of individual practitioners.

Which is why we have…

Excerpts from the PMI® Code of Ethics and Professional Conduct

The PMI Ethical Decision Making Framework


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Advantages of being Ethical

Goodwill

Increased amount of trust within team

Moral, loyal and motivated employees (High productivity)

Stakeholders confidence

Competitive Edge in the market

Long term positive effects

Presentation Title

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Examples of Ethical issues

Admission of Wrongdoing

Profit Vs. People motivation

Lack of Authority

Short-Term Project, Long-Term Consequences

Vendor selection

Reporting

Presentation Title

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A FEW FACTS ABOUT THE PMI EDMF

• The PMI EDMF has been developed for use by PMI members and PMI credential holders;

• It is aspirational and not mandatory;

• It is intended to be used as a guideline document to provoke critical thinking throughout the ethical decision-making process;

• It starts as a sequence of questions and sub-questions to stimulate the user to recognize and assess the given situation or an issue;

• The PMI EDMF users may find useful to loop back-and-forth between steps and challenge themselves with additional steps and questions;

• The answers to the questions proposed by the PMI EDMF are the responsibility of the user

• EDMF can not resolve specific ethical dilemmas, but can surely help to clarify the situation, eliminate poor choices, and illuminate better possibilities


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PMI EDMF IN SHORT

AssessmentMake sure you have all the facts about the ethical issue

AlternativesConsider your choices

AnalysisIdentify your candidate decision and test its validity

ApplicationApply ethical principles to your candidate decision

ActionMake your decision


Assessment

16Presentation Title

• Does it abide by the law?

• Does it align with the PMI Code of Ethics and Professional Conduct?

• Does it agree with your employer’s and client’s code of ethics and conduct?

• Does it align with your ethical values and those of the surrounding culture?

• View PMI's Code of Ethics and Professional Conduct

• Access ethics resources

• View Ethics Case Procedures.

• Identify your personal values and hold them against the surrounding culture.

AssessmentMake sure you have all the facts about the ethical issue1

Are there substantial facts to make a case?

No Gather more facts or discard the case

Yes Go to the next step

Tools & TechniquesGuiding questions ...

Alternatives

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• Have you listed all the possible alternative options / choices?

• Have you considered pros and cons for each possible choice?

• Identify your different options from a legal, juridical, professional and cultural point of view.

• Use Decision making techniques (e.g., 5 Why’s, …)

• Use pros/cons list.

• Compare and prioritize your options.

AlternativesConsider your choices2

Are there viable options?

NoGather more facts, explore more alternatives or discard the case




AnalysisAnalysis

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• Will your candidate decision have a positive impact or prevent harm to PMs, PMI staff or volunteers, clients, your employer’s organization, other stakeholders, the environment, or future generations?

• Does your candidate decision take cultural differences into account?• Looking back, will this decision seem like a good idea a year from

now?• Are you free from external influence to make this decision?• Are you in a calm and unstressed state of mind?

• Identify where and whom your possible decision could impact.

• Analyze the degree of harm your possible decision could cause.

• Balance the possible harm and/or benefit that decision may provoke, now or in the future.

• Put your decision in some time perspective (How will you feel about it in 1 month, 1 year, 5 years from now?)

• Consider to allow yourself a cool-down period (Are you not over-reacting?).

AnalysisIdentify your candidate decision and test its validity3


Are the possible impacts acceptable?

No Review the facts and your options or discard the case



Application

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• Would your choice result in the greatest good?• Would your choice treat others as you would like to be treated?• Would your choice be fair and beneficial to all concerned?

• Hold your candidate decision against the Code of Ethics.

• Apply ethical principles to your candidate decision.

• Review the situation with one or more trusted persons.

ApplicationApply ethical principles to your candidate decision4

Is your decision consistent?


NoReview the facts, the options and the implications or discard the case



Action

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Are you willing to accept responsibility for your decision?

Could you make your decision public and feel good about it?

Are you ready to act?

• Analyze the consequences your decision may have on emotional state, your social life and your professional career.

• Prepare a plan of action for the “day after” (the decision).

• Consider your position and your reaction on most of the critiques that you might receive in the course of the actions.

Yes act on your decision

ActionMake your decision5

Guiding questions ... Tools & Techniques

Are you comfortable with the decision?

NoReview the facts, the options, the implications or your decision, or discard the case


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You may subscribe to Ethics in Project Management CoP at

http://ethics.vc.pmi.org/Public/Home.aspx

ETHICAL RESOURCES @ PMI


http://www.pmi.org/Ethics

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CONTACT INFO

Alankar Karpe, PMP

[email protected]


Day 2 1230 - 1315 - pearl 2 - alankar karpe

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Transcript of Day 2 1230 - 1315 - pearl 2 - alankar karpe